Supply Chain Blog

Relieve your FMCG pain - secure Interim Supply Chain Support

Posted by Dave Jordan on Wed, May 10, 2017

I know you are busy. Not enough hours in the day. Deadlines rapidly approaching. Your children call you Uncle Dad or Auntie Mum. Before the stress takes its inevitable toll think about relieving the pressure without adding to head count.

Interim Manager SoftedgeWhy s Interim Management an opportunity at present? Mainly as a result of the continuing economic conditions numerous companies have folded this year and a similar number have been taken over or merged with others. Obviously companies that fold are too late to be helped although I am not sure too many actually sought the right professional help and guidance in good time.

Those companies and Private Equity players merging or buying in this period need to have their new businesses in good shape to ensure the ROI in the contract deal has even a chance of coming to fruition. When the green shoots of recovery actually start looking like shrubs, shareholders and PE owners will rightly expect their pound of flesh.

One route to accelerating and establishing integration and realignment is to use the services of an Interim Manager. Hear are 7 reasons why hiring an Interim Manager (IM) can be of benefit.

  1. Return On Investment. No, it is not more expensive than hiring full time (FTE) or temporary employees. Take all recruitment and employment costs into account and you will appreciate the efficiency of IM. You may pay your employees for turning up for work whereas IM can be remunerated against set objectives and delivery. (Consider the cost if you make the wrong choice of FTE and have to go through a lengthy, disruptive and expensive exit process!)
  2. Speed. Senior Interim Managers are readily available for Supply Chain tasks. You do not have to waste time going through a lengthy search and selection process with a fee-taking headhunter.
  3. Expertise. Interim Managers are usually seasoned professionals with deep operational experience. A vast majority will have successfully held senior roles in blue-chip organisations for long periods.  No training is required; you get a “vertical start-up”.
  4. Objectivity. Interim Managers are able to look at a given situation with a fresh set of eyes and will not be afraid of “treading on toes” or telling the boss there is a better way!
  5. Accountability. Interim Managers are not there to advise. They are in place to handle a specific project or a department in transition. Unlike full time employees they are very comfortable at being rewarded (or not) based on black and white objective achievement.
  6. Effectiveness. Possibly the most obvious contribution of IM. Once the Board has given a mandate to carry out a task, the IM will get on and do it without struggling through a bout of inertia. “Just Do It” sums this up nicely. 
  7. Commitment. Interim Managers remuneration means they have a direct financial stake in the assignment. They are not there to make friends or pave the way for recruitment. They wish to do the job well, get paid and move onto the next challenge.

If you have a difficult job to be done within a defined timetable and you do not currently have the resources in-house you should consider the value an Interim Manager can bring both to yourself and your organisation. Gaze into the future and see what tough jobs need to be done well now to ensure you are ahead of the game.

Interim Management User's Guide

 

Image credit : CELALTEBER

Tags: Interim Management, Mergers & Acquisitions, Dave Jordan, Supply Chain, CEE, Logistics Management

Supply Chain: The benefits of Interim Management

Posted by Dave Jordan on Wed, Mar 29, 2017

Interim SC Expert at Hand Netsize resized 600Interim Management is an approach used by companies to “make things happen” within a clear budget and without the headaches of recruiting a full time employee (FTE).  The benefits are numerous but initially……

Immediate access to expert supply chain skills and experience in your sector.

No hidden extras. You pay the daily fee rate and expenses; no more, no less.

Training for your staff to ensure supply chain knowledge and skills imparted and retained.

Experienced supply chain interim managers available now at all levels of seniority.

Remove internal hurdles and barriers to change.

International experience gained from working in many countries, companies and in relevant sectors.

Motivated to achieve results to tight time and cost objectives.

Maintain the resource while you need it without any financial burden at contract end.

Avoid permanent employee costs which are significant.

No inconvenient holidays, training courses or conferences.

Ability to challenge your supply chain status quo and make sustainable change in the business.

Generate savings and efficiency improvements in a short timescale.

Expectations should high be as you are buying international expertise.

Make your business prepared for the competition in difficult economies.

Excellent return on investment.

No political axe to grind and no bias; straightforward advice and actions.

Take a look at the Enchange approach to Interim Management, eave your details via the contact form and we will call you back. If you are not sure you need Interim Management then you probably do!

Tags: FMCG, Interim Management, Dave Jordan, Performance Improvement, Pharma, Supply Chain, CEE

FMCG CEE Logistics; Transport, Trucks and Yorkie Bars

Posted by Dave Jordan on Wed, Oct 21, 2015

I like trucking, I like trucking, I like trucking and I like to truck.” Those of you who have not been on this planet very long and people who like hedgehogs will not be familiar with this Not The 9 O’clock News sketch from 1970’s UK TV. In short, the sketch showed macho truck drivers ploughing across the country flattening hedgehogs and munching on the obligatory large chocolate man-size Yorkie. (I was thinking how much smaller the Yorkie is now and when I checked it is indeed 15g and 2 chunks lighter than when I had my own teeth!)

Some of the trucks we see on the roads today are extremely high tech, modern and comfortable with hi-tech monitoring such as fuel consumption and tyre wear. They incorporate the latest motoring technology as well as a degree of driver cab luxury of which 1970’s Yorkie Man could only dream.

Tachographs have been around for ages but they are now largely superseded by satellite navigation that can track transport and shipments in real time ensuring drivers obey the rules of the road and avoid taking possibly amorous diversions they would rather keep quiet! (You should see the well-known names on trucks visiting a certain stretch of “comforting road” near Bucuresti!!!)

Load security and integrity can be monitored by a whole host of sensors keeping close watch on temperature, humidity, security seals and how often the doors have been opened and where and when. You also see some crazy looking trucks where the tops have been streamlined to cut down wind resistance and to contribute to a greener Supply Chain. Everything sounds hunky dory then as these modern juggernauts criss-cross the motorway network delivering chemicals, car spares or finished goods for FMCG and other sectors.

If you look towards the east of Europe you will find that Yorkie Man and his crumbling kit are alive and well. Yes, there are large fleets of top class modern equipment in CEE serving the internal country needs and of import and export to the EU. However, there remain a large number of smaller operators and owner-drivers who have not invested and upgraded to suit the needs of the modern transport trade. Again, there are some good examples but far too many are still using gas guzzling, fume spewing, unsafe vehicles that may be transporting your valuable goods. Remember, when a truck delivers your product they form part of your face to the customer.

Too many vehicles (well, one is too many isn’t it?) are operating on less than perfect road infrastructures with bald tyres, broken lights, poor load security and on borrowed time. Couple these failings with indifferent or a simple lack of driving skills and you have a recipe for a trucking disaster.

In particular, producer companies in those countries waiting to join the EU should take a look at how they move goods around now and start thinking about forcing an upgrade before the Yorkie gets even smaller.

Image courtesy of Decebal Popescu at Cartrans.ro

 

Tags: FMCG, Dave Jordan, CEE, Logistics Management, Transportation

FMCG warehouse capacity in Romania: A Short Story

Posted by Dave Jordan on Wed, Jul 22, 2015

The car bounced over the dirt road of potholes and puddles and approached the expansive, looming warehouse building that was once so full of life and bustling activity. Paper and polystyrene fast–food litter gathered up by the breeze blew across the distribution centre parking area to be fought over by bony, mongrel dogs. A short time ago the yard would not be a place for an idle visitor as liveried juggernaut giants and ant-like fork lift trucks toiled away around the clock. Noise, dust, fumes, shouting, revving, the hiss of pneumatic brakes; no more.

Abandoned_Warehouse_Romania_CEEThe entrance to the office building was beyond the waiting room with its familiar mismatched furniture, faint smell of illicit smoke and the accompanying stale odour of tired drivers and their diesel machines. The constant tip-tap of fingers on keyboards generating loading and transport documents supporting someone’s Route To Market had long gone. No more chattering from the tractor printer feeding on green/white paper from a seemingly endless box below. No camaraderie, no arrangements for the weekend, no flirting, no telephones ringing; the only sound was the noticeably slowing tick-tock of the beer-branded plastic clock which in turn would slowly but surely grind to a halt at one precise second in time. The beige IKEA infrastructure unchanged from the last day of productive work.

The previously secure and “authorised personnel only” door into the storage area was propped open by a tightly rolled newspaper with the dusty headline recording the passage of a few years of hope-filled EU membership. Spitting cats scattered rapidly fearing the entrance of their fast-food chasing canine enemies. Dirty yellow fork-lift trucks sat huddled in one corner like juvenile play-ground gossips, connected to chargers that no longer dispensed energy. The once firm, shiny black seats repaired and renovated with stretch-film, tape and cardboard. Names scratched into the truck paint revealing the identities of the long gone jockeys.

No beeping, no screech of rubber and no ecstatic laughing when a pallet falls and spills its liquid SKU load. Once you could not see from one end of the building to the other as hundreds and thousands of cases, drums, IBCs and big bags filled the mega-Meccano skeleton. Now only the blue painted skeleton with orange boots remains taught and proud with the bumps and bruises of battle visible on the lower levels and a scattering of splintered wooden pallets, also blue.

The loading bays all had their shuttered mouths firmly closed to the outside world. Would they be ever be prised open again to receive and dispatch FMCG goods like foods, detergents, drinks and wine? For now the loading bays only received the attention of endlessly sweeping flocks of pigeons and what they generously leave behind.

The rusty padlock and chain were replaced with a dull clunk and the warehouse was empty again and for how long this time? The dogs chased the litter; the cats produced a litter and the pigeons left their telling statement on a once thriving warehouse in Romania.

 Image courtesy of artur84 at FreeDigitalPhotos.net

Tags: Brewing & Beverages, FMCG, Dave Jordan, Supply Chain, CEE

7 Deadly FMCG Sins: Overstocked Traditional Trade Distributors

Posted by Dave Jordan on Wed, May 06, 2015

044951C8572581EB3FB7ABA741B0A21E066A3CEE461F88BE9Apimgpsh_fullsize_distrSorry to be a little direct right at the start but make no mistake Mr/Mrs. FMCG Producer, YOU put the stock there, oh yes you did! Distributors don't buy stock for a laugh and a giggle as they like full shelves. Excess stock blocks up their shelves and warehouses and, most critically locks up their cash. Yes, the cash you are desperately trying to collect and book in the accounts to meet your month-end commitments.

 Let us take a look at the 7 deadly sins of excess stock:

  1. Month, quarter and year-end push. "Targets have to be met so push as much stock as possible into the Distributors. Even if they have no chance or intention to sell it."
  2. Failed launches. Unrealistic Producer sales objectives leading to slow moving and eventually expiring goods. Slow movers and expired all form part of Producer stock value and Distributor sunk cash until you do something!
  3. Old label/pre-relaunch stock. Perfectly good stock but the pack with the new artwork is being sold already and nobody wants this variant. Some careful planning in advance could see older stock liquidated in a sink market or moved out through discounting.
  4. Old and expired promotions. Funding support has ended and the guys with the best cars have moved onto the next “big thing” so what do we do with all these left over promotional packs? Disassemble, discount or destroy but don’t keep lying around!
  5. Returns from customers. Still arguing about who is to pay for these returns? Was a return policy agreed in the first place?.
  6. Producer forecasting errors. Nobody wants to lose face at Producer HQ so the excess stock sits and gathers dust until the annual stock count and later expiry.
  7. Damaged and expired. Is it clear who pays for any damages and expired goods? Make a decision and either re-sell or get this stuff off the books. Inevitably, damages will happen but get them written off quickly AND destroyed and get over it. You can avoid expired goods – see all of the above!

You might think your Distributors have a healthy 21 days of cover but in reality they are operating with a much lower level of saleable stock. The rest sits in their books and in your stock cover numbers but it contributes nothing, zero to sales. In fact, it negatively affects sales as stock that is in demand and selling out is available at too low levels to meet customer requirements.

"They have so much stock but my Customer Service level is rubbish". THIS IS NOT A SUPPLY CHAIN PROBLEM ALONE!

Image courtesy of Stuart Miles at freedigitalphotos.net

Tags: FMCG, Dave Jordan, CEE, Distribution, Inventory Management & Stock Control

FMCG Distributors: 7 Ways to avoid inventory overstocking

Posted by Dave Jordan on Wed, Apr 08, 2015

If you still rely on Traditional Trade (TT) distribution for a significant part of your business then read on! Over-stocking Distributors happens by stealth and the consequences creep up on you until suddenly and without warning you hit a brick wall and sales figures fall off a cliff.

FMCG Traditional Trade Inventory Stocks resized 600Avoiding this career-limiting disaster requires vigilance and discipline plus top-down leadership ideally through a harmonious Sales & Operational Planning (S&OP) process.

Month, quarter and year-end push. Run your business on one set of numbers agreed at Board level and ensure NOBODY (particularly Sales!) operates an alternative private agenda. If you follow a decent S&OP process such period end pushes can be avoided. Let's face it; period-end sales pushes place huge strain on everybody in the organisation yet only the Sales people receive a bonus for these efforts...........!

Failed launches. Get real with new launch innovation volume projections. Brand Managers will always, repeat always, overstate how successful their new brand/SKU is going to be. They do not want to appear unambitious, nor do they want to run out of stock but this is what happens when self-interest decisions are taken outside of a healthy S&OP process.

Old label/formulation stock. New launches should not a surprise and with decent planning you can avoid having old label/formulation stock in the Distributor warehouse. As soon as you start pumping in an SKU with a new label the Distributor will stop selling the old one. "Well that's his problem" - no it isn't as it blocks his warehouse, his cash flow and your customer service. If you plan your launch volume ramp-up well you can avoid this by simply running a sink-market region where all stocks of the old label SKU are sold out, possibly with a discount.

Old and expired promotions. If promotions have failed and do not move then take quick action and don’t let them sit gathering dust. Dismantle co-packs and put the valuable and original SKUs back into stock and/or re-label special offer packs.

Returns from customers. Producer sales forces struggle with this and particularly when it concerns Key Accounts. You need a cast iron agreement on responsibility AND authority for customer returns. If this is contractually agreed then fine, take the stock back and redirect it in your system. If there is no definite agreement then you leave the door open to individual sales people taking unilateral and comfortable decisions to accept returns to get clients off their back. Unexpected and unmanaged returns cause havoc in logistics, warehousing and in ERP's.

Producer forecasting errors. No forecast is ever 100% perfect and nor should it be, by definition. However, if you measure your forecast accuracy BY SKU and take actions to improve accuracy then this source of overstock can be significantly reduced. Ignore calls to measure accuracy by brand or by category as the data is useless to the people supplying the products.

Damaged and expired. This is really an accumulation of items 1-6. Damaged and expired products will be present in any business. To ensure they do not appear in the ERP as good stock available for sale it is important to write off and dispose of them as soon as possible.

In order to prevent re-occurrence there needs to be a change in company behaviour coupled with a living S&OP process led by the most senior person in the organisation.

            Want to know more about getting your inventory level right in FMCG?

Contact Dave with your questions!

Image courtesy of  Stuart Miles at freedigitalphotos.net


Tags: FMCG, Dave Jordan, CEO, Supply Chain, CEE, Traditional Trade, S&OP, Sales, Inventory Management & Stock Control

FMCG 3PLP Outsource Tendering in CEE - Top 7 Hazards

Posted by Dave Jordan on Wed, Nov 26, 2014

This process can be straight forward but a little extra care and knowledge will ensure you achieve the best solution for your business.

FMCG 3PLP HAZARDS OUTSOURCE resized 600Just a quick reality check, do you really need to outsource? Before embarking on a complicated tender are you really convinced your current in-house operation is unsuitable? Think long and hard about outsourcing or you could be trapped in a long term relationship with someone who may not care about your business as much as you do. Assuming you have taken the correct decision let us take a look at 7 things that can go wrong.

Qualification. Get an idea for which companies are likely to be interested in and capable of being your 3PLP. Do not be surprised if your list is relatively small but you should aim for 8-10 contenders in this first sweep. Contact these companies with a questionnaire asking them to outline their capabilities, pedigree and reputation and follow this up with a face to face meeting where you can get a better feel for competence and commitment.

Cost Comparison. Outsourcing is not always about cost reduction but the costs of the 3PLP contenders will be a major element in the decision. Ensure you know your current costs for the entire service you are expecting the 3PLP to provide. You need transparency on your own cost structure in order to make a valid and meaningful comparison.

Process Leadership If possible, appoint a leader from outside of the Supply Chain team, e.g. Finance. This will promote impartiality and in any case many of the key debates will be in the Finance area. For complete impartiality you might consider hiring an Interim Manager or Consultant who is rewarded on the tender process efficiency and has no longer term interest. All contenders will be trying to pick up snippets of advantageous information and you must not compromise the tender process in any way.

Time Expectations. Don't rush the process despite the pressure from above (or below) to make a change. You will be reliant on your 3PLP to support your business so make sure a timetable is agreed with all stakeholders, including your own Supply Chain people. The tender process will not be a secret however hard you try and your people will be nervous. Any changeover time should fall in a slack period so avoid your seasonal peaks and major promotional periods.

People. If you are outsourcing your existing in-house Logistics function then you are either going to make a number of staff redundant or you will be looking for the new 3PLP to take those staff on board. Either way you must treat people in the best way possible or your service levels will suffer as you make this difficult change.

If you are making existing staff redundant you must keep them fully informed at each critical step. Why not consider an escalating loyalty bonus linked to performance? If existing staff members are being offered the opportunity to join the new 3PLP then it is your responsibility to ensure terms and conditions are fair. From experience in CEE it is wise to build a "parachute" agreement into the new contract ensuring existing terms and conditions are maintained for a period of say, 12-18 months.

Beware of Distributor partners trying to step up to the mark as a 3PLP and be similarly aware of any of the big names who are not present locally but "expect to be". This means they are unlikely to enter your market unless they get your business and you might not appreciate being their new guinea-pig!

Start-up Phase. Ensure your tendering process includes a clear understanding of what will happen as the business is transferred. How soon will KPI's be at the required level? Does the 3PLP have the necessary staff with relevant skills, eg narrow aisle FLT drivers. Has the WMS been robustly tested.........Even some of the big name 3PLPs make mistakes at this crucial time.

FMCG 3PLP OUTSOURCIING HAZARDS resized 600Taking care of these 7 elements will help you move through the all-important implementation phase to a relatively steady business state without surprises.

3PLPs tend to be very slick at securing new business but some of them are not very good at keeping it!

Want to know more about logistics in the CEE region?  Check out these posts as well!

 

 

Logistics: Working With 3rd Party Logistics Providers in CEE 

Working With 3PLP's in CEE - When did you last see your stock count?

Top tips to improve your cycle counting & avoid suffering stock shock 

Image 1 courtesy of photostock at freedigitalphotos.net

Image 2 courtesy of Ambro at free digitalphotos.net


Tags: FMCG, Logistics Service Provider, Logistica Management, Dave Jordan, Supply Chain, CEE, Logistics Management, Outsourcing

FMCG - Here comes summer, is your drinks RTM ready for the sun?

Posted by Dave Jordan on Wed, Jul 02, 2014

Improve Beverage DistributionSummer has finally reached Romania and this will be good news for all the beer, water and soft drinks producers. Nothing raises sales like a scorching yellow disc in a clear blue sky.

One of the classic summer tracks is Here Comes Summer by a variety of artists depending on your age. When you hear this song it is a sure sign summer is approaching and if you want to sell your drinks you had better be ready!

With reference to the original piece by Jerry Keller.

Here comes summer
The sun is out, oh happy days
Here comes summer
The peak for drinks is on the way
If we’re winning
Our sales will rise right away
Will the sun shine bright on our happy summer sales?

Here comes summer (here comes summer)
Almost June, the sun is bright
Here comes summer (here comes summer)
The drinks market will be tight
It's the toughest (here comes summer)
So little time to get it right
Will the sun shine bright on our happy summer sales?

Distribution’s not so bad but it could be better
They need close attention to make it to the top
Assess your route to market and do it soon
If we miss, our drinks sales will surely drop

Here comes summer (here comes summer)
Don’t let your competitor sales outshine
Here comes summer (here comes summer)
Whether it’s beer, soda or wine
Make it the greatest (here comes summer)
Drinks season of all time
Will the sun shine bright on our happy summer sales?

Image credit: raichinger

Tags: Brewing & Beverages, Route to Market, Dave Jordan, CEE, Traditional Trade, Sales, Distribution, RTM Assessment Tool

FMCG Route To Market (RTM) Distribution: Where did I put my keys?

Posted by Dave Jordan on Wed, Mar 26, 2014

If you are male and own a car then you will have spoken these words at least once! If you do not have a dedicated place to hang your keys then they will be surely be misplaced at some stage. You might miss an important event, football match or at the very least you will upset your spouse after complaining about how long she takes to get ready! Hold on a mnute, what has this got to do with supply chain, has Dave lost the plot?

Key to distributor management

How many sales have you lost business through Distributors not being able to find the right stock at the right time? You probably do not know the answer to that but I can bet it will be significant if the Distributor operates in a sub-standard warehousing operation. Sadly, this is still the norm in Romania, CEE and developing markets in general. Producers do not pay sufficient attention to how their valuable and carefully prepared stock is stored and handled by Distributors. Please do not misunderstand me. I am not proposing a cutting edge Warehouse Management System or narrow aisle reach trucks but a basic level of efficient operational warehousing is required to support professional producers.

Once the stock is inside the storage location you need to know where you put it - remember the keys? If racking is available then the destination location of each pallet must be recorded. No racking? Create a simple painted grid on the floor which allows you to allocate a particular space to a pallet or box or sack of product. (This also helps to maintain safety in the warehouse by isolating pedestrian and FLT routes.)

Above all else ensure there is a sensible level of security and no, I do not mean an internal team staffed with long term employees considered "part of the furniture". Distributors need to invest in a professional partner who has the training and authority to provide security for your stock. The key here is to continually rotate the security staff and prevent familiarity relationships developing. Like it or not but you need to have constant 24/7 checking of what is actually being loaded into trucks.

How many times have you faced large and unexpected stock losses at your Distributors whether through theft, damage or expiry? Even if they own the stock it is your lost sales! If you get the security aspect right then that might not be your biggest concern as Distributors are notoriously poor at applying stock rotation or FEFO/FIFO rules. You seldom get close to this end of the chain so you do not see it....until someone finds expired product on the shelf. At this stage it is your reputation at stake irrespective of any penalty clauses you can apply to the Distributor. Again, this does not have to be very sophisticated but there needs to be a basic routine to monitor stock age - pen and paper still works!

Finally, stock counting is a formal requirement in any business but this is seldom carried out properly, if at all. In any Distributor relationship you need to ensure cycle counting from day one in addition to the legally required annual counting. The rotational checking of a few sku's per week will reassure both parties that stock is under control and prevent an unexpected stock loss which has to be booked at the year end. Again, it is not just the financial consideration but if customers are ordering skus which are not in the warehouse then it is your lost sales once more..

Ensuring the Distributor applies some basic warehousing rules can contribute to a significant, positive difference to your stock outs on shelf.

(Me? My keys are magnetic and I stick them on the radiator as I enter the house! This alos make them nice and toasty in the winter.)

Success in distributor management

Tags: Route to Market, Dave Jordan, CEO, Supply Chain, CEE, Traditional Trade, Distribution, Inventory Management & Stock Control

RTM Logistics: Getting your “stuff” onto shelves for consumers to buy

Posted by Dave Jordan on Thu, Nov 15, 2012

You may well have another corporate buzz term for the getting your products onto shelves, into restaurants and into coolers but the title above is simple and succinct. You may use Route to Market, Go to Market or Distribution but they all have the same challenges and ultimate objective. The simplest internet definition I found was “Route To Market: The supply chain that a product follows to get to the final consumer”.

The final leg of what could be a lengthy global Supply Chain crossing oceans and mountain ranges is what can separate the women from the girls. If your product is not available for sale then it will not be purchased; cue dissatisfied consumer walking away with a competitor product. Grrrrr, irritating isn’t it?

Look back a few lines and you will see that Route To Market is part of a Supply Chain…….Think about that for a minute. The skills needed for moving the right stuff around at the right time and right cost are those to be found in logistics, planning, warehousing, transport etc. Why then, do companies leave this critical part of the chain to sales people?

You wouldn’t ask a plumber to repair your car or a ballet dancer to build a wall or a politician to run the country, would you? No, so why should you ask a sales person to manage this part of the Supply Chain? Call one of your sales colleagues and suggest you carry out the negation with Carrefour this year. Exactly, unlikely to happen and if you did manage to get in front of a Carrefour purchasing Rottweiler you would probably leave without your shirt.

If your products go into a Sales-led Distributor “black-hole” and you have poor performance in the Traditional Trade then you might consider getting some Supply Chain experience on the job. I am not suggesting you change your structure though personally I think this would be valuable. You will have people in your organisation with the right skills to move SKUs efficiently from Distributors and onto shelves, coolers etc so why not us them?

Route to Market, Go to Market or Distribution? How about changing the way you do things to “Win The Market”?

 

Improve Distribution Operations

Tags: Brewing & Beverages, FMCG, Route to Market, Dave Jordan, Pharma, CEE, Traditional Trade, Distribution, RTM Assessment Tool