Manage Supply Chains

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP
MANAGEMENT
Management dashboards focus on performance indicators,
and enable executives, managers, and employees to measure,
monitor and report key metrics, milestones and activities
necessary to achieve organizational goals.
DASHBOARD

BALANCED
The balanced scorecard is a strategic planning and management
system that is used extensively in business and industry to align
business activities to the vision and strategy of the organization,
improve internal and external communications, and monitor
organization performance against strategic goals.
SCORECARD
Financial
Internal
Process
Customer
Employee
Satisfaction
Environment/
Community
Learning
and Growth
CSF

VISION
LONG-TERM OBJECTIVES
STRATEGIES FOR
GROWTH AND PRODUCTIVITY
CRITICAL SUCCESS FACTORS
PERFORMANCE MEASURES
BALANCED
SCORECARD

CHEP
We decided to work with CHEP in order to learn more about how
a service organization operates from a business to business
perspective. CHEP is the leading provider of pallet, container,
and crate pooling services for many of the world’s largest
supply chains.

VALUES CORPORATE STRATEGIES
CHEP is focused on continuously improving and developing more
efficient, safer, and enviromentally sustainable supply chains.
-All things begin with customer.
-We have a passion for success.
-We are committed to safety, diversity, people, and
teamwork.
-We believe in a culture of innovation
-We always act with integrity and respect for the
community and the environment.
- Deliver high quality and durable products
- Supply a wordwide network of offices and
repair centers
- Take advantage of continual innovation
- Environmentally sustainable projects
CHEP
Improve Order Processing
Simplify Invoicing
Improve Audit Process
Strategic Partnership

efficient, safer, and environmentally sustainable supply chains.
CHEP
- Deliver High Quality and Durable products
- Supply wordwide network of offices and
repair centers
- All things begin with customer
- We have a passion for success
- We are committed to safety, diversity,
people and teamwork
- We believe in a culture of innovation
- We always act with integrity and respect
for the community and the environment
- Improve Order Processing
- Simplify Invoicing
- Improve Audit Process
- Strategic Partnership

CHEP
repair centers
people and teamwork

repair centers
CHEP
people and teamwork

INITIAL RESEARCH

CORE SERVICE
Shipping Equipment
Pooling Services
FACILITATING SERVICES
Product Delivery and
Collection,
Electronic Data
Interchange
ENHANCING SERVICES
LeanLogistics,
CHEP Portfolio +Plus
DELIVERY SYSTEM
Service Centers
CHEP Portfolio +Plus
SERVICE
PACKAGE

TRIGGER Customer receives equipment
at facilities and introduces it to
supply chain operations
CHEP Service Center issues
equipment to customer
Customer loads product into
CHEP equipment and ships
through supply chain
Receiving business unloads the
goods and returns the equipment to
the nearest CHEP Service Center
CHEP inspects and conditions all
returned equipment to ensure it meets
quality standards
SERVICE
DELIVERY SYSTEM

Customer
Logistics Manager
Sales Representative
Depot Manager
Driver
Security Officers
Invoice Clerk
Pallet Clerk
Suppliers
Contractors
STAKEHOLDER MAP

INITIAL
BLUEPRINT

INTERVIEW
“The US model is more streamlined from the
manufacturer’s side, but then it gets weak.”
-We learned about supply chain operations and where CHEP fits in.
-Our contact, Dale told us how CHEP already offers management
dashboards to each department.
-CHEP has over 100 metrics, which helped us grasp what their
KRIs, KPIs, and Service Recoveries were.
-CHEP does not deliver the pallets from place to place, once they
are out of CHEPs center the client is responsible.

RESEARCH REFINEMENT

LEIGHTON
farms
LEIGHTON FARMS
Apple Juice Co.
Leighton Farms is one of the top apple juice distributors in the US. they
grow and harvest fresh apples and process them into fresh apple juice. The
company is known for the freshness of the juice and apples they deliver to
retailers across the country. Taking pride in the qualty of their product, Leighton
Farms sees the necessity of the secure movement of their product through the
supply chain and chose CHEP because of the consistent quality and durability
of their products.
Understanding the importance of the environment’s health to the success of
their product, Leighton Farms takes careful consideration in the sustainability
and eco-friendliness of their decisions. Bu utilizing CHEP’s services,
Leighton Farms can easily transport their products with minimal waste. And
CHEP’s pooling services not only help Leighton Farms reduce costs driven
by traditional one-way packaging, but also help the company maintain a
sustainable image.
Leighton Farm’s management uses CHEP’s online customer portal,
Portfolio+Plus, to plan and manage daily operations as well as analyze the
company’s pallet activity in real-time. Leighton Farms has experienced drastic
improvements to their operations since implementing CHEP’s services.
Goals
- To deliver their products safely and on time
- To develop a lasting partnership with CHEP
Needs
- Security: a quality product
- Efficiency: no wasted time and money
- Sustainability: an eco-friendly option

TANGIBLE/
PHYSICAL
EVIDENCE
CUSTOMER
ACTIONS
FRONT
STAGE
BACK
STAGE
SUPPORT
SYSTEMS
Line of interaction
Line of visibility
Line of internal interaction
BUILD REPAIRDELIVERSUPPLY COLLECT
Portfolio+Plus
Conditions
or Repairs
Pallets
Truck Service
Products
Shipped through
Supply Chain
Receives
Large
Order
Returns Pallets
to Service
Centre
Quality
Control
Processes
Order
EDI
Lean
Logistics
Debits
Company
Account
NPS
Issues
Pallets
TRIGGER PRE-SERVICE DURING AFTER
Requests
Pallets
Receives
Pallets
Loads
Pallets
Ships
Pallets
Tracks
Request
Logs onto
Customer
Portal
Manages
Shipment
Delivers
Pallets
Organizes
Shipments
Collects
Pallets
Re-delivers
Pallets
Places Equipment
Order and Monitors
Request Status
Views Past Orders Monitors Shipment
via Dashboard
Inspects, Re-
pairs, and Condi-
tions Pallets
Builds
Pallet
Inspects
Pallets
Retailer
Receives
Goods
Pallet
! !
SERVICE
BLUEPRINT
We created a service blueprint, a visual map of the sequence of CHEP’s
activities required for successful service delivery.
We used this blueprint to identify problems within CHEP’s service offerings.

Truck Service
Products
Shipped through
Supply Chain
Returns Pallets
to Service
Centre
Issues
Pallets
AFTER
Receives
Pallets
Loads
Pallets
Ships
Pallets
Tracks
Request
Manages
Shipment
Delivers
Pallets
Organizes
Shipments
Collects
Pallets
s Monitors Shipment
via Dashboard
Inspects, Re-
pairs, and Condi-
tions Pallets
In
P
Retailer
Receives
Goods
!
SERVICE
BLUEPRINT
We created a service blueprint, a visual map of the sequence of CHEP’s
activities required for successful service delivery.
We used this blueprint to identify problems within CHEP’s service offerings.

MEASUREMENT IDENTIFICATION

The critical success factors and the performance measures
within them that link daily activities to the organization’s strategies
impact the business all the time, 24/7, and it is therefore important
to measure how the staff in the organization are aligning their
daily activities to these CSFs.
CSFs
PROCESS
EFFECTIVE
COMMUNICATION
SUSTAINABILITY MINIMIZING RISK
INDUSTRY EXPERTISE
IMPROVE INTERNAL
EFFICENCY + PRODUCTIVITY
IMPROVE CUSTOMER
SUPPLY CHAIN
CRITICAL SUCCESS FACTORS CONTINUAL INNOVATION

CSFs
Share Learnings
Transaction
Asset Managment
Education
Transparency
# of aquistions and
mergers year
to date against previous year
# of units in wilderness - # of
units collected = rogue pallets
Percentage of managers with
satisfactory IT literacy
Number of employees for skilled
job functions or positions
Number of photos in papers last
month, months2 to 3, and 4 to 6Number of positive press releas-
es issued to the press in the 30
days/60 days
Donations to
community
Industry ExpertiseLogistics
Supplier Diversity
Years of Experience
Outsourcing
Employee retention
by department
# of high performance
employees per position
per department
Name, training hours,
last recognition date, rewards
Number of sponsorships
projects in past 12 months
by company
Number of employees involved
in up-skilling local community
organizations
have been in the same position
for over two years
Number of projects that
contractors or consultants
Average mainframe
response time
Percentage of time IT program
developers have spent on
programming
Number of IT contractors as a
percentage of IT employess
systems
Manufacturing waste
per product
Money Saved through
Money lost from manufacturing
waste : total & saved through
Sustainability
Tree Farms
Lumber Quality
Lumber Sources Reduce / Reuse / Recycle
Carbon Footprint
Minimizing
Entries to environment/community
awards to be completed in the next
three months
# of units in wilderness - # of units
collected = rogue pallets
Energy consumed by
department
Percentage of recycled
material used as consumables
Percentage of waste generated
from concumables and is later
recycled
Improve Customer Supply
Save Customer time and money
Pooling Solutions ManagementHiring less Employees
Transport Services
Increase ProductivityCHEPP+
# of customers per industry
Total number of customers
All other complaints
Top 10 complaints from
key customers that have not
been resolved in 2 hours
Average response time : goal
Average delivery time
Average unit cycle time
Number of processes made
foolproof
Top 10 customers
# of units that have been shipped
without going through a service
center and the problems / complaints /
costs associated with them
Capital Equipment
Direct CostsIndirect Costs
Revenue
Logistics
Average shipping costs : goal
Number of shipments between
service centers per week
Average time in
wilderness : average posses-
sion time
Average revenue per
issue : goal
month for current year against
previous year
By industry by current year
against previous year
By product for current year
Costs associated with each
department across CHEP
Total manufactured units : total costs
Average costs associated with
service recovery : goal
Average Flow - Through
Ratio : Goal
Bottom 10 service centers
Bottom 10 customers
Top 10 service centers
and Productivity
Total headquarters costs/em-
Total repaired units : total costs
Continual Innovation Easier for Customers to
do Business
Product / Services
Technology
Increase Quality
Fast and Straight-Forward
Businesses
Industry Trends
Planned innovations against
projected time
Pending innovations against
time taken and time on hold
In progress innovations
against time taken
Implemented innovations
against time taken
to implement
Innovation
Date of next innovation to
our key services
Investment in new product
support and training
Number of innovations
implemented last month by
team, reported to the CEO
Date of prototype completion
Percentage of days where key
systems were backed-up
at night this week
Investment in new product
support and training
Average damaged rate : percent
of units returned that
need repairing
key customers that have not been
resolved in 2 hours
Minimizing Risk
Risk Management
NET promoter system
Sale Work
Environment
Lowest scoring NPS questions
At Service Center
Awaiting Repair
Damaged rates per
reception
Average repairs
per week
Average repair
turnaround time
Average weekly
repair costs
Quality problems detected
during product audits
Initiatives completed from last
Employee complaint resolution
Unresolved
complaints
List of key customers for whom
time since last order is > xx weeks
Complaints not resolved during
Analysis of absenteeism
Calls on hold longer
than xx seconds

CSFs
Share Learnings
Transaction
Asset Managment
Education
Transparency
# of aquistions and
mergers year
to date against previous year
# of units in wilderness - # of
units collected = rogue pallets
Number of employees for skilled
job functions or positions
days/60 days
Lumber Sources Reduce / Reuse / Recycle
nits Energy consumed by
department
Percentage of recycled
material used as consumables
Percentage of waste generated
from concumables and is later
recycled
Improve Customer Supply
Save Customer time and money
Pooling Solutions Managementees
Transport Services
Increase Productivity
# of customers per industry
al number of customers
Average response time : goal
Average delivery time
Average unit cycle time
Number of processes made
foolproof
Product / Services
In progress innovations
against time taken
Im
Number of innovations
implemented last month by
team, reported to the CEO
key customers that have not been
resolved in 2 hours
Minimizing Risk
NET promoter system
Sale Work
Environment
Lowest sco
At Service Center
Awaiting Repair
Damaged rates per
reception
Average repairs
per week
Average repair
turnaround time
Average weekly
repair costs
Unresolved
complaints
Complaints not resolved during
Analysis of absenteeism
Calls on hold longer
than xx seconds

MEASUREMENTS
1. Revenue, profits, expenses by month for current
2. Costs associated with each department across
Chep
3. Employee retention by department
4. Profit associated with innovation
5. Avg. unit cycle time
6. Avg. damaged rate: % of units returned that
need repairing
7. Total repaired units : total costs
8. Total manufactured units : total costs
9. # of customers per industry
- total # of customers
10. # of acquisitions and mergers year to date
1. At Service center
2. Avg. revenue per issue : goal
3. Avg. time in wilderness : avg. possession time
4. # of units in wilderness - # of units collected =
rogue palettes
5. # of shipments between service center per week
6. Avg. Flow - through ratio : goal
7. Avg. shipping costs : goal
8. Manufacturing waste per product
9. Money saved through sustainable efforts
10. Money lost from manufacturing waste : total &
saved through sustainable efforts
1. Avg. costs associated with service recovery :
goal
2. Avg. response time : goal
3. Lowest scoring NPS questions with current ef-
forts to fix them
4. Top 10 complaints from key customers that have
not been resolved within two hours
5. All other complaints
6. # of units that have been shipped to the start of a
supply chain without going through a service center
and the problems/complaints/costs associated with
them
7. Avg. delivery time
Key Performance Indicators Key Results Indicators Service Recovery

WIREFRAMING

DASHBOARDS

MARK ELLIS
Corporate Finance Director
Mark’s position at CHEP revolves around operational cost efficiency,
performance, and profitability analysis. He uses complex financial modeling
and detailed management reporting to aid in CHEP’s decision-making and to
meet the company’s corporate objectives. Mark held a previous position at
CHEP as a logistics coordinator. His current position enables him to apply his
technical knowledge and supply chain experience to CHEP’s sales operations,
aiding in the effective identification of CHEP’s potential opportunities
and threats.
As the director of such an important department, Mark has little time
to focus on the nitty-gritty. He needs to see the most important statistics, and
quickly. CHEP’s high-level information dashboard allows Mark to obtain real
time reporting and strategic decision making tools, enabling him to effectively
visualize overall performance, identify the financial opportunities that drive
profitability, and manage CHEP’s existing customer base. He can visualize
both long-term effects of past actions and monitor the impact of day-to-day
happenings.
Goals
. To make informative decisions
. To identify any critical problems
Needs
. High -level information, simple navigation
Motivations
. Quick access to critical information

USER SCENARIO
It is a normal day for Mark, he
needs up-to-date information and is
confident he will quickly find all the
information he needs about CHEP
pooling system in his performance
dashboard.
Mark is able to use his dashboard
anywhere he goes in the CHEP
facility. He steps away from his
desk and he receives a page from
a co-worker who has sent out the
plastic crates to their current client,
Leighton Apple Farm. He wants to
know the most up to date information
on the service recovery because the
crates had yet to arrive at the farm.
This information given to Mark on the
dashboard gives him a clear visual
to give his co-worker the average
delivery time on pallets.
After Mark comes back from a
meeting he decides to engage
with his co-workers about the late
delivery of plastic crates this morning.
He shows the information on his
Scorecard dashboard to show to them
exactly how the information works and
how easily accessible it is if there is a
failure.
Mark arrives to his other meeting and
feels very excited and connected
with the other co-workers in other
departments. The easy visualization
of complaints and other efforts of
innovation within the company always
reminds him of how his experience
and ideas are helping CHEP and their
pooling cycle.

SCORECARD PERFORMANCE RECOVERY

DESIGN AND INTERFACE
Easy Access:
Upon login, Mark
can choose which
dashboard he’d like to
start with.
Easy Navigation:
Mark may choose to
thumb the menu dot at
any time, which allows
him to access any
dashboard, as well as
system preferences and
help.

SCORECARD
Key Result Indicators:
The Scorecard dashboard
displays several key result
indicators, allowing Mark
to visualize CHEP’s past
performance at a high
level.
Further Measurements:
Mark can click on a given
measurement to view further
pertinent measurements.
Dashboard Icon:
Mark can access the
other dashboards by
thumbing the menu
dot, which also acts as
an indicator of which
dashboad he is curently
viewing.

PERFORMACE
Key Performance
Indicators:
Mark can use the
Performance dashboard
to keep an CHEP’s
current performance,
up to the very minute.

RECOVERY
A Measurement Mix:
The Recovery dashboard
allows Mark to see how
well CHEP is performing
as a service using a
mix of current and past
measurements.

SOURCES
Baltzan, Paige. M: Information Systems. Avenue of the Americas, New
York: McGraw-Hill/Irwin, 2013, 2011.
Caddick and Cable. Communicating the User Experience: A Practical
Guide for Creating Useful UX Documentation. West Sussex: John Wiley &
Sons Ltd, 2011.
Few, Stephen . Show Me the Numbers: Designing Tables and Graphs to
Enlighten. Burlingame, California: Analytics Press, 2012.
Lovelock and Wirtz, Services Marketing: People, Technology, Strategy.
New Jersey: Pearson Education, Inc., 2011.
Parmenter, David. Key performance indicators for government and non
profit agencies: implementing winning KPIS. Hoboken New Jersey: John
Wiley & Sons, Inc, 2012.
Stickdorn and Schneider. This is Service Design Thinking. New Jersey:
John Wiley & Sons, Inc., 2011.

CHEP
Lincoln Neiger
Erika Bazo
Hannah Wilcox
Alesandra Gagnon
Technology and Services
Serv 311 Spring 2013 | SCAD
Prof. Robert Bau
THANK YOU

Manage Supply Chains

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