Dave Collins This is Me

 Web References

1. 1. Web Database Consulting: PCA Client Quotes Smart Client Solutions

   www.pcapps.com/home/clients/PC - [Cached]

   Published on: 11/23/2007   Last Visited: 11/23/2007

   Dave Collins, Director, Supply Chain Planning Pepsi Co International

2. 2. Inbound Logistics: Feature Story

   www.3pl.com/articles/features/ - [Cached]

   Published on: 7/29/2006   Last Visited: 12/31/2007

   "The company has a strong commitment to improving return on assets (ROA)," reports Dave Collins, senior project manager for PepsiCo. "A big part of that is to make sure we don't spend capital unnecessarily." PepsiCo sought to minimize expenditures and achieve the best ROA on its existing assets -- its manufacturing and bottling facilities. In addition, Collins explains, "we wanted all our decisions to be made on total cost, so that we were not optimizing one part of the supply chain while adversely affecting another." PepsiCo's manufacturing plants are both company- and franchise-owned. "Our challenge was to find the best way to use these multiple bottling plants, which can have multiple manufacturing lines," Collins says. Not all lines can produce all packages -- Pepsi is sold in various sizes in three types of containers: returnable glass, plastic, and cans. To optimize its production infrastructure and planning process, PepsiCo began using the SAILS (Strategic Analysis of Integrated Logistics System) tool from Insight, an optimization technology provider headquartered in Manassas, Va., to perform international network analysis and strategic capacity planning. Each time the company ran the model, "we saw savings ranging from five to 15 percent of our network cost," Collins says. PepsiCo uses the tool to identify where it needs line additions, where it can consolidate production facilities, as well as where it can perform make vs. ship analysis. In addition, the company has been able to improve its sourcing strategy, changing sourcing options depending on the season. Initially, the modeling was done centrally. In January of last year, when a new version of SAILS was released, PepsiCo made the decision to put the modeling capability out into the field. "Instead of having five people running all over the world doing this, we're able to build a team of people in the field" performing network analysis, Collins says.

3. 3. Inbound Logistics: Feature Story

   www.inboundlogistics.com/artic - [Cached]

   Published on: 7/13/2006   Last Visited: 7/13/2006

   "The company has a strong commitment to improving return on assets (ROA)," reports Dave Collins, senior project manager for PepsiCo. "A big part of that is to make sure we don't spend capital unnecessarily." PepsiCo sought to minimize expenditures and achieve the best ROA on its existing assets -- its manufacturing and bottling facilities. In addition, Collins explains, "we wanted all our decisions to be made on total cost, so that we were not optimizing one part of the supply chain while adversely affecting another." PepsiCo's manufacturing plants are both company- and franchise-owned. "Our challenge was to find the best way to use these multiple bottling plants, which can have multiple manufacturing lines," Collins says. Not all lines can produce all packages -- Pepsi is sold in various sizes in three types of containers: returnable glass, plastic, and cans. To optimize its production infrastructure and planning process, PepsiCo began using the SAILS (Strategic Analysis of Integrated Logistics System) tool from Insight, an optimization technology provider headquartered in Manassas, Va., to perform international network analysis and strategic capacity planning. Each time the company ran the model, "we saw savings ranging from five to 15 percent of our network cost," Collins says. PepsiCo uses the tool to identify where it needs line additions, where it can consolidate production facilities, as well as where it can perform make vs. ship analysis. In addition, the company has been able to improve its sourcing strategy, changing sourcing options depending on the season. Initially, the modeling was done centrally. In January of last year, when a new version of SAILS was released, PepsiCo made the decision to put the modeling capability out into the field. "Instead of having five people running all over the world doing this, we're able to build a team of people in the field" performing network analysis, Collins says.