Page 239 - Aida Hovsepian Onboarding

ADMINISTRATION

The Administration team is creating an operations dashboard to measure critical day-to-
responsible for support functions at day activities.
the Co-op, including cost management reporting,
program management, information technology, data analytics, Improving Member communication was an objective in 2017,
process improvement, communications, membership services, resulting in a completely revamped website and new mobile
accounting, finance, auditing, compliance, and human application. These tools were developed with the most recent
resources. The team also manages third-party vendors who technologies, providing us a means for maintaining and
provide additional services in these areas. updating the content at a moment’s notice. The Pancake
Supply Chain Co-op Board of Directors and the Board
Significant strides were made this year towards realizing our committees also met throughout the year to provide oversight
vision of end-to-end supply chain visibility. The groundwork and guidance on the Co-op’s activities to ensure proper
was laid for a true business intelligence platform that alignment with Member interests. Membership was kept
combines cloud computing with our access to system-wide informed through weekly Co-op newsletters and special news
supplier, distributor, and restaurant data. This new flexible blasts.
approach to aggregating data across multiple sources not
only enhances internal processes, it enables the capability
to provide information to our Members in a relevant, easy-
to-use format. Connecting point-of-sale data with Brand
recipes is our first priority, creating the link between a plate We are developing
sale, its ingredients, and the impact to the supply chain.
Once completed, this will unlock new potential for demand/ and executing policies,
supply planning, inventory management, and vendor practices, and procedures
partner collaboration. All of this requires data warehousing, that proactively manage the
connectivity, and normalization, all of which have been the
focus for 2017. data lifecycle needs of CSCS and
its Members, with a primary
As our dependence on multiple data sources grows, so does
the need for managing the quality of that data. Last year objective being overall data
marked a turning point in our approach to data management, quality measured by accuracy
taking what used to be ad-hoc processes and incorporating and timeliness.
them under a more formal program led by the Analytics team.
We are developing and executing policies, practices, and
procedures that proactively manage the data lifecycle needs
of CSCS and its Members, with a primary objective of overall
data quality measured by accuracy and timeliness. In addition, in 2017 we successfully managed to completion
the Member financing program that was put in place in 2015,
Workforce dynamics are changing, and there is no shortage maintained several distributor programs to ensure balanced
of expert opinions on what to do about it. CSCS made several pricing was realized across all Members, received clean audit
changes in 2017 to respond to these evolving needs, perhaps opinions for the ninth year in a row, tackled hundreds of
the biggest being a change from an annual performance information technology requests, conducted our fifth annual
review cycle to “real-time feedback.” By eliminating the employee engagement survey, conducted our sixth annual
annual review and the employee ratings that went along with Member Maniac week, maintained 99.3% membership in the
it, we have enabled our managers to provide more direct Pancake Co-op, and the list goes on. In addition to the team’s
coaching in the moment, without the emotional overhead of daily responsibilities, we are looking forward to 2018 and
assigning and defending a performance rating. Along with this the opportunities to continuously improve our processes and
change, we implemented additional best practices for focusing programs resulting in increased value for our Members.
our strategic plan on only “Wildly Important Goals” while

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