Hello everyone and thank you for attending today's webinar, how long boys and pursues supply chain excellence was ASAP. ICP for inventory. Before we began, we wanted to cover a few housekeeping items at the bottom of your screen are multiple application widgets. You can use. All the widgets are recyclable and movable, so feel free to move them around to get the most out of your desktop space. You can expand your slide area or maximize it to full screen by clicking on the arrows in the top right corner. If you have any questions during the webcast, you can submit them through the Q&A Widget. We will try to answer these during the webcast and Please note we do capture all questions. You can find additional answers to some common technical issues located in the help widget at the bottom of your screen. And on demand version of the web cast will be available approximately one day after the web cast and can be accessed using the same audience link that was sent to your earlier. With that I would like to introduce you to today's speakers. I'm very pleased to be joined by it like a beast. Customer supply manager at Lamberson Mayor. And Koen Van to calendar. He is sales inventory planner at La Mesa Mayor. My name is Beatrice Order and the solution owner for Sep ICP for inventory at ASAP. I will start giving you an introduction into Watt ASAP. Integrated business planning is what it does for inventory planning or inventory management and then I will hand over to the gentleman to talk about the exciting stuff, which is how they use the tool and what benefits they are seeing from using it. So to give an overview over Watt integrated business planning for supply chain really is this is a really really high level overview of that rule. But what I really want to show you with this is that it's one single tool for end to end supply chain planning. So as I pay integrated business, planning really covers different processes from demand planning. Also sales and sales and operations planning. Also response and supply planning. In one single tool and one single platform, the part will be focusing on today is integrated business planning for inventory so that the inventory apiece to the whole module, but is said you can really support all those different planning processes in one single tool. So if we zoom in into ASAP ICP for inventory, this is a tool that really supports planned to forecast and maybe the most. Most often mentioned topic here is that it supports multi stage inventory optimization. But we also have customers that use the tool, at least in the beginning or even later on with a single stage approach. So don't be frightened away by this fancy tone in terms of multi stage and Optimization, because the tool still offers a lot of benefits if you're not going for the multi stage approach, because Watt inventory planning or inventory planning inventory management within the surely does. It supports buffering, forecast error. Dim Andrus can also efficiently mastering supply uncertainty and especially these days. I think we're seeing a lot of mismatch between demand and actual supply. So how can we efficiently buffer for that uncertainty whenever there is volatility in the supply chain? And ICP actually supports that with some robust statistical models. But going over a textbook calculation over a textbook approach also taking into account even more parameters like things for example lot sizes like lead times. Also really going asset through the whole supply chain. Through the different stages of the supply chain, so we go well beyond textbook calculations with the statistics that we're using in the tool. I'm a pain in general. Comes with embedded analytics and they do support the inventory planning process a lot. So for example, planets can visualize their inputs to the system. Then also the calculation results. And of course the Outputs and really compare different outputs and see how have they been evolving overtime and make sense of whatthe tool came up with. So why was it calculating those? Results so really moving away from a black box that inventory optimization is often perceived as really giving insights to the planner. Giving them evaluation tools to understand the results and also to understand, for example, what are the drivers of inventory. Then of course the system can support management by exception, so to see if there are deviations from targets to really focus on issues on problems that are upcoming. What are the benefits that customers are seeing while on the one hand mostly it's improved customer service level? Then it's a more efficient use of inventory investment and therefore working capital. But it's also standardizing and simplifying the inventory. Planning the inventory target setting process, and coordinating that really across functions across business units. One thing I would like to mention and you've surely have seen the curve on the left side if you ever dealt with inventory optimization before. So in mature optimization, so be at any process improvement, be it any tool that you're applying to improve your inventory planning process is able to move that curve lower on the chart. So this tradeoff between inventory investment and customer service level can be maximized. But what I repeat for inventory supports you is visualizing that curve, so ICP comes with a lot of. Scenario functionality simulation functionality. So by calculating what are the different? Points on the curve. You can really get you choose where do you want to be. So for example, for certain products you might want to free up working capital free up inventory investments, but stay on the same customer service level or for other products you might want to increase customer service level, for example because you are facing competitive pressure and you want to gain market share. So you want to increase customer service level. Therefore what you can see on the right side on this diagram. These are results or outputs of different inventory targets that have been calculated across different product groups. Because inventory optimization is not only about inventory reduction, it's really about right sizing inventories. So we do what we call the fix the mix. So find the right balance between inventory investment and customer service level. And to really achieve that Watt ICP supports is a segmented approach, so you can have different target customer service level for different products or for different. For example channels for different customer groups. To really have a targeted approach for the different customer for the different products. Some more differentiators. So what else special about as a PVP for inventory? One thing that I was mentioning in the beginning is that it is actually part of the ASAP integrated business planning platform, so it's part of one model. It's part of one tool and allows for true SIOP process, and you will also hear later on talking about how ICP and SNMP kind of fits together. And yeah, so that is really able or that it's possible to support the whole process in one single tool. Then of course what I was mentioning multi stage inventor optimization or Multi Ashlyn Inventory Optimization because that really makes it possible to come up with a lower total inventory investment for the whole network because typical approaches or traditional approaches often go through the different stages of the supply chain. Or through different. For example, business units within the supply chain and then calculate inventory targets for specific locations. And simply Add all of those targets up. But if we really have a true multi stage approach and do the calculations for out the network simultaneously simultaneously that allows for lower total inventory investment. The next point inventory targets for every level mean that we do not only calculate the safety stock targets, but we also give insights into what we call different inventory components. So Watt parts of your inventory is driven, for example by forecast error, for example by lead time, for example by batch sizes, so that you can really go into root cause analysis and drive tactical to strategical initiatives on how to. Reduce your inventory on how to right size inventory on how to more efficiently deployer inventory so it gives more insights into where the inventory is coming from. And then Lastly I said the scenario planning and simulation that allows for tactical and strategic planning and decision making to come up with different versions of a plan with different alternatives and compare them with each other. It also to simulate appan changes in the supply chain, of course. Different use cases. Sample use cases that the tool supports you with and some sample screenshots. You will also later on see some more screenshots, but just to give some insights right here is for example that you can visualize the positioning in the network using Geo Maps. Also you can visualize the whole product network. Also you can use all the different charts and dashboards to do analysis on a set. What are actually the drivers of inventory? What is causing the inventory? Of course the inventory optimization are the inventory target setting itself is performed in the system, and then there are also different ways different possibilities on doing what if analysis scenario planning and comparison of the different versions. And this is actually my last slide, so if you're after the session interested to get some more information on ICP in general and specifically ICP for inventory, you can use those links to access for example, some short intro videos on YouTube or also go to another web and R the second last on the list here, because that also, for example contains a bit of along a demonstration to show you how the tool. It supports those different planning steps. Those different planning processes and said you will get a copy of those slides so that you can access all of this information. And with that I would want to hand it over to get into the exciting part of the presentation to see a real life use case of what the tool does and how it can deliver supply chain excellence. OK, thank you Beatrice Uh, Hello everybody, my name is Volkova Beast. Under customer supply manager at language than Mayor, I will first give you a short introduction on the company an on the reason why we were looking for an inventory tool and then I will hand it over to come from the clinic, move the sales inventory planner since he is the main user of the system, so he will show you some of the details. So first the short video about the company. OK, so um asset we work for lamb, Boston Mayor, an alarm. Boston Mayor is a joint venture between the US Co. Lam Boston who is New York Stock Exchange listed and the Dutch family mayor Somalia frozen foods. When you look at Lambeau Austin as a total, then worldwide we are the number 2. When you look at volumes. And worldwide we sell around 54 million portions of French fries a day. So that's what we do. We make a frozen potato products and we like to focus on the premium products and specialties. Uh, from Europe we do that with six factories, so that's also the part where Lamb Boston Mayor is responsible for and from those factories we deliver a mainly to Europe, Middle East and Africa. But also we deliver from here to all other countries in the world. So then. What was our business challenge shall? Why? What were we looking for and why? Or what did we need to solve? First of all, we had a few challenging potato crop years with limited availability or less quality or high prices than than in normal years. And that leads to a lot of. Challenges in keeping the right in entry level. Next to that and we are in a continuously growing market and there is a continuous capacity constraint for the total business. Therefore, we need to produce the right product at the right time and for the right customers. Well, as we aim to be the service leader, this all let's do a risk of service level degradation an that's why an initiative was started by the company to to get this service level back in control. So we got a purpose and that is to increase and to ensure the target service levels or to increase the service levels. With safety stocks. In general, but specifically for our strategic business. And to do that we had to determine the right availability of the stock. Uh, by customer group by product and locate location in a segmented approach. Uh, also we were looking to create scenarios and it stinks. Can change pretty quick. We also want to be able to calculate with different scenarios. An having a safety stock for the curse customers with the service level agreement, but also products with longer lead times. And then as we are currently still working with a P. Oh, as in be not so supply network planning from AP. Oh, we also need to be able to push the safety stocks back to the apeo system. So why did we choose for IO? Well, first of all, we already had the ICP for SN opie module, so it was a logical choice to also start using the ICP for inventory tool. And the reason that we chose for this tool? What does we believe that we were able to ensure the service levels by setting the right safety stocks based on the forecast? The lead times and the forecast error? And couldn't will show you more of that in the coming minutes. Also we want to spend less time in the calculations an more time in analyzing the outcome as first of all initially we worked with. A1 size fits all approach so more or less the same safety stock for everyone, but we wanted to do that more Amos segmented approach and this tool really. Help us in doing that. Also, we needed a tool like this because yeah, especially creating the scenarios but also propagating the safety stocks into as IP were not possible via Excel. So there we really needed the support of the system. So with that with this introduction, I would not like to hand over to cool to talk us through the slides and give some examples of what we did. Thank you, walk over the introduction. My name is coupon. Today I would like to hide it. Some of the implementation possibilities, but in ICP for inventing optimization. So therefore I would like to take you to to some of our most important elements for us in our current system. And I believe that there is at the end of the presentation time to answer your questions. So please do. The questions if possible, uhm? First I would like to explain what the recommended safety stuff is. Recommended safety stock which is first and most important output for our finished goods inventory. Contains out three elements. The first one is a demonstrable T safety stock. This one is needed with cover Demonstra Quations. So In other words, deviations between seals, actuals and forecast. Second one, it is supply for ability safety stock needed to cover in Latin reliable transportation links. In other words, deviation between Bentley every day. We should actually dates. 3rd one is a service probability safety stock needed to cover production constraints. In other words. Deviation between plant first elected production. Putting the mouse, say peace talks. We have an optimized, optimized process. But the other two elements now. But 40 supply safety stocks. We sometimes use a network menu input for the recipe to that I'll calculated. Reason that we didn't implement the other two elements is that we didn't didn't have the production data and I would be. But this year we're going to implement the other two elements as well. One of the most important inputs for the algorithm. Is it garbage? Service level percentage? This is the probability of not sitting in store out. We have designed segmented approach and I was happy to see system to define the right service levels back customer. So the first option, if the customers having a service agreement with them that Sumire. And it be aware of that. Then we use that percentage. As you can see in the presentation we use for customer. BB is an example, a service level percentage of 98%. For the customer DL in example, we are not aware of the of a service level agreement. So there we are going to look at the set table. On the left side we used custom hierarchy and the right side music customer classification. For example, this customer is failing with him the classification problems. And the hierarchy is written you gay. Based on that, a table nose bridge percentage use. In this case it's 90%. As you can see, we would like to reach higher service level for gold customers then for our branch customers. After the finding the right servers level for customer in each sheet, the output goes to ICP for inventory. Very can see in a demonstrable workbook page. Customer groups are ordering which product? The customer group is or the customer or the combination is some high key press classification. In this example, E. Is being sold to five pursue groups? All custom groups are having different doctor levels. Based on the calculation settings, ICP will handle the input differently for the algorithm. There are actually two options that we use. The first Policy is the first come first serve method. Here I think he uses the highest service level percentage which is in this case 98%. It is no combined the sales history breaststroke's history to calculate the mob strokes aerocity. Combining history from notebook Christian groups mostly results in a lower our city. The second policy that be used as an divided method. Here I will be using the service level percentage per Christian group but also the aerosole practice local. Sample it is heels invented planner, so I only have to decide which method will be the best option. It is also possible to ensure the outcome of the terms of the target server level percentage and the amounts we workbook. Moving to the next slide, I would like to tell you something about the other leverage. Is the most focused power saving. It is also very important for the algorithm. Packers in the group project location. IO will calculate. The most folks are recipe based on the forecast for the seals actuals for the last 52 weeks without promotions. It is possible to create multiple profiles. And this is really helpful if you focus on different markets. For example, our business through the Middle East is weak level very photo tile with a monthly level. It's very predictable. Therefore we come back to compare four week, but it's the start of preparing. Only because this is something that you can regulate in the settings. Within the intermittency of chills history. For some reason, is better to look into tickets of two weeks. It was very good that you can define multiple profiles there. In the profile to be always used, the uh just buys a forecast and the system will not calculated safety stock for product and his standard 2 high forecast. For the more we are making the next of the focus Aerocity. Therefore it's very easy to recognize trends. The chart you can see that the blue line increasing signal significantly to a higher recipe. It's gonna be an input to make a mortgage. It analyzes about Christian group or about the product that was happening there. If you don't move on to the lead time, we see two important folder elements for the algorithm. We start with the payments between Frenchman. This is basically the period, but I think she will receive a new order. It's called me from the internal production or external suppliers. If you have the possibility to internally produce your product every four weeks. They need to go for at least four weeks of the month fluctuations. It will be used as you vary between replenishment. And then this could be different bad product. And bear factory. The second one is the transportation be done. And this is actually the time that it takes you to get the product from location E2, location P or example or abduction plan. Your DC. After reading the algorithms for the milk state single stage. And Darwin invent realization. We will get the recommended safe stocks per week. For the next 2 years of available. Which is also based only four cost per week. For each product. So when the focus increases, the safety stuff automatically follow. The outcome can be spread out in Excel. This tool is very user friendly and has the look and feel like so. This is one of the template that I use to further to further analyze the products. In the example you see the product ID. For like description. Full material number. Maybe she code. Explain later on. And the location ID. And a lot of important key figures that would like to explain. First of all, you see the recommended safe stock and this is actually the outcome of the algorithm. The final safety stock is what you were going to send to the pens next week. It forecast safety some days. And there's also a safety Survey Adjustment Line. Why you can do manual? Just plan to override recommended safety stock. Then you see the safest output to apio, and that's actually the safety stock at the parents are seeing. Then you have the legs. It's about what you say. Please talk in the past. And what must the difference compared to last week at the same piece of Delta? You can also see the highest level percentage of the Pacific Product. And the PBR. So basically this is one of the few that I've built, but there are many more possibilities that you can build yourself. It's very user friendly. In order to grab more feeling. And if you promise the seals venti planner, the portfolio segmentation, which can be done in IO or definitely help. Baseball margin and chill actuals. You can that ICP do the segmentation. 40 EBCD classification. L products will be sorted from highest margin product is negative margin products. And you can set abound with yourself. So we use 21st. For the top 80%, the total margin for for the E classification and so on. The same Codex wise that segmentation. Where you can see which products are stable and this product about it now. Is information can of course be used in one of your Excel views? And based on that you can give extra attention to some of your product. For example, this product. As a zip and in Chico. And the very hard member of safety stock days. One of the questions here, but it shows advantage plan raise. Do we need to consider? To lower the service level, for example, or do we need to fertilize this product? They want the reason that there are so many scientists guys here. And also fury is giving you a lot of support and analyzing data. For example, by building your own dashboards. It looks very cool and promising, and it's all and it's also very user friendly. In this dashboard you can see for a specific product, what was my chills, curses forecast last year per week. Or month or year. But you can also see whether updated safety stuff in our network. And Delta compared to the last. The next calculations for every DC. Where you can see that the out and the Koreans and the default app increases in arrival. And so to recap and closer presentation. I would like to take it through our benefits of using RDP for inventory. Um, we have highlighted the most important benefits. 1st. And, uh, the first one. Is the outcome of the safety of populations. It just now 18% lower compared to our Excel calculations. And the second one. But I would like to explain. Is the segment of approach. To deter mind set thermostat levels, practice in groups at the table that we have built. And the third one is the hobby pig is giving us a lot of possibilities to analyze the outcome. In Excel or in theory. And there are many possibilities to create. Create your own scenarios. Um? Which is also helping us or not. I think this might be presentation. From our side. I'll bet you all enjoyed it. And that some of you have been inspired as well. If you have any questions, comments or remarks, yeah, please let us know. Uhm, I think there are still a few minutes left to discuss. The presentation or discuss some questions. But otherwise is always possible to contact this filing thing. OK, thank you very very much vocal and Kuhn for this great presentation and the insights so we do have a couple of questions. So the first one I'm reading here is. Um? How did you measure ROI for inventory optimization? So what is the KP for inventory before and after the implementation of IPO? Yeah, so shall I answer that that question? So what we did is indeed we measured the inventory or the safety stock levels that we had before and after and a scone showed in the previous slide. It showed a reduction of about 18% of the safety stocks. But we also did. Is we measured the increase in service level and the decrease in outer stock situations. So that was for us the return on investment. OK, thank you. Then another question would be, what tool did you use before I bio? For inventory optimization. So basically in the in the past we had 14 days for each Product Safety stock. And then we moved on to Excel. To do the calculations there. And signs beginning last year. So I January 2019 we started with the project. And finished in May 2019. And then we start using the ICP tool. So that's so basically every story these safety stocks. And did you integrate ICP with SAPECC or S4 hana? With ECC. Now, so we get the master data and the old transactional data from ECC. And also parts from our apio system. OK, thank you and then we have a question. Sorry that we are in the process to move to S4 and to get away. The Rus colleagues we now are going to do a global implementation of S for Hannah. And also a further rollout of the ICP system. We're actually a re implementation and then A roll out of the of the whole ICP system. OK, thank you. Then we have the question regarding the scenario nowadays. Were you able to create a scenario for it so I can only interpret this? Maybe this is about the current covet challenges, so I guess you're seeing supply chain disruptions here as well. Does the tool help you cope that with them? Yes indeed. For example, in this case, most important for us that we can create some scenarios. And we can choose based on that. Which scenario will fit is the best. So for example, in this case we designed three scenarios. One very increased home service levels for the most affected regions where the cover 19 Paris is now. 2nd scenario was that we follow the system and the first scenario was that we use the safety stocks which we had two weeks ago before the virus and so based on that we made the decision to choose one of the scenarios. And so that's really helping us in such situations like like that. OK, thank you and I hope that was uhm. Yeah, the right interpretation to this question. Another one is did you roll out? I owe for all products at the same time and how long was the tuning? Good yeah, and so we started the project in January 2019, 2019 and the project and it in May 20, 1972. Pairs of four or five months to go live and using the product was only one month of work that travel user friendly, so it's very easy to use and to adjust them. The key Vegas. So yes, yeah. Cool, thank you. So another question. Did you face resistance in your organization to the use of statistical safety stock calculations? If so, how did you overcome that? Yeah, I don't think that we faced too much resistance in the organization. There was some reluctance with our supply planners because sometimes the tool calculated very different than we did before, but by showing them the result by explaining them the way the tools working, we were able to overcome that. And now more and more people even ask us to follow the system instead of doing a lot of manual things to to adjust sexy stocks. OK, and maybe in a similar direction, so you were talking a bit about benefits, but what was the biggest challenge that you saw? I think in the beginning it was, uhm, changing from the old way of working to the new way of working. Um? So yeah. Convincing colleagues that this this tool really benefits us. Maybe the beginning the yeah. The main topic but also master data is very very hard to get to integrate that been in the system. That's always a very hot topic. OK, thank you and there are several questions around DDR Mapei. So for example, do you have any DDMRP project on the future? Now at the moment we don't have that. So it's at first we will do the implementation of S4 and a further rollout of the ICP system with the supply module. With the demand module an with the control tower. Uh. At the moment. I don't really see the benefit of DDMRP for our business. Uh, but it may also be because our our business is quite straightforward, so when you look at decoupling points, for example, there are not so many decoupling points. So at the moment the most logical places to put safety stock soared to put inventory arignar finished goods warehouse. And that's exactly what ICP for inventory is also calculating for us. OK, thank you. Then there's also the question if DDMRP is inside ICP for inventory, so no, that is not the case. We do have DDMRP support in another module, but again it is one solution. It's 1 technical platform. Um? Another question to you would be what kind of security assessment did you need to make for ICP solution overall? Um? I don't know if I really understand that question. I'm not sure either, so maybe we could get some more clarification on the question, and during that I'll move on to another one. What type of forecasting model do you use? For example trend, seasonal history? At the forecasting models we currently use are indeed seasonality, but also based on their history and we do that with moving average exponential smoothing an across the model. But that's at the moment still happens in a P. Oh, we are going to move that to ICP for the month in a few months from now. OK. We do have one question of the slides will be available after the presentation. Yes, we will make them available. And then let me scroll through this. Is it possible with the tool to calculate financial impact? For example, how much money the 18% safety stock reduction represents? An yes, so we also included our cost of groups in in the tool. And so that we can also calculate the value of the inventory that we have. So also were reduction of intent three or an increase in infantry we can calculate the financial impact. And another one would be how are you managing the forecast accuracy which is key to IO. Who do you want to answer that one? Calculator. Uh, so the focus accuracy. Indeed, that's one of the most important inputs. So if the focus not accurate then you have a lot of safety stock, and so we see me see products because two high safety stock or very high safety stock, we deep dive into the product and we try to improve the forecast. Um? Yeah, and so it's really an input. Moby CIO to manage in an hour. 's not be pending area. Um? So to improve their focus security there. Yeah, so for IO we're calculating with the focus error CV. So that's the deviation between the actuals and forecast. Uh, and we also do the automatically automatic adjustment for the high bias products. So if we have products where the focus is biased positively biased, so the focus is always too high, then the safety stocks are automatically adjusted for that. OK thanks. And then we have a question about reporting. How did you manage reporting with regard to data archiving? Do you use ICP exclusively and no other reporting solution? And if yes, how much historical data do you store for example snapshots? So besides ICP, we also use Bo. As a as a reporting tool so we do some snapshotting in ICP and mainly on the on the weekly level minus 1 - 2 - 3 - 4 weeks and on the periodical base minus 1, two and three. Of those are just snapshots that we do an ICP, but we also feed them to be out. So we use a bit of a hybrid solution with regards to. 22 reporting OK thanks. We have a question that goes. I understand there was a savings, but did you have any increases to safety stocks? Yes, we had that for some products we have now more than 14 days safety stock which we had in the past. But for some products is really necessary to have that safety stock cause they are more. They have more fluctuations in the demand. Yeah, for so for some Product Safety, stop increased, but in general the same piece of degrees. So indeed, but you said before some products will decrease and some products will increase. So some better make some of the portfolio. Yeah, thanks. I'm we have someone asking about the, uh, error measurement approach that you are using. Do you use may porem ID for the focused civic calculation focused our city? I think that we used in May, but I'm not sure. Yeah, I would also say maybe. OK, and somewhere around the benefits we have the question about working Capital Reduction, it was mentioned. That there was 18%. A cell reduction. I guess that should be a safety stock reduction was their corresponding expense reduction that you can share, for example, a reduction in transportation cost percentage or something. No, we didn't. We didn't measure that. Uh, but I can imagine that there would also be a saving there by having the product at the right location. And also the the cost of Transportation to bring products to other locations in the in our network. Yes I can. I can imagine that there's also saving there. Thank you so they keep questions coming in, which is great. A lot of interests. One question is did you implement as an RP and IO at the same time? Now, so we first did the SNMP module and we did a few. A few phases in that. Uh, an after that was life. Then we started with bio. OK, thank you. Um? Another question I think that is interesting as well. Do you have any challenges in understanding the result from Mayo from business perspective with lot size PBR, lead time and so on. How do you mean by a? So I would guess so is is the business able to understand the results and to interpret them and the right way? Yes, I yeah, go ahead. Sorry OK, so by creating the right dashboards and also to create the right insights in the different levers that we have. Uh, I think we, but especially good is it's very capable to explain the result. So if we see a sudden increase in the safety stocks. Then we use the dashboard functionality of ICP. Uh, to look for any outliers that we might have or changes that have been done to the settings. So that helps us very well in explaining the results, but also explaining those results through the rest of the business. OK, thank you. Another question would be, did you have warehouse capacity problems? After IPL suggested a safety stock increase in some products. If so, how did you solve it? No, we have warehouse capacity challenges, but not because of the safety stock calculation. OK, thank you, um. Another one would be about, uh, we've seen benefits and cost savings. What was the benefit in terms of increased revenue due to having the right stock at the right time to meet customers demand? Uh, yeah. So we saw a definite definite increase. Uh, in that. So we saw a definite increase in the. In the additional revenue death we could have because we had the right inventory levels. Of course I can't show a share any specific numbers on that. But yes, we see we have seen a significant reduction of out of stocks and therefore also increase revenue. OK, that sounds great. Thank you. So. Then again, a rather technical question went past the safety stock too easy. CIP, oh, did you pass the safety days safety stock and also did you pass this time series data point or one data point to ECC? We passed the safety stocking thumbs to ECA PM. For the coming two years. Yes, I was specifically to apio. It goes as a time series and not as a one data point. Because the safety stock can fluctuate overtime. OK, thank you um. And then what else do we have focused our measurements like yes, we covered. So one thing. Is are you are your customers aligned with your segmentation clerk classifications? What are the standard service level expectations for customers in Europe? I'm not sure what aligned in this case means. Well, in. In some cases customers or we have a service level agreement with our customers. Uh, and it's cool has explained. In those cases we assign that specific server level to that to that customer. If not, we use an internal classification and a segmentation to to evaluate the customer. And there we also look at the fluctuations in the past to determine what would be inappropriate target service level that we can cope with. As not all customers have a service level agreement. I think there is not really a standard server level expectation for customers in Europe. It depends quite a lot on the type of business and the type of customer that we have. OK, thank you very much and thinking. Thank you for walking through all of these questions and you are giving a lot of answers to all of those different questions. I guess we're coming close to the end of the session, so um, with that I really want to thank you again. Vulcan Kuhn, for taking the time for sharing your insides. Yeah, well, your experience, your insights with the tool and also answering. There's a long list of questions that we had here, and of course, also thank you to the audience that joint today's session and stayed with us through the call from my side. Of course, in these days everyone stay safe, stay healthy. And with that I would hand over again to Yuval Cocoon for your closing remarks. Thank you. Yes, I would also thank you to everyone who joined. I see there are still some open questions. I think we are. We are very happy to answer them as well. If your question is not answered. Yeah, please reach out to us I think are LinkedIn. Details are also in the are also in the in vitamin D. Yeah, it can also be found in the presentation. He doesn't need. Thanks for listening to the presentation, and if you have any questions, please reach out to us filing them. Uh, so thanks. OK, so with that were done. Thanks a lot. Everyone have a great day and yes I said stay safe, stay healthy goodbye. Bye.
Lamb Weston is a world-leading brand supplying frozen potato products and dehydrated potato flakes to food-service, quick-service, industry, and retail customers in more than 100 countries. Facing rapidly growing demand and a need to optimize production capacity, the company sought a simplified, modern supply chain planning solution would support the company’s corporate strategy and ambitions for innovation and growth.
Join this webinar to hear how SAP Integrated Business Planning helped Lamb Weston/Meijer:
Reduce safety stock by 18% using automatic calculation and advanced planning models
Support daily sales of 54 million portions of French fries
Free up time for its 100 account managers and planners to focus on analysis and improve decision-making
Better coordinate sales forecast, inventory, and operations planning.