Tag

Oliver Wight

Supply Chain Planning Process Transformation – A BP Fuels North America Case Study
Uncategorized

Supply Chain Planning Process Transformation – A BP Fuels North America Case Study

  • Successful planning process transformation using Integrated Business Planning (IBP)
  • Scaling regional IBP processes into one process serving all North America
  • Tangible and intangible benefits of a successful IBP process
  • Key success factors for sustaining the process through change management, process development and continuous improvement

Cheryl McKinney
VP Strategy and Portfolio at BP Fuels North America
As a member of the leadership team of one of BP’s largest refining and marketing businesses, Cheryl McKinney is accountable for strategy, investment, and business development across North America. Her remit includes the BP refineries in Toledo, Ohio, Whiting, Indiana, and Bellingham, Washington, as well as the BP U.S. Pipelines business, and the BP North American Sales and Marketing businesses, which carry both the BP and Arco/ampm brands. Cheryl serves as President of the holding company for the BP-Husky joint venture at the Toledo Refinery and an Executive Committee Member for the Advance Biofuels Association. She serves as executive sponsor for BP’s corporate relationship with the Society of Women Engineers, and the BP Chicago Women’s business resource group.

Robert Hirschey
Principal at Oliver Wight Americas Inc.
Robert Hirschey has nearly 25 years of experience in a diverse background including strategy development, execution, and measurement; business planning and analysis; capital investment analysis; mergers and acquisitions, and various corporate development activities. Bob’s experience extends to the private label consumer products industry, where he helped start up a new division for a company in the disposable personal care products business. Bob has held positions such as VP, Finance & Planning; VP, Finance and Administration; VP, Strategy; VP, Corporate Development; and CFO. Bob’s experience from executive suite to plant management makes him uniquely qualified to lead organizations through their business process transformation initiatives. Bob earned his bachelor’s degree in economics from Harvard University and an MBA in general management from the Amos Tuck School of Business Administration at Dartmouth College.

SUPPLY CHAIN

Supply Chain Planning Process Transformation – A BP Fuels North America Case Study

  • Successful planning process transformation using Integrated Business Planning (IBP)
  • Scaling regional IBP processes into one process serving all North America
  • Tangible and intangible benefits of a successful IBP process
  • Key success factors for sustaining the process through change management, process development and continuous improvement

Cheryl McKinney
VP Strategy and Portfolio at BP Fuels North America

As a member of the leadership team of one of BP’s largest refining and marketing businesses, Cheryl McKinney is accountable for strategy, investment, and business development across North America. Her remit includes the BP refineries in Toledo, Ohio, Whiting, Indiana, and Bellingham, Washington, as well as the BP U.S. Pipelines business, and the BP North American Sales and Marketing businesses, which carry both the BP and Arco/ampm brands. Cheryl serves as President of the holding company for the BP-Husky joint venture at the Toledo Refinery and an Executive Committee Member for the Advance Biofuels Association. She serves as executive sponsor for BP’s corporate relationship with the Society of Women Engineers, and the BP Chicago Women’s business resource group.

Robert Hirschey
Principal at Oliver Wight Americas Inc.

Robert Hirschey has nearly 25 years of experience in a diverse background including strategy development, execution, and measurement; business planning and analysis; capital investment analysis; mergers and acquisitions, and various corporate development activities. Bob’s experience extends to the private label consumer products industry, where he helped start up a new division for a company in the disposable personal care products business. Bob has held positions such as VP, Finance & Planning; VP, Finance and Administration; VP, Strategy; VP, Corporate Development; and CFO. Bob’s experience from executive suite to plant management makes him uniquely qualified to lead organizations through their business process transformation initiatives. Bob earned his bachelor’s degree in economics from Harvard University and an MBA in general management from the Amos Tuck School of Business Administration at Dartmouth College.

Back to the Future: Achieving Big Goals Begins with the Fundamentals
SUPPLY CHAIN

Back to the Future: Achieving Big Goals Begins with the Fundamentals

After his workshop presentation with Snyder’s-Lance, the EP Team had an opportunity to talk with Dan Spatz one-on-one about some of the trends he is hearing about in the supply chain world. We asked him what supply chain executives should be thinking about today to get ready for the next five or ten years. While Dan heard a number of great achievements and lofty ambitions from the speakers at the North American Supply Chain Executive Summit series, he said the foundation for those successes were laid years ago. Today’s supply chain executives need to identify what they want to achieve and recognize where they are on their journey. Do they have the fundamental building blocks in place to succeed?

Dan Spatz is an Oliver Wight principal with diverse experience in demand, supply, and service functions in both commercial and non-commercial organizations. After serving with Catholic Relief Services and at the U.S. Embassy in Guinea, Dan began a business career with the Mars Corporation. During 19 years with Mars in Russia and the US, he worked in Logistics, Procurement, Supply Planning, Marketing, and Finance. He also led two Integrated Business Planning programs and co-founded the Global S&OP+ Community in Mars. While in Russia, Dan coached three graduate management associates to achieve executive-level roles. Most recently, as Director of Integrated Business Management with The Nutro Company, Dan reignited a Sales and Operations Planning program with Portfolio Management, Demand Management, Supply Chain Management, and Financial Reconciliation.

Bucking Trends: Pursuing Business Improvement from the Demand and Detailed Perspectives
SUPPLY CHAIN

Bucking Trends: Pursuing Business Improvement from the Demand and Detailed Perspectives

Rebecca Livingston of Synder’s-Lance and Dan Spatz of Oliver Wight delivered a joint-presentation at the 2016 edition of the North American Supply Chain Executive Summit entitled, “Bucking Trends: Pursuing Business Improvement from the Demand and Detailed Perspectives.” Many companies pursue S&OP or IBP as the launch point for business process transformation and improvement, but Snyder’s-Lance decided a demand-led, bottoms-up approach made more sense. This case study will discuss how they identified the key focal points of the initiative and the results to be delivered, as well as how the pursuit of integrating the business played into a long-term journey of transformation.


Rebecca Livingston
has been with Snyder’s-Lance for 19 years leading several projects and holding increasingly senior positions across the organization’s Supply Chain, including Product Supply & Materials Management, Demand Planning Business Process Lead and ORACLE ERP Implementation Planning Business Lead.  She is currently the VP of Supply Chain Optimization, responsible for aligning our Supply and Demand organizations with the Sales and Marketing strategies while supporting the optimization of Capacity Management, Production and Materials Inventory Planning Functions.  Her focus on building supply chain planning and execution knowledge and skills has continued through multiple mergers and acquisitions as Snyder’s-Lance has become the 2nd largest salty snack business in North America.  Rebecca holds a degree in Mechanical Engineering from the University of Tennessee and is studying for her MBA with a concentration in Project Management.  She is APICS certified in Production and Inventory Management (CPIM) and Supply Chain Professional (CSCP).

Dan Spatz is an Oliver Wight principal with diverse experience in demand, supply, and service functions in both commercial and non-commercial organizations. After serving with Catholic Relief Services and at the U.S. Embassy in Guinea, Dan began a business career with the Mars Corporation. During 19 years with Mars in Russia and the US, he worked in Logistics, Procurement, Supply Planning, Marketing, and Finance. He also led two Integrated Business Planning programs and co-founded the Global S&OP+ Community in Mars. While in Russia, Dan coached three graduate management associates to achieve executive-level roles. Most recently, as Director of Integrated Business Management with The Nutro Company, Dan reignited a Sales and Operations Planning program with Portfolio Management, Demand Management, Supply Chain Management, and Financial Reconciliation.