The document provides an overview of an Operations and Supply Chain Management Toolkit. It includes 7 components: tools, templates, step-by-step tutorials, real-life examples, best practices, frameworks, and support from management consultants. The objectives of the toolkit are to improve supply chain management capability, organizational performance, business process management, business case development, and prioritization of initiatives. It presents frameworks and approaches to supply chain strategy, demand and supply chain planning, sourcing and procurement, manufacturing, and logistics and distribution.

1. 1
Operations & Supply Chain
Management Toolkit
Overview & Approach
Best Practices
Frameworks Templates

2. This Slideshare Powerpoint presentation is only a small preview of our
Toolkit. You can download the entire Toolkit in Powerpoint and Excel at
www.slidebooks.com
2
www.slidebooks.com

3. Content
The Operations and Supply Chain Management Toolkit was created by ex-McKinsey, Deloitte & BCG
Management Consultants. It includes 7 components.
3
Tools
Templates
Step-by-step
tutorials
Real-life
examples
Best
practices
Support from tier-1
management consultants
Frameworks
Toolkit

4. Objectives
The Operations and Supply Chain Management Toolkit includes frameworks, tools, templates, tutorials,
real-life examples and best practices to help you:
4
I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply
Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution
II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and
the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control
III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes
IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated
financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback
period, WACC, etc.
V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap

5. In the next slides, you’ll see a small preview of the materials covering the
objective I
5
I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply
Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution
II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and
the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control
III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes
IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated
financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback
period, WACC, etc.
V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap

6. Overview
6
Supply Chain Management is the optimization of the flow of materials, information and funds between and
among all participating enterprises
Supplier Factory Warehouse Distributor Customer
Products
Information
Funds

7. Supply Chain Management 5-Phase Approach
7
2.Demand & Supply
Chain Planning
3.Sourcing &
Procurement
4.Manufacturing
5.Logistics &
Distribution
1.Supply Chain
Strategy
1. Current state
2. Best practices &
benchmarks
3. Future state
4. Gap analysis
5. Roadmap
1. Objectives
2. Key success factors
3. Demand planning
4. Supply planning
5. Key challenges
1. Overview
2. Strategy & Organization
3. Supplier Management
4. Process
5. Technology
6. Procurement
management maturity
model
1. Overview
2. Shop floor operations and
site setup
3. Manufacturing strategy
4. Lean Six Sigma
1. Inventory fundamental
2. Order management
3. Physical inventory and
warehouse management
4. Physical distribution

8. Table of contents
8
2.Demand & Supply
Chain Planning
3.Sourcing &
Procurement
4.Manufacturing
5.Logistics &
Distribution
1.Supply Chain
Strategy
1. Current state
2. Best practices &
benchmarks
3. Future state
4. Gap analysis
5. Roadmap
1. Objectives
2. Key success factors
3. Demand planning
4. Supply planning
5. Key challenges
1. Overview
2. Strategy & Organization
3. Supplier Management
4. Process
5. Technology
6. Procurement
management maturity
model
1. Overview
2. Shop floor operations and
site setup
3. Manufacturing strategy
4. Lean Six Sigma
1. Inventory fundamental
2. Order management
3. Physical inventory and
warehouse management
4. Physical distribution

9. Defining a robust Supply Chain Strategy usually requires
a 3 to 6 months Project
9
The Project is often outsourced to a Consulting firm to avoid any conflict of interest.
The top 5 steps that the Consultants will have to carry out are:
1 Understand Current State
2 Gather Best Practices & Benchmarks
3 Develop Future State
4 Conduct Gap Analysis between the desired Future State & the Current State
5 Build a Roadmap to cross the bridge between the desired Future State & the Current State

10. Table of contents
10
2.Demand & Supply
Chain Planning
3.Sourcing &
Procurement
4.Manufacturing
5.Logistics &
Distribution
1.Supply Chain
Strategy
1. Current state
2. Best practices &
benchmarks
3. Future state
4. Gap analysis
5. Roadmap
1. Objectives
2. Key success factors
3. Demand planning
4. Supply planning
5. Key challenges
1. Overview
2. Strategy & Organization
3. Supplier Management
4. Process
5. Technology
6. Procurement
management maturity
model
1. Overview
2. Shop floor operations and
site setup
3. Manufacturing strategy
4. Lean Six Sigma
1. Inventory fundamental
2. Order management
3. Physical inventory and
warehouse management
4. Physical distribution

11. Step 3: Develop Future State
11
Objective
Develop the desired Future State of the Organization
Key Activities
• Develop a Supply Chain Management maturity model
• Assess the Supply Chain Management maturity of the company
• Define the desired future state of the Organization based on:
 The current state
 The gathered benchmarks and best practices
 The Supply Chain Management maturity of the company
 The Strategic Vision of the Company
Team responsible for the implementation of this
phase
• List here the key persons responsible for the implementation of
this phase. It usually includes a team of 3 to 6 external Supply
Chain Management consultants and 1 or 2 internal Senior
executives (The size of the team depends on the scope of the
project and the size of the organization)
• Insert team member name
• Insert team member name
Key stakeholders to meet
• Insert stakeholder name
• Insert stakeholder name
• Insert stakeholder name
• Insert stakeholder name
• Insert stakeholder name
Duration
• Between 3 weeks and 7 weeks depending on the scope of the
project and the size of the Organization

12. How to develop a Supply Chain Management maturity model? (1/2)
12
Procurement
Processes
• Little or no formal processes
• Operating units purchase without specific guidelines
• No formal negotiation strategy set
• Written processes known and mostly followed by employees
• Operating units purchase with specific guidelines
• Processes reviewed on an exception basis only
• Ownership of processes not yet in a single & centralized location
• Written processes known and followed by formally trained employees
• Operating units purchase with specific guidelines, which are continually
improved
• Processes continually reviewed to ensure best practices are employed and
available
• Ownership of in a single & centralized location
Technology
• No global procurement system
• Manual and labor intensive systems
• Primarily “hard copy” data utilized
• Global procurement system but not always easy to use
• IT procurement solutions identified, but most of them not implemented yet
• Main focus is to automate transactions
• Global procurement system that is intuitive to users
• IT procurement solutions identified & implemented
• Main focus is to automate interactions
Supplier
relationship
• A “Win-Lose” mindset adopted
• Distrust of and adversarial relationships with suppliers
• Lack of collaboration with suppliers
• Negotiations with suppliers is mainly based on price
• A “Win-Win” mindset starts to be increasingly adopted
• Start to see more and more trusted relationships
• Collaboration guidelines and objectives established
• Supplier selection criteria includes cost, technology, deliverability, flexibility
• A “Win-Win” mindset adopted
• Collaboration agreements implemented and benefits realized
• Strategic alliances with suppliers exist, sharing risk and opportunity
• Suppliers viewed as a virtual extension
of the organization
• Company-wide procurement strategy barely exists
• Procurement strategy not communicated
• Procurement not recognized as an actor of sourcing
• Negotiations with suppliers is mainly based on price
• Company-wide procurement strategy exists and is very comprehensive
• Procurement strategy formally communicated with suppliers and across all the
organization
• Procurement recognized as leader of sourcing
• Optimized customer service and cost performance through deep supplier
relationships
Procurement
Strategy
• Company-wide procurement strategy exists but lack of comprehensiveness
• Procurement strategy formally communicated with suppliers and some parts of
the organization
• Procurement recognized as an actor of sourcing
• Negotiations with suppliers starts to be beyond price
Organization &
Human resources
• Procurement is seen as a support function
• Procurement is tactically focused
• The procurement team primarily include low-skilled resources
• Career paths are unclear
• Procurement starts to be seen as a critical function within the Organization
• Procurement starts to be more strategically driven
• The procurement team starts to offer incentives to attract top talent with
advanced education
• Procurement sits at the table as a valued Partner
• Procurement is strategically driven
• The procurement team includes high-skilled resources with advanced
education
• Career paths are clearly defined with performance expectations at each level
• Procurement includes most areas of corporate spending
Basic Below average Average Advanced World-class
Example of a Maturity model

13. How to develop a Supply Chain Management maturity model? (1/2)
13
Our company
Main competitor
Procurement
Processes
Technology
Supplier
relationship
Procurement
Strategy
Organization &
Human resources
Basic Below average Average Advanced World-class
Example of a Maturity model

14. Maturity Model Tool Template (1/2)
14
Insert your own text
• Insert your own text • Insert your own text • Insert your own text
Insert your own text
• Insert your own text • Insert your own text • Insert your own text
Insert your own text
• Insert your own text • Insert your own text • Insert your own text
• Insert your own text • Insert your own text
Insert your own text
• Insert your own text
Insert your own text
• Insert your own text • Insert your own text • Insert your own text
Basic Below average Average Advanced World-class

15. Maturity Model Tool Template (2/2)
15
Insert your own text
Insert your own text
Insert your own text
Insert your own text
Insert your own text
Basic Below average Average Advanced World-class
Our company
Main competitor

16. Table of contents
16
2.Demand & Supply
Chain Planning
3.Sourcing &
Procurement
4.Manufacturing
5.Logistics &
Distribution
1.Supply Chain
Strategy
1. Current state
2. Best practices &
benchmarks
3. Future state
4. Gap analysis
5. Roadmap
1. Objectives
2. Key success factors
3. Demand planning
4. Supply planning
5. Key challenges
1. Overview
2. Strategy & Organization
3. Supplier Management
4. Process
5. Technology
6. Procurement
management maturity
model
1. Overview
2. Shop floor operations and
site setup
3. Manufacturing strategy
4. Lean Six Sigma
1. Inventory fundamental
2. Order management
3. Physical inventory and
warehouse management
4. Physical distribution

17. Demand and Supply Chain Planning aims to deliver targeted customer
service against minimum overall costs and employment of assets
17
Typical questions addressed by Supply Planning and Demand Planning
Supplier Factory Warehouse Distributor Customer
• Which products needs to be produced and in which
quantity to be available on-time to fulfill customer
demand?
• At which plant & line do we need to produce the
different products? in which sequence?
• Which raw materials need to be available and at what
time?
• Which products have to be in which quantity,
at which time, and in which location in my
distribution network?
• What is the right tradeoff between
decreasing cost and meeting customer
needs?
• Which customers do need which
products in which quantity at which
time?

18. The optimization of Supply and Demand Planning can significantly
improve the Company Value Creation
18
Company Value
Creation
Increase net operating
profit less adjusted
Taxes (NOPLAT)
Improve capital
allocation
Capital deployment
Decrease operating
expenses
Increase gross profit
Cost of capital
Decrease
Manufacturing costs
Increase revenues
Reduce distribution
costs
Reduce selling costs
Reduce R&D costs
Reduce administrative
costs
Improve product mix
Increase price
Decrease staffing
Reduce cost of inputs
Lower support functions costs
Reduce interest rate
Reduce inventories
Optimize scheduling
Improve plant utilization
Lower Customer Service costs
Decrease staffing
Improve process
Increase volume
Optimize physical network
Increase productivity
Use alternative distribution
Increase Accounts payable days
Improve capital investment
Reduce Accounts receivable days
Value Drivers
Value drivers which can be improved through Supply & Demand planning
Caption:

19. Having an integrated Supply Chain Planning is critical to reduce the
“Bullwhip effect”
19
The bullwhip effect is a concept for explaining inventory fluctuations or inefficient asset allocation
as a result of demand changes as you move further up the supply chain. As such, upstream
manufacturers often experience a decrease in forecast accuracy as the buffer increases between
the customer and the manufacturer.
Manufacturer Orders
to Supplier
Wholesaler Orders to
Manufacturer
Retailer Orders to
Wholesalers
Consumer orders
Order
size
Timing Timing Timing Timing

20. What are the main reasons explaining the Bullwhip effect?
20
Source: ”The Bullwhip Effect in Supply Chains” by Hau L. Lee, V Padmanabhan, Seungjin Whang
Demand forecast
updating
Fluctuations in the order quantities to upstream suppliers can be much greater than
those in the demand data due to safety stock and exponential smoothing techniques
Order Batching
Instead of order frequently, companies batch orders to reduce overhead of processing
orders or to reduce transportation costs.
Price Fluctuation Companies will forward buy to take advantage of promotions
Rationing and shortage
gaming
Companies will exaggerate their demand knowing that a manufacturer will ration
product based on a percent of order quantity

21. What are the main solutions to reduce the bullwhip effect?
21
Source: ”The Bullwhip Effect in Supply Chains” by Hau L. Lee, V Padmanabhan, Seungjin Whang
Demand forecast
updating
Make demand data at a downstream site available to the upstream site.
Order Batching
Implement electronic data interchange (EDI) to reduce order processing costs. Use
third party logistics. Order mixed SKU’s
Price Fluctuation Reduce price discounting and implement incentives to spread out demand
Rationing and shortage
gaming
Allocate in proportion to past sales records. Reduce generous return policies

22. Table of contents
22
2.Demand & Supply
Chain Planning
3.Sourcing &
Procurement
4.Manufacturing
5.Logistics &
Distribution
1.Supply Chain
Strategy
1. Current state
2. Best practices &
benchmarks
3. Future state
4. Gap analysis
5. Roadmap
1. Objectives
2. Key success factors
3. Demand planning
4. Supply planning
5. Key challenges
1. Overview
2. Strategy & Organization
3. Supplier Management
4. Process
5. Technology
6. Procurement
management maturity
model
1. Overview
2. Shop floor operations and
site setup
3. Manufacturing strategy
4. Lean Six Sigma
1. Inventory fundamental
2. Order management
3. Physical inventory and
warehouse management
4. Physical distribution

23. What is Strategic Sourcing?
23
Strategic sourcing tries to achieve short-term and long-term corporate goals by:
• Identifying opportunities
• Evaluating potential sources
• Negotiating contracts
• Managing supplier relationships

24. Strategic Sourcing is a lot more than just Basic Cost Cutting
24
• Reduce the total cost of materials and
services (“external spend”) for an
organization
• Maintain or increase quality and service
• Upgrade overall purchasing bargaining
power of the organization while
decreasing the number of suppliers
• Optimize the inventory levels
• Improve overall level of supply chain
management skills
• Reducing excessive levels of
purchasing transactions
• Build the organization’s competitive
position through sustained improvement
in cost and supplier value

25. There are 2 main categories of purchased items
25
Direct Goods and Services Indirect Goods and Services
Direct Goods and Services are the
components used to produce finished
goods. For example, Procter & Gamble
will need plastic to create its shampoo
products.
Indirect goods and services are items
such as Office Supplies, Management
Consulting Services, IT Hardware,
Marketing,…that are used to support
operations.

26. There are 4 main types of Procurement organizations
26
Value of
Centralization
Complexity of Coordination
High
Low
Low
High
Globalized purchasing
• Procurement strategy and sourcing will be done at a global
level for all divisions and countries
• Typically for standard high-volume products belonging to
an international market
• Examples: Fuel
Regionalized purchasing
• Procurement strategy and sourcing will be done at a
divisional level
• Typically for customized/special
• Example: Utilities
Localized purchasing
• Procurement strategy and sourcing will be done at a local
level within a division or region
• Typically for one-off products, specific products, or high
value products in a local and fragmented market
• Example: Catering
Cooperative purchasing
• Procurement coordination teams will be created to share
procurement and supplier information.
• Typically for specific spend categories where there are
some commonalities, but different standards depending on
the divisions or countries
• Example: Engineering parts
Types of Procurement Organizations

27. In the next slides, you’ll see a small preview of the materials covering the
objective II
27
I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply
Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution
II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and
the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control
III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes
IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated
financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback
period, WACC, etc.
V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap

28. Lean Six Sigma Essentials - Agenda
28
1 What is Lean Six Sigma?
2 What are the key benefits of using Lean Six Sigma?
3 How to implement Lean Six Sigma in your company?
4 What are the Top 5 Lean Six Sigma tools?
5 Top 20 questions you need to perfectly answer to master “Lean six Sigma”

29. Lean Six Sigma DMAIC Methodology
29
Define Measure Analyze Improve Control
The best way to implement Lean Six Sigma in your organization is to follow the DMAIC Methodology :

30. Lean Six Sigma DMAIC Methodology - Phase 1
30
Define Measure Analyze Improve Control
Define the problem and set your
improvement targets
1. Define your customer and their requirements
2. Define the current process
3. Define the problem
4. Define your improvement goals and ensure
alignment with overall company strategy
5. Develop a plan of actions
Definition Key Steps

31. In the next slides, you’ll see a small preview of the materials covering the
objective III
31
I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply
Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution
II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and
the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control
III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes
IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated
financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback
period, WACC, etc.
V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap

32. Business Process Management (BPM) Essentials - Agenda
1. Introduction of Business Process Management (BPM)
2. BPM Principles
3. Process Modelling
4. Process Analysis
5. Process Design
6. Case Study
7. Top 5 questions commonly asked during our training sessions
8. Top 5 useful BPM quotes
32

33. What is the purpose of process redesign?
Identify possibilities for improving the design of a process
As-is Process To-be process
33

34. What is the purpose of process redesign?
Identify possibilities for improving the design of a process
Descriptive modelling of the real world
(as-is)
Prescriptive modelling of the real
world (to-be)
34

35. There are 5 key Process Redesign Approach
Incremental
change
Transformative
change
1
Continuous
Process
Improvement
(CPI)
Business
Process
Alignment
Business
Process
Redesign
Business
Process
Reengineering
Business
Transformation
2 3 4 5
35

36. There are 5 key Process Redesign Approach
1
Continuous Process Improvement (CPI)
2 3 4 5
• Does not put into question the current process structure.
• Incremental changes to process at the task level.
• Seeks to identify issues and resolve them incrementally, one step at a time.
• Helps to close a performance gap by eliminating causes of poor quality, process variation, and non-
value adding activities.
• Considered an on-going event in mature organizations.
36

37. When you design a process, is it better to write down the persons involved
in the process vertically or horizontally?
Both can be done. Please see below an example where the persons involved in the process are written
vertically
Participant Process steps (activities)
Client
Employee 1
Employee 2
Employee 3
Employee 4
Employee 5
Employee 6
Activity
Activity
Activity
Activity
Activity
Activity
Activity
37

38. In the next slides, you’ll see a small preview of the materials covering the
objective IV
38
I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply
Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution
II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and
the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control
III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes
IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated
financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback
period, WACC, etc.
V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap

39. Business Case
Insert Project Name
Author: insert your own text
Project Sponsor: insert your own text
Project Manager: insert your own text
Change Manager: insert your own text
Date: insert your own text
Version No: insert your own text
Status: E.g. 1.0 for final / 0.1 for drafts
Insert your own logo

40. Document Purpose
40
The purpose of this document is to provide enough information on the potential project “insert project name” to
decide whether or not to invest in it. This document will provide an overview of the following:
• Business Opportunity & Suggested Solution
• Project Objectives, Scope & Approach
• Project Deliverables & Business Outcomes
• Strategic Alignment
• Dependencies & Constraints
• Risk Assessment & Mitigation
• Change Impact Assessment
• Project Costs
• Benefits
• Net Present Value
• Key Success Factors & KPIs
Most of companies have either a
very complex Business Case
Template that nobody uses, or a
Business Case Template which is
not good enough to make robust
decisions on whether or not to
invest.
Following the requests of many of
our clients, we decided to solve this
problem by creating a Business
Case Template which is both
comprehensive and simple to use.

41. Document Audience
41
Name Role Required / Optional
John Doe Project Sponsor Required
Insert Name Insert role Insert Required or Optional
Insert Name Insert role Insert Required or Optional
Insert Name Insert role Insert Required or Optional
Insert Name Insert role Insert Required or Optional
Insert Name Insert role Insert Required or Optional
Insert Name Insert role Insert Required or Optional

42. Table of Contents
1. Executive Summary
2. Business Opportunity & Suggested Solution
3. Project Objectives, Scope & Approach
4. Project Deliverables & Business Outcomes
5. Strategic Alignment
6. Dependencies & Constraints
7. Risk Assessment & Mitigation
8. Change Impact Assessment
9. Project Costs
10. Benefits
11. Net Present Value
12. Key Success Factors & KPIs
13. Exhibits
42

43. Table of Contents
1. Executive Summary
2. Business Opportunity & Suggested Solution
3. Project Objectives, Scope & Approach
4. Project Deliverables & Business Outcomes
5. Strategic Alignment
6. Dependencies & Constraints
7. Risk Assessment & Mitigation
8. Change Impact Assessment
9. Project Costs
10. Benefits
11. Net Present Value
12. Key Success Factors & KPIs
13. Exhibits
43

44. Change Impact
High Impact
Net Present Value
$8M
Number of Resources
12
Change Manager
John Doe
Cash Flow (US $ millions)
Project Sponsor
John Doe
Intangible Benefits
Insert your own text
Project Costs
$4M
Tangible Benefits
$14M
Project Manager
John Doe
Strategic Alignment
Insert the Strategic Objectives that the project is
aligned with
Lean Business Case
Project name:
Project description:
44
(5.1)
1.8
4.6
6.9
9.9
Year 1 Year 2 Year 3 Year 4 Year 5
This Lean Business Case is very
important, as your CEO and Senior
executives may not have time to deep
dive into more details. It is the first
section of the Business Case, but it is
often done at the end.

45. In the next slides, you’ll see a small preview of the materials covering the
objective V
45
I. Improve your supply chain management capability with our 5-phase approach: (1) Supply Chain Strategy, (2) Demand & Supply
Chain Planning, (3) Sourcing & Procurement, (4) Manufacturing, (5) Logistics & Distribution
II. Improve your organizational performance by simplifying processes and improving process reliability with Lean Six Sigma and
the DMAIC methodology: (1) Define, (2) Measure, (3) Analyze , (4) Improve, (5) Control
III. Apply Business Process Management (BPM) to design, implement and optimize your specific business processes
IV. Build a strong business case to get your project approved by the executive committee, and build simple and sophisticated
financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback
period, WACC, etc.
V. Prioritize a company’s potential initiatives based on impact and effort, and build your roadmap

46. It is important to create a simple matrix to prioritize all your potential
initiatives.
46
The 2 criteria used in most prioritization matrix are:
Impact Effort
An initiative with a high impact would mean
one of the followings:
• The initiative needs to happen in order to
achieve the desired future state
• The initiative will significantly reduce our cost or
increase our revenue
The “Effort” criteria is assessed based on the
followings:
• Ease of implementation
• Time frame required
• Resources required (Number of people, capital
investment, etc.)

47. The focus should be on the initiatives that have a high impact and a low
required effort
47
The focus should be on the initiatives that have the greatest impact and require low effort
Impact
Effort
Prioritization matrix
Low
High
Low
High
Longer term initiatives
(actively work to reduce required
effort)
Initiatives to be prioritized
Unattractive initiatives
(do not pursue)
Low value initiatives
(pursue opportunistically)

48. Structure of the Toolkit
The Operations and Supply Chain Management Toolkit includes 350 Powerpoint slides and 20 Excel sheets
categorized in 6 folders that you can download on your device immediately after your purchase.
48
1 2 3 4
Overview and
approach
Supply Chain
Management
Lean 6 Sigma Business Process
Management
350 editable Powerpoint slides* 20 editable Excel sheets*
+
*Please note that the number of Powerpoint slides and Excel sheets listed is the number of unique slides and sheets. For example, a Powerpoint slide
that has been duplicated to facilitate the understanding of our clients only count for 1 Powerpoint slide.
5
Business Case and
Financial Model
6
Initiative
Prioritization Matrix
& Roadmap

49. Interested in more than 1 Toolkit? You can access to all our Toolkits for half the
price with the Gold Business & Consulting Package
www.slidebooks.com
Gold Business & Consulting Package
Learn More
49

50. Key Benefits of our Business & Consulting Toolkits
50
Improve the growth & efficiency of
your organization by leveraging
Business & Consulting Toolkits
created by ex-McKinsey, Deloitte &
BCG Consultants.
It cost us $1.7M to create all our
Business & Consulting Toolkits. Get
them for a fraction of this cost.
It’s like hiring Management
Consultants to create all the
practical Frameworks, Tools &
Templates required to get a
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Get the job done quicker and never
start from scratch again with our
ready-made & fully editable
Frameworks, Tools & Templates in
Powerpoint & Excel.
We have worked 20,000+ hours
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Download now.
Improve your skills & capabilities
and meet your professional goals by
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Global Consulting Firms do it.
Get free support and advice from
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Management Consultants.
Hiring top-tier Consultants for a
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would cost you $300k+. A lot more
expensive than purchasing our
Toolkits.
Impress your stakeholders and
become your organization’s subject
matter expert with world-class
approaches to resolve common
business problems.

51. What our clients say about our Toolkits
Review imported from Facebooks, Amazon and Klaviyo
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52. 52
Trusted by small and large organizations Customer satisfaction
Number of countries leveraging our Business & Consulting Toolkits
160+
Number of professionals
leveraging our Business &
Consulting Toolkits
200,000+
4.8
Daily rate of our ex-McKinsey,
Deloitte and BCG Management
Consultants
$3k - $4k
Join the 200,000+ Executives, Consultants & Entrepreneurs leveraging our Business &
Consulting Toolkits to improve the performance of their organization and boost their own
career.

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