Professional Documents
Culture Documents
1. Marketing:
- strong brand image in 3 of 4 product ranges
- no shops survive as a specialty bakery outlet
2. Sales:
- products are primarily sold to large retailer organisation and franchized
bakery shop
- strong sales organization
- distribution J is working with specialist logistics services (Food logistics
Speacialist)
- account manager: deal with large customers: discuss advertising
campaigns, promotional actions (tailored per retail chain), sales premiums,
and promotional support. Tailored actions were required in order to maintain
or even expand shelf space.
- new information systems were adopted by retail chains, enabling retail
chains to trace and track products from suppliers and manufacturers, through
the warehouse/distribution centers to the retail stores. Through these
detailed systems, retail buyers were able to compare their suppliers on on
Direct Product Cost (DPC) and Direct Product Profit (DPP) per product per
square meter. Buyers shifted their focus on total cost and revenue. Detail
records are kept of supplier performance: some retailers sent their records on
a monthly basis to their manufacturers , indicating transport, delivery,
quality, packaging, administrative efficiency.
- BFS (KA) requirements
3. Production and Logistics
- replace artificial color by natural colors/
- batch size increase so more time was spent on cleaning machines and
setting them up for the next batch
- In the past, "BFS required J to link into its logistics planning systems, J would
be responsible for the material planning, scheduling and distribution. Based
on min-max inventories J would check inventories everyday and replenish
each warehouse 2-3 times a week, based on actual volume needed."
- BSF now wants to reduce inventories considerably, suppliers are required to
deliver in 8 hours throughout the country. If storage was needed, BFS will
provide space, but would charge this back to the manufacturer (BFS was
studying the possibilities for direct supply by its suppliers.)
- logistics planning department:
+ monitor volume usage at the DC's of Key Accounts (through EDI computer
linkages),
+ check incoming orders from small accounts,
+ translate product volume into a detailed production planning,
+ plan for production capacity, gross material requirements and match these
with the current inventories of raw materials and packaging,
+ send out materials requisitions to the purchasing department.