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This PowerPoint presentation corresponds to a supply chain analysis of the Toronto Star. The project was carried out by several students and I at The Business School at Humber College.

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Vaughan Press Centre1 Century PlaceWoodbridge, ONGroup Members:Peter BatesJohn MacounShriramVivekKyle Abshoff
Proof We Were °Õ³ó±ð°ù±ð¡­..
Vaughan Press Centre Production facility built in 1992
600,000 sq feet
1 of 9 production plants owned by Torstar Corp. Total cost to operate is more than all other 8 facilities combined 2 main publications 1) Toronto Star 2) National Post
Organizational Torstar GroupTorstar Group: Owns a Number of Media Companies: 1) Star Media Group, which consists of: - The Toronto Star, Canada¡¯s largest daily circulation newspaper; - Digital properties: thestar.ca, Toronto.com, Wheels.ca, Workopolis, Olive Media, and eyeReturn; 2) MetrolandMedia Group, publisher of a number of community and daily newspapers in Ontario; 3) Harlequin Enterprises, publisher of women¡¯s fiction.Divisional structure separating Media Companies into their own semi-autonomous profit centers.Board Of DirectorsOrganizational ChartTorstar CorporationChief Executive OfficerPresident Metroland PrintingChief Financial Officer/Executive Vice-PresidentDivision Head Harlequin EnterprisesPresident and Head Publisher Toronto Star Digital PropertiesExecutive Vice President and General Manager Torstar Printing GroupPrinting Facility 1Printing Facility 5Printing Facility 2Printing Facility 6Vaughan Press CenterPrinting Facility 3Printing Facility 7Printing Facility 4Printing Facility 8
Organizational Vaughan Press CentreVaughan Press Centre: Structured into functional departments to achieve organizational goals
Functional Areas Include:
Finance ¨C administration, finance, operations
Press Room ¨C day-to-day operations of physical production and inventory management in the ¡°real room¡±
Mail Room ¨C placing inserts into papers, sorting, packing, skidding and loading of final product into trucks
Maintenance ¨C maintain equipment and facility
50 Management Staff
420 employees
400 full-time equivalents at a 35 hour work week)
300 full-time, 120 part-timeExecutive Vice President and General Manager Torstar Printing GroupDean ZavariseOrganizational ChartVaughan Press CentreMail RoomFunctional ManagerPress RoomFunctional ManagerMaintenanceFunctional ManagerFinance ManagerBarbara ClarkSuperintendent Mail RoomSuperintendent MaintenanceSuperintendent Press RoomBusiness Operations and AdministrationShift Supervisor Press RoomShift Supervisor Mail RoomShift Supervisor MaintenanceUnionized StaffUnionized StaffUnionized Staff
Broader Supply ChainInbound Supply Chain:Newsprint ordered from Paper MillNewsprint shipped from Paper Mill to WarehouseNewsprint is stored at the warehouse until replenishment order is placed by Vaughan Press CentreOnce replenishment order is received third party Logistics Company ships 22 x 58¡± rolls to the Press Centre for production
Broader Supply ChainOutbound Supply Chain:3 Distribution ChannelsChannel A: Home Delivery2) Channel B: Single Copy3) Channel C: Single Copy
Distribution Powerpoint
Internal Supply ChainReceiving TAPY

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Distribution Powerpoint

  • 1. Vaughan Press Centre1 Century PlaceWoodbridge, ONGroup Members:Peter BatesJohn MacounShriramVivekKyle Abshoff
  • 2. Proof We Were °Õ³ó±ð°ù±ð¡­..
  • 3. Vaughan Press Centre Production facility built in 1992
  • 5. 1 of 9 production plants owned by Torstar Corp. Total cost to operate is more than all other 8 facilities combined 2 main publications 1) Toronto Star 2) National Post
  • 6. Organizational Torstar GroupTorstar Group: Owns a Number of Media Companies: 1) Star Media Group, which consists of: - The Toronto Star, Canada¡¯s largest daily circulation newspaper; - Digital properties: thestar.ca, Toronto.com, Wheels.ca, Workopolis, Olive Media, and eyeReturn; 2) MetrolandMedia Group, publisher of a number of community and daily newspapers in Ontario; 3) Harlequin Enterprises, publisher of women¡¯s fiction.Divisional structure separating Media Companies into their own semi-autonomous profit centers.Board Of DirectorsOrganizational ChartTorstar CorporationChief Executive OfficerPresident Metroland PrintingChief Financial Officer/Executive Vice-PresidentDivision Head Harlequin EnterprisesPresident and Head Publisher Toronto Star Digital PropertiesExecutive Vice President and General Manager Torstar Printing GroupPrinting Facility 1Printing Facility 5Printing Facility 2Printing Facility 6Vaughan Press CenterPrinting Facility 3Printing Facility 7Printing Facility 4Printing Facility 8
  • 7. Organizational Vaughan Press CentreVaughan Press Centre: Structured into functional departments to achieve organizational goals
  • 9. Finance ¨C administration, finance, operations
  • 10. Press Room ¨C day-to-day operations of physical production and inventory management in the ¡°real room¡±
  • 11. Mail Room ¨C placing inserts into papers, sorting, packing, skidding and loading of final product into trucks
  • 12. Maintenance ¨C maintain equipment and facility
  • 15. 400 full-time equivalents at a 35 hour work week)
  • 16. 300 full-time, 120 part-timeExecutive Vice President and General Manager Torstar Printing GroupDean ZavariseOrganizational ChartVaughan Press CentreMail RoomFunctional ManagerPress RoomFunctional ManagerMaintenanceFunctional ManagerFinance ManagerBarbara ClarkSuperintendent Mail RoomSuperintendent MaintenanceSuperintendent Press RoomBusiness Operations and AdministrationShift Supervisor Press RoomShift Supervisor Mail RoomShift Supervisor MaintenanceUnionized StaffUnionized StaffUnionized Staff
  • 17. Broader Supply ChainInbound Supply Chain:Newsprint ordered from Paper MillNewsprint shipped from Paper Mill to WarehouseNewsprint is stored at the warehouse until replenishment order is placed by Vaughan Press CentreOnce replenishment order is received third party Logistics Company ships 22 x 58¡± rolls to the Press Centre for production
  • 18. Broader Supply ChainOutbound Supply Chain:3 Distribution ChannelsChannel A: Home Delivery2) Channel B: Single Copy3) Channel C: Single Copy
  • 22. Printing plates=dots of magenta, cyan, yellow and black
  • 23. Burnt on to plates with laser
  • 24. Overlaid to make total color image
  • 26. Inked image is transferred from a plate to a rubber cylinder, then to the paper
  • 27. Conveyor to mailing room/inserts placed/packaged/distributed by third party trucking companiesInternal Supply ChainIntermediate Storage of PaperReceivingIntermediate Storage of Paper
  • 28. Internal Supply ChainPlate PressOffset Printing PressConveyor System Conveyor/Insert SystemPallet Packing SystemDistribution
  • 36. Customer ServiceInformation Systems SetupDesigning, Editing, inserting done in Yonge Street.
  • 37. JPEG or TIFF file sent via high speed Fiberoptic cable .
  • 38. File broken into kites & burnt on to aluminum plates from the computer.
  • 39. Special system and software mixes colors and prints on paper
  • 40. Specific input-output programs in each division. Eg - item delivery code , and truck no. with truck driver in one board.
  • 41. Laser Guided Vehicles imported from USA used for transportation
  • 42. System to track the of goods and dispatched time very advanced and critical for KPI¡¯s.
  • 43. High-Tech scanning devices and TAPY number used and shared in a common database with supplier.
  • 44. Advanced time tracking program used to track the time of every operation executed in the press.
  • 45. No ERP used Quantitative Information About Supply ChainBiggest expenditure is on newsprint, which consists of $45 million dollars annually.Additional annual costs include:Ink follows ¨C $5 Million
  • 46. Aluminum Printing Plates - $1.5 million
  • 47. Trucking - $4 million to get product into market
  • 49. LabourCosts - $30 millionProduction Lead Times: Production of The Star occurs between 11:30 pm and 3:30 am daily
  • 50. Average production is 450,000 ¨C 600,000 papers daily
  • 51. Press speed is 55,000 copies an hour through one pass and multiple presses are used for productionAs a note, one dedicated press is always allocated for the printing of the National Post, the Vaughan Press Centre¡¯s largest commercial customer. The facility is responsible for the printing and distribution (through third party) for readers in Ontario.
  • 52. Key Performance IndicatorsEverything is measured in minutes¡­.Pressroom-Target press start time vs. Actual press start time: 1) Output good copy time 2) Press down time 3) Press availability time 4) Press Quality level 5) Copies per hour 6) Number of gross copies7) Amount of waste??Truck/Mailing Room-Target clear time vs. Actual clear time vs. # of trucks on time: 1) All trucks are set to a scheduled dispatch time 2) Success is rated by minutes and ability to meet dispatch times
  • 53. ForecastingSome ways the Vaughan Press Centre Forecasts:Financials/Production Forecasting ? of forecasting is based on the budget
  • 54. paper quantities rarely change per year and stay rather consistent
  • 55. Run numbers based on last years average page count
  • 56. Work with circulation department to see if there are any anticipated changes
  • 57. Forecasts are done over the long-term not short-term.
  • 58. Manning agreements - flexibiulity to add and remove staff based on run.
  • 59. Internal communication between departments keyCompetitive AdvantageUnique one pass printing press
  • 60. High readership=high advertising revenues
  • 61. Numerous printing facilities for different size tasksFuture TrendsRecessionary cutbacks
  • 62. Rise of digital media/decline in readership
  • 63. ¡°Going green¡± energy savings initiatives