Project Brief Johnson & Johnson: Our Credo: Johnson & Johnson is guided by the values set forth in Our Credo, created by General Robert Wood Johnson in 1943. These principles have guided us over the years and continue to set the tone of integrity for the entire Company. At all levels, the employees of Johnson & Johnson are committed to the ethical principles embodied in Our Credo and these principles have been woven into the fabric of the Company. We believe its a recipe for business success. Put simply, Our Credo challenges us to put the needs and well-being of the people we serve first. Project Title: Defining optimal network strategy for J&J

Johnson \& Johnson MedTech business in APAC serves customer of almost 20+ countries through different manufacturing sites across the globe based out of US, Europe, APAC \& LATAM. The existing network deals with the complexity arising from 100+ transportation lanes to 20+ countries across multiple businesses. Key lanes include Global DC Countries, Regional DC Countries \& Global DC Regional DC Countries. Recently, team had piloted successful direct ship from Plant to countries too. Each market presents its own set of challenges with varying customer requirements, regulatory \& warehousing landscape, and challenges in the maturity of logistic network. For eg: business growth is between fluctuates from low single digits (1\%-3\%) to double digits (10\%-15\%) across different countries. In order to ensure right customer visibility, technology plays a pivotal role. With multiple ERPs, planning systems and data lakes working in sync, complexity of information flow is a current byproduct. In order to ensure regulatory compliance, some countries need Value Added Services which currently only Regional DC can provide (eg: customized labelling, local language manuals). With multiple such constraints, the current network has significant inventory parked at various nodes to protect customer service. This also presents a high impact opportunity to optimize the inventory across nodes or redefine the network itself. The challenge is to find the perfect sync between agility and cost which would ultimately enable the supply chain to deliver better gross profits across businesses. Opportunity Area: 1. Improving network landscape across E2E chain. 2. Inventory optimization -Multi Echelon model. 3. Optimize cost without impacting service 4. Agile SC with customer service in focus. Current E2E Network Overview: An illustration of current sample Supply Chain Network with 3 different manufacturing sites, 1 Global Distribution Centre which acts as a primary hub, 1 Regional DC which acts as a secondary hub and some markets with direct ship from the manufacturing site. Existing network parameters are as below: Total Active SKUS: 795 Markets and RDC replenishment in current model is weekly Ordering cost varies per product \& mentioned in excel working file Project Objective: To review E2E product flow i.e. Supply chain network \& define strategy to improve agility \& cost i.e. (inventory, warehousing, distribution) with improved customer service. Project deliverables: - Identify the additional factors to be considered for network/inventory optimization. - Evaluate different network models across industry and identify the best fit for given data points and I - Recommend best E2E model for the network to optimize cost \& agility for identified service levels. - Define inventory parameters across nodes for the suggested multi-echelon model - Identify factors to be monitored at a periodic frequency to recommend if/when model should be rev