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What I can do for you

Identify common sense approaches to enable supply chain success


Common Areas of Opportunity Potential Solutions
Excess working capital ties up cash that
could be invested back into the business
Raw Material Loss, Packaging Waste, and
write-offs are money down the drain
Future production demand may create
pressure on the supply chain
Quality deficiencies and product losses
due to GMP issues will waste resources
Review inventory policies and show how
reduced levels can successfully support
customer service levels
Implement Root Cause Analysis processes
to effectively eliminate the circumstances
causing material losses
Develop simple capacity analysis models
to provide Management with a clear view
of business opportunities
Determine sources of quality deficiencies
and develop action plans to eliminate or
minimize the impact
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Mike McAlister
Background and Qualifications
Experience - 33 years at Unilever and Bestfoods
2 years in R&D (Microbiology)
20 years in Quality Assurance
11 years in Planning/Logistics
Businesses supported:
Bertolli Frozen / PF Changs Frozen Dinners
Skippy Peanut Butter
Lipton/Knorr Dry Savory
Country Crock / I Can't Believe it's Not Butter / Imperial Spreads
Sixteen years in production facilities
Fifteen years at Corporate level (QA and Planning Logistics)
Member of Unilever's World-Class Supply Chain
Ranked #4 in Gartner Supply Chain Survey in 2013
Ranked #1 for Consumer Goods companies
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Extensive Supply Chain Experience
Corporate Level
Demand and Supply Planning at Corporate level
Managed supply chain for businesses ranging from $300 million to
$900 million in annual sales
Quality Assurance for all Unilever/Bestfoods food brands
Plant Level
Scheduling
Material Planning and Procurement
Quality Assurance / GMP / Pest Control / Lab Management
Successfully developed and implemented processes to simplify
complex data (e.g. SAP reports) for everyday usage using Excel
spreadsheets
Over 30 years of work experience in the 'trenches' while
effectively interfacing with upper management and
corporate business teams
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Working Capital Reduction
Working Capital Review and Remediation
Clearly understand inventory requirements, e.g. 30 days
of supply versus lower inventory levels with more
frequent deliveries
Challenge Vendor terms and establish alternative
sourcing strategies, such as vendor managed inventory
Show the Business Management team methods for
reducing inventory without impacting production or
customer service using simple spreadsheets
Implement straight-forward tools for the measurement
of progress
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Material Loss
Material Loss Reduction Determination and Remediation
Determine the sources of material loss with Root Cause
Analysis methodologies (5-Why analysis, Pareto Analysis,
Fishbone Charts, etc.)
Once the root causes are determined, develop effective plans
to eliminate/minimize the factors causing the loss.
Develop and implement simple measurement tools to show
progress.
Modify quality control procedures to reduce risk and improve
reliability.



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Capacity Analysis
Develop simple spreadsheets to show production
requirements versus capacity
Understand the planning rates and the run strategies
Clearly define the capacity of each production line
Obtain a production forecast based on the business plan
Convert the business plan into a realistic production model
on a weekly or monthly basis through the next 18 to 24
months, or longer if possible
Develop Supply Review methodology that will allow for
periodic updates of the model to determine feasibility of the
future plans
Provide guidance for the effective integration of supply chain
and business functions (S&OP)

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Quality Improvement
Define areas for improvement that will reduce risk of shut-
down, recalls, or regulatory intervention
Identify microbiological and/or food safety risks and develop
mitigation plans
Evaluate Good Manufacturing Practices and provide a fresh
perspective and suggestions for improvement
Identify the root causes associated with out-of-specification
situations that create additional work and waste
Develop quality improvement plans with meaningful metrics
that can be easily measured
Develop training programs for employees to enable effective
quality improvement programs
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Basic Support Concept
Set goals with a clearly defined plan for success
Meet with site management to identify potential
opportunities for improvement
Determine the goals to be accomplished in one to three
week increments, depending on the level of detail
required
Work with Managers, Supervisors, and/or Line workers
to determine root causes and brainstorm to develop
improvement plans
Develop the appropriate measurement tools that will be
implemented and administered by plant personnel
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Contact Information
Mike McAlister
E-mail: McAlisterSCTS@gmail.com
Cell: 908-309-5791
Address: 5 Townview Court, Flemington, NJ 08822
McAlisterTacticalStrategies.com
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Typical Support Plan - Planning
1-3 Days Evaluate Data and Review Practices with
Management and front-line employees. Identify
areas for improvement
1-2 Days Deep Dive into data and practices to determine
specific areas for future program change
1 Day Develop specific action plans
1 Day Present recommended action plans and
suggested metrics to the client. Decide on
specific actions to implement.
2-5 Days Instruct Management team members on how to
develop and implement measurement tools
needed to drive improvement
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Typical Support Plan Quality
1-5 Days Evaluate Quality Programs, Practices, and
Specifications with Management and front-line
employees. Identify areas for improvement.
1-3 Days Detailed review of practices and/or problem
areas to determine specific areas for future
program change
1-3 Days Develop specific action plans
1 Day Present recommended action plans to the client.
Work with management to decide specific
actions to implement.
1-5 Days Instruct Management team members on how to
develop and implement measurement tools
needed to drive improvement

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