Is each department meeting the targets? How are operational activities supporting the organizational strategy? Are activities and projects efficient enough or is optimization necessary?
Extracted text: With our enhanced scale we are able to optimise resources and costs in key shared areas such as finance, IT resources and systems, strategic sourcing, and people and organisational management. We are also leveraging Vector's route-to-market capabilities (warehousing and distribution, call centres, sales and merchandising and debtors and information management) across RCL FOODS, with the aim of Vector influencing our entire route-to-market. Our value chain is a prime area for finding innovative and alternative models to help us achieve our goals in a competitive way, including leveraging our capabilities beyond our own business. We measure success by the extension of our leading integrated shared service platform across major functions of our business. This includes the successful implementation of new technological advances, expansion of manufacturing and service capabilities, and improved efficiencies throughout the business including our routes-to- market. DELIVERING ON OUR STRATEGY IN 2019 Utilising the capabilities and competencies acquired through the transformation of our own value chain, we provided an innovative new operating model for Sigalo Foods, the spreads business which Remgro acquired from Unilever on 1 July 2018. From 4 March 2019 RCL FOODS has assumed responsibility for the shared services management and distribution of the Sigalo Foods spreads business, allowing us to earn a fee for our
Extracted text: services while Siqalo Foods benefits from our strategic management and competencies. The take-on of Siqalo Foods illustrates the strength of the shared service platform we have built as a food business of scale. •The Logistics division was re-structured and supply chain activities were integrated into a single, centralised Control Tower, yielding improved efficiencies and improved customer service. We also successfully integrated systems, extending our value chain into our customers to execute Pick n Pay's super-frozen (ice-cream) distribution and the take-on of Siqalo Foods. · We initiated the expansion of Pies manufacturing capacity with an R80 million expansion plan to grow volumes into the future. The rollout of the SAP system in the Consumer division progressed well with implementation in the Speciality business unit, 2020 KEY DELIIVERABLES With the majority of our categories now successfully migrated to SAP, we will now focus on more Intensively leveraging data for insight and improved profitability, both Internally and with consumers, customers and suppliers. *We will unlock business value by boosting efficiencies through our organisational structure and technology and use our scale to obtain sourcing benefits, amongst otners. Our asset care initiative will remain an area of focus into the new year to drive efficency in capex spend.