Kraft Heinz
8 Kraft Heinz employees answered 113 questions.

Company Talks > Supply Chain

Head of Planning
So usually it starts with we have a lot of daily weekly and monthly routines usually it starts with daily review with my supply chain director we sit and we look at all the critical items and let me to solve for the day or things that's really key priorities. I do have a similar discussion with my team internally we look at each other's needs to be expedited we look at where these issues that needs to be resolved very quickly easily spend about half an hour every morning sitting and doing that then once we can sit with each of my supply planners we look at orders that's due to depart this week next week and the week after and make sure that there on time they've been produced there in full and that the ones that are due to arrive at the customer will have document actually place a try and make sure that there's no hiccups you know that we had before see if there is obviously an issue that arises we need to solve very quickly in this weekly floor and make sure we're always on top of of what we are doing. with my demand planning team look at inventory that we have in place at the distributor other any items that are low on stock do we need to bring anything forward we need to notify the customers something will be late and it will impact their in market styles depending on the time of the month will spend time on the business outlook the planning for the full year you know what will the shipments be up until the end of the financial year and will also work on some of the key projects do reporting as well certain weeks we will have reportedly to come out in terms of customer service systems of supply chain kpi's center and market sales achievement vs plan.
Head of Planning
Our region looks after Middle East North Africa and Turkey which means that all the GCC countries relevant countries turkey specifically is a message in that report to us as well as the Arab speaking North African country so what we do is we have distributors in each of these markets we work with them like I said on a weekly or monthly basis to determine what in the morning is and we ensure that that stock it shipped to them from we have 27 different countries maybe my stock from some of its factories that belong to Kraft Heinzi some of its co-packers and we consolidate that the mourned into container loads and we ship it from factory directly to the destination country not necessarily through by mostly directly and we ensure that it's from a documentation point of view from your point of view it arrives on time and ready for the customer to use the cell either to his in customers. most projects focused on improvement of projects one example is at the moment we're looking at automating a lot of our manual activities in terms of customer service and order captioning and invoicing reason for that is we are growing and with the capacity that we see that we will need in the future we would like to be free of the capacity of individuals to focus on value adding but of projects and activities instead of everyday mundane capturing the same thing over and over again so we're looking at automating we're also looking at the capital projects you know is it necessarily always the best to produce your products in another country the Middle East is notoriously focused on shelf life of the products when they arrived and because our products come from all over the world sometimes we struggle with the amount of shelf life remaining when it arrives in the Middle East so we always looking at it should be rather produced locally should we move it from wherever its be produced now to another country is their impact on duties and impact on cost that we can you know use to make up products more competitive in the market. those other things are the things that we that we work on a project basis and then we've got you know five or six big projects at any given time up running between the different supply chain departments.
Head of Planning
I'm myself as an example start off with i started an organization but five years ago working as an industrial engineer in one of the factories looking at continuous improvement did that for about a year and a half, got promoted into factory manager at one of our ketchup manufacturing facilities work there again for a year and a half, and got another promotion into the supply chain director for this african business and from there got the position here as planning for Middle East North Africa and turkey so all of those were examples of only of horizontal and vertical promotions due to opportunities that came up in organization for a multitude of reasons and that's really what I see here in this business this business unit but also the business as a whole project on my company and things change in terms of you know new businesses may require and you know merging of zones and you know merging of business units and changing footprints that we really have the opportunities being developed everyday in our team. our team typically structured we've got the planning department gotta supply planning department we've got a logistics Department we've got a customer service department and we have a separate business unit in Turkey all reporting into the supply chain team here in Dubai and in that structure you know these opportunities to move either vertically in terms of new positions becoming available when people you get promoted we prefer to promote internally first we try to develop individuals at ground level that they are ready to move into the next role when the next role becomes available, but also horizontally you know people who have expressed the need to learn more about different departments we have added responsibility to their roles we have moved into different departments for short periods or long period of time permanently or part time for them to get the exposure to the different other areas on the business you know people are even been given project by to work in different parts of the organization and all of that you know contributes to the skill set of the individual and I think in general the scope for growth and career opportunities in Kraft Heinz, it is much faster than certainly I've seen any other organization and you know I made four moves in five years in the organization and that's typical to what you see across different departments and different other business units most importantly I think that the exposure you get to the different other parts of the organization you know I get to interact with 20 to 30 different countries and in any given week you know people from North American business, European business, Africa you know Asia Australia we all get to interact and the knowledgeable up from meeting with these people and discussing different supply solutions with them across the portfolio of 30 different brands and hundreds of different products that we that we produce and sell contributes to not only for promotion through the organization but also your own personal learning in develop.
Head of Planning
We are a company that have so many loved brands you know we all grew up with the brands we use them from when we were small you know its brands that people trust its brands that people have to use whatever we have a vision statement to be the best food company growing a bit of world and that's something that that you can believe in something that you can think of the bigger picture instead of just moving catch up or or mac and cheese from point A to point B and we are you out proud of our brands we've got good values that people can believe it as well, we personally I particularly like the value of of meritocracy anyway we all are expected to operate as owners of the business you know look at the money that we're spending the decisions that we make it make sure that we always treating the business as all of you know that's great the culture of you know different from most organizations you know we treated as an employee and you expected to be to think as an employee you know here we all expected to think as owners personally you know I've enjoyed the products from when I was young now you're in the Middle East you know being exposed to even a wider array of products that you know you can see the consumers love we are growing company to be be proud of you know it's got a heat source that's that's a really clear and defined and it drives good opportunities for individuals who work here individuals who really become part of that culture that really creates a nice working environment and something that we can you can be proud of being part of.
Head of Planning
We are pretty much as a team so I obviously a team of about 12 people and looking like 50/50 between the model planning and supply planning so a lot of interaction between the different teams making sure that what the guys in the morning of forecasting they needed getting from the supply team and that they have the communication channels open in terms of ensuring that you know what needs to move from point A to point B is clip is correctly planned and that everyone is aware of which is which other priority so we spend a lot of time together as a team you are in the same room going to the detail and a lot of supply and demand planning is really the detail in a do you know each order you know what's the status of each other isn't on time is it like what are we doing to expedite it we go but once a quarter will go out to meet our customers so because we have a monthly cycle and we talked to him at least once a month as part of the planning process we try to do that on site at least once a quarter and I try and get to most of the suppliers at least once a year and as most of them are placed across the globe you need to kind of limit the travel as much as you can but when there's an issue you know we would go to the supplier and go and sit with him and try it out on site so about 80% would be in office and 20% would be reaching out to either the customers or suppliers on these sites.