Archive for the ‘Retail Supply Chain’ Category

Retailers; who monitors your supplier?s safety performance?

Tuesday, November 17th, 2009

This is an even more complex issue when you consider that in order to do so data is required from your organization relative to the historical performance of your existing suppliers, data from the supplier as to their own assessment of their historical performance and finally other types external data that neither you or your incumbent may have.

When we talk safety, the question that retailers need to ask their suppliers is pretty simple. What certifications do you carry relative to food safety such as Safe Quality Foods (SQF), Global Food Safety Initiative (GFSI), American Humane Certified and many more? Additionally you should question all suppliers and manufacturers relative to their USDA and FDA inspection history.

Although Green Initiatives fall into the area of the social consciousness of a company, there are a variety of questions that should also be asked in this area as well such as what are your own companies green product initiatives such as Green Seal, Eco-logo and Green Star certifications and participations and how do your existing and new suppliers support or plan to support these same initiatives.

As retailers consider their alternatives in these areas, it may be easier for them to rely on their e-procurement solution providers for this data if the provider has it included in their supplier database. Pre-populated e-procurement templates can also act as a form of scorecard for existing suppliers and potential news sources of supply. This is actually a type of automated RFI process which can save retailers a lot of work and time when trying to find additional sources of supply or when trying to drive cost down with existing suppliers. These data may also help to protect retailers from harmful litigation when products end up not being as safe as promised.

If your existing e-procurement provider can not provide these types of data on demand as a normal byproduct of your standard e-procurement process at no additional cost, you should consider changing providers?

As always, we look forward to and appreciate your comments.

Country of origin information needs to be a significant part of product traceability

Monday, November 16th, 2009

According to Wikipedia, Country of origin (COO) is the country of manufacture, production, or growth where a product comes from.

The Obama administration continues to seek tougher labeling laws on fresh meat and other food products from Canada. Canada continues to be an opponent to country of origin labeling. Mexico our other NAFTA partner also does not support this type of labeling and has actually filed protests with the World Trade Organization.

It troubles this author when North America has suffered the several of the largest food borne illness outbreaks in decades during the last two years that our local trading partners ignore this critical step in product traceability.

What we clearly continue to require is specific country of origin labeling. Standards tend to be inconsistent from country to country. By example products enter North America from Europe that may carry country of origin labeling like ?Europe? or ?EU? rather than specific labeling indicating a product comes from France or Germany.

Manufactured products create a more unique issue, as individual products may include up to hundreds of components, pieces and parts from dozens of countries and assembled in other countries. While this issue requires significant work, there is absolutely no reason that we can not include country of origin labeling on all food products that enter our country.

We appreciate and look forward to your comments.

To resign or to retire that is the question.

Friday, October 23rd, 2009

Earlier this week I noticed an article that indicated that the Chief Executive Officer of one of the countries super market chains resigned. Another super market chain recently had their president retire suddenly. What both of these companies have in common beyond resignation and retirement of their leading executive is that their results suck.

It?s easy to blame the economy or the fact that consumers faced with fewer discretionary dollars are reducing their purchases and buying a less expensive product mix. Unfortunately, today?s results were born of plans that were developed in better times.

It would be interesting to take a look at these companies? detailed Profit and Loss statements. Without looking it is fair to assume that their cost of goods and services are out of line with the industry norm as well as with the leaders in the space. Certainly insurance and healthcare costs are out of control. Payroll is most likely the largest expense on the P&L. There is however ways to reduce costs that many of the companies in this space are not taking advantage of. As a result they are not getting the discounts on products and services that they or their various constituents deserve.

What is incredible is that the rising cost of employee healthcare benefits is always the first excuse we hear. Many times this is followed by a layoff. One can be managed and the other avoided. This author has posted on how to do this a number of times.

Here are 5 previous posts with some suggestions as to how to avoid poor results. This may not be as glamorous as building a new store, creating a new format or adding new categories. One question to think about is what do your shareholders and stakeholders want. A good bet would be better results. Another and more important question is what do your customers want. A great bet would be lower costs.

1. Retailers have you ever really calculated the potential impact of using next generation e-procurement tools?
2. Is the Retail industry downsizing or right sizing? If so, how can e-procurement tools help reduce this huge loss of jobs?
3. Bankruptcy Sucks PartsI, II and III. But, it does happen to good companies with well intentioned leaders.

We look forward to and appreciate your comments.

Try using a little wizardry or sorcery in your retail procurement practices.

Wednesday, October 21st, 2009

From a purely systematic or technological perspective, a wizard is a computer user interface that leads a user through dialog steps in order to accomplish something easily or for the sake of appearances magically. So to begin with if you are not using technology in your retail procurement practices this would be a good place to start. You can never tell improved profits may simply be as easy as abracadabra.

Magic which is practiced by wizards is the act of performing, entertaining or enlightening an audience by creating illusions of seemingly impossible feats, using purely natural means. As an example; maybe finding new sources of supply in order to compress a retailers pricing is as simple as having access to a supplier database (hidden knowledge) that can conjure up new sources of supply through an easy to use interface (wizard). Since most retailers do not know that such a database exits, a novice supply chain team member or apprentice (audience participant) could conjure up a query on their PDA (magic wand) that searches this database (universe) by major category, country, postal code, sub-category, safety certifications or other incantations, and in less than 15 seconds produce a result set of 200 suppliers seemingly from thin air. This act of prestidigitation to most retailers would appear as magic. To his or her boss (lord or lady) this novice or apprentice team member would be looked at as a wizard, magician or seer.

Call your solution provider and see what type of sorcery they can share with you. If they can?t, call SafeSourcing the sorcerers of sourcing.

We look forward to and appreciate your comments.

Ninety Billion and counting. That’s 90,000,000,000.

Tuesday, October 20th, 2009

According to the Environmental Protection Agency or (EPA) ninety billion plastic bags are being produced annually in the United States. Recycling of polyethylene bags, sacks and wraps is also at an all time according to the agency with 380,000 tons recycled for the year ending 2007. That represents a sixty five percent increase from 2005 and a three hundred and seventy-five percent increase from 1996. Obviously consumers are concerned with the impact that the products that they buy have on the environment.

In a USA TODAY article by Bruce Horovitz titled “Target puts plastic bags in bull’s-eye”, he reports that Target will give consumers a five cent discount for every reusable bag they use to pack their purchases.

Also from the same article David Szymanski a marketing professor at Texas A&M University is quoted as saying “Retailers who want to connect with this generation have to go green”.

Target is not the only retailer to take steps in this direction, however they are the largest. CVS Stores of Woonsocket Rhode Island also has a program that rewards their CVS card holders with a bonus for not requesting plastic bags. Other retailers are buying bags with a higher content of recycled material in order to reduce their overall carbon footprint.

What are you doing to promote a reduction in your carbon footprint as a part of your socially responsible best practices? Do you have a CSR program?

We look forward to and appreciate your comments.

Ninety Billion and counting. That?s 90,000,000,000.

Tuesday, October 20th, 2009

According to the Environmental Protection Agency or (EPA) ninety billion plastic bags are being produced annually in the United States. Recycling of polyethylene bags, sacks and wraps is also at an all time according to the agency with 380,000 tons recycled for the year ending 2007. That represents a sixty five percent increase from 2005 and a three hundred and seventy-five percent increase from 1996. Obviously consumers are concerned with the impact that the products that they buy have on the environment.

In a USA TODAY article by Bruce Horovitz titled “Target puts plastic bags in bull?s-eye”, he reports that Target will give consumers a five cent discount for every reusable bag they use to pack their purchases.

Also from the same article David Szymanski a marketing professor at Texas A&M University is quoted as saying “Retailers who want to connect with this generation have to go green”.

Target is not the only retailer to take steps in this direction, however they are the largest. CVS Stores of Woonsocket Rhode Island also has a program that rewards their CVS card holders with a bonus for not requesting plastic bags. Other retailers are buying bags with a higher content of recycled material in order to reduce their overall carbon footprint.

What are you doing to promote a reduction in your carbon footprint as a part of your socially responsible best practices? Do you have a CSR program?

We look forward to and appreciate your comments.

The benefit of a large retail supplier database

Monday, October 19th, 2009

Many retailers have told us that they do not have continuing success when running prior e-negotiation events the 2nd time around. One area of commonality they frequently discuss is a lack of new suppliers. Another is the price being too high for the same event that has already been built and will result in lower savings the 2nd and 3rd time around.

There is a proper way to insure the sustainability of your e-negotiation events going forward. Following these guidelines will also encourage senior management to consider placing more spend under the control of e-negotiation tools and specifically reverse auction tools. Armed with a robust retail supplier database and related tools:

1. Conduct a detailed category discovery
a. Learn all there is to learn about the way a company conducts their business.
b. Walk distribution centers and warehouses
c. Walk an array of stores and understand all formats of the enterprise.
d. Compile a list of all corporate categories
2. Rank categories by
a. Total spend
b. Importance
c. Sourcing frequency
d. Quality objectives
e. Look for aggregation opportunities.
3. Conduct supplier discovery
a. Rank suppliers
i. Size
ii. Experience
iii. References
iv. Environmental certifications
v. Safety Certifications
4. With the above in hand; develop a three year game plan
a. Identify suppliers for each event over the three years
b. Develop savings targets by category
c. Develop a three year time line for all categories
5. Role Play internally the first year for a test category
a. Ask the following questions
i. How will you award the business
ii. Review alternate scenarios
iii. Review savings by scenario
iv. Determine which suppliers will be invited back
v. Determine what new suppliers from your database search will be invited to participate next year

We appreciate and look forward to your comments.