Effectiveness & Efficiency Producing products of consistently high   quality at the right price is critical for creating  a competitive advantage within the beer  industry. We therefore engage in value-adding  activities to get the most out of our resources.  That is essentially what effectiveness and ef- ficiency are all about. Over the past decade,  we have come a long way on this journey,  but the bar is set high and we still have a lot  more to do.  This strategic lever has three priorities. AN EFFICIENT CONSUMER- AND  CUSTOMER-FOCUSED ORGANISATION  MAXIMISE RETURN ON INVESTMENTS THE CARLSBERG WAY OF WORKING SELECTED ACTIONS AND PROGRESS 2013 Our customers and consumers are at the  heart of what we do, and therefore our  organisation should support them in the best  and most efficient way. We will reduce costs  that do not add value for our customers  through our centralised supply chain organi- sation and our shared service centres. All investments throughout the value chain  must create value for the Group and our  shareholders. We are selective in our invest- ments and invest disproportionally more  in activities that offer the greatest impact  for the Group. To ensure maximum return  on investments, we carry out strict return- on-investment analyses when prioritising  resource and CapEx allocation, apply return- on-marketing-investment calculations and  continually focus on reducing working capital. We have a clear understanding of what we  believe is the best way of operating our busi- ness. However, we are always open to new  ideas for improving what we do. To leverage  the full potential of the Group, we share best  practices across our business, as well as look- ing outside to learn from others. In order to  use our capabilities to best effect, our tenet is  “develop once – deploy everywhere”. An important milestone in 2013 was the  kick-off of the Carlsberg Supply Company  (CSC), which became operational. By  bringing together Carlsberg’s central pro- curement, production, logistics and plan- ning functions under one roof, CSC is now  managing the production and logistics  network in Western Europe and setting  the standards for the entire Group. the consumer wants to buy them. On-Shelf  Availability (OSA) is a measure of this. In  2013, CSC designed a structured measure- ment process and a supporting reporting  platform. This OSA tool will be used across  markets with key customers to gather and  deliver the right insights to drive timely ac- tions from supply chain and sales. A key enabler for achieving the full benefits  of CSC is the roll-out of the general busi- ness standardisation project, which aims to  standardise work processes across markets  enabled by one common IT platform. In  2013, Carlsberg Sverige, Ringnes in Norway  and CSC implemented the new platform,  and all Western European markets will be  on the system by the end of 2015. A very important task for CSC is to make  sure that the Group’s products are always  available at the point of purchase when  Overall Equipment Effectiveness (OEE) is  a measure of how efficiently machinery  is running. The higher the OEE, the more  efficient the production and the lower  the costs per unit. OEE varies between  the Group’s breweries for various reasons.  However, all breweries can improve, and  in 2013 CSC set targets for improving OEE  across the Group’s breweries and launched  initiatives to do so. 25 Management review STRATEGY Carlsberg Group Annual Report 2013