Category Strategy Deployment - Summit

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Executive Summary of The Process: Problem was there were GOOD ideas/strategies in the OGSMs but they were “buried alive” amongst other desires and spread globally. There had to be a way to highlight and prioritize the key deliverables and track progress to plan. We had to have swift execution of plans. At the end of the day, procurement needs to buy best quality at lowest prices with the most favorable terms - Keep it SIMPLE Good people + Good processes + Good Tools = Great Performance AD Procurement decided an A3 Strategy Deployment linked to robust MWI processes was required for global alignment and execution of top categories A3 Strategy Deployment was modeled after Toyota Production System and helped break down and link various OGSMs from around company © AberdeenGroup 2012 Key stakeholders had to play “catch ball” with documents to ensure they were on track, help commit resources and officiate any misalignment A3 documents had to be accessible to all, so hidden agendas could be addressed Avery Dennison Confidential - 10 -
Step 1: Strategic Statement “What are you going to do” • Head Line Strategy → fit for a newspaper • Clarity on what is to be achieved • Measurable goals included • Avoid “boil the ocean” statements that are too generic or vague © AberdeenGroup 2012 Avery Dennison Confidential - 11 -
Page 1 and 2: © AberdeenGroup 2012 Strategy Depl
Page 3 and 4: Avery Dennison Materials Procuremen
Page 5 and 6: Before we get started….. some def
Page 7 and 8: The Problem: Strategic Proliferatio
Page 9: The Consultant! © AberdeenGroup 20
Page 13 and 14: Step 3: Current and Future State of
Page 15 and 16: Step 5: This Year’s (Updated) Str
Page 17 and 18: Step 7: Stakeholder Review and Appr
Page 19 and 20: The Results Mission Accomplished…
Page 21 and 22: Thank you John M. Klein Global Vice

Category Strategy Deployment - Summit

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