Supply Chain Blog

Supply Chains – A second look: What do all those initials really mean?

Posted by Dave Jordan on Wed, Feb 08, 2017

In common with many business functions Supply Chains adopt multiple initials and/or acronyms to describe various tasks and processes they manage on a daily basis. Those not familiar with SC-speak will often sit bemused as various initials are quoted and debated and then usually blamed for some tenuous lost sales claimed by Sales and Marketing.

Here I take a fresh look at just a small selection of those Supply Chain initials and acronyms.

SC – Super Colleagues. Well, I may be biased but that is what you usually find. Supply Chain people must react to wildly varying demands and impossible timings but more often than not they succeed to get stock to the right place at the right time.

SOP - Supports Outstanding Performance. If you do not follow an S&OP process and your business is doing well and is robust then a pat on the back is deserved. However, if your business is struggling then you might consider the benefits of S&OP which can make all the difference.

IBP – Irritating But Productive. Often considered to be a more mature version of S&OP, Integrated Business Planning can be similarly difficult to get started but when everything clicks, business benefits.

Supply_Chain_FMCG_Initials.jpgSAP - Spreadsheets Are Preferred. The use of spreadsheets is prevalent in many businesses and equally common is the number of CEO’s who believe spreadsheets are NOT being used in their workplace! They almost certainly are but what can you do about this?

IKA- Irritating, Keep Away. In mature Western European markets, big name International Key Accounts are firmly established but in many other parts of the world the reality is quite the reverse. Traditional Trade is a very important part of many developing businesses yet most fail to pay sufficient attention to the continued growth potential of the TT channel.

SKU - Sales Keep “Upping”. Introducing new SKUs really should be a cross business decision taken within the context of S&OP and with sound financial analysis. Sadly, this does not happen very often as businesses rack up lengthy SKU lists where the tail items do not even pay for themselves in turnover, margin or profit.

KPI - Keeping People Interested. The adage of “if you don’t measure then you cannot improve” is certainly true here. Take care to manage your KPI’s closely and frequently but make sure you have a set which ensures everyone knows how they impact collective team performance and results. Visibly reward against the relevant KPIs and your staff will keenly follow them.

ERP – Everyone Requires Products. The whole purpose of your Enterprise Resource Planning is to get your products to the right place at the right time and at optimum cost. Occasionally, priorities must be made between demanding customers and a good ERP will guide your decisions.

PLP -  People Loading Products. Think long and had before outsourcing your outbound logistics operations to a 3rd party as they may not be ready to take on your business, seamlessly.  Prepare thoroughly and ensure you know exactly what you want from them and the relationship. A big step that is difficult to reverse without pain so be careful!

WMS - Where’s My Stock? Your 3PLP partner should be left to run their own business as that is why you pay them. However, you need to be involved in the stock counting process or you will lose sales and experience costly year-end write offs.

4PLP - 4 People Loading Products. If you have successfully used 3PLPs for some time you might wish to take a look at what a 4PLP can offer to the business. This is certainly not for everyone but can be very cost effective.

RTM - Retail Takes Money. Whether your focus is on IKA or TT how you manage your distribution network will be a key driver of your success in the market place. It is a fact that companies spending time and effort getting their developing market TT distributor networks in good order are more successful.

FIFO – Find It, Fuss Over. When you (or your 3PLP) operate a tight warehousing operation you will know where your stock sits, how old it is and what needs to move out to avoid write off costs and the inevitable poor customer service.

OTIF - Often The Invoice Fails. If you fail to deliver orders on time and in full you invite the customer to challenge the invoice and delay payment until you have made financial adjustments.

There are many, many more examples of SC-speak but this set will do for a KO so TTFN!

Image courtesy of boulemonademoon at freedigitalphotos.net

 

Tags: SKU, FMCG, Route to Market, Dave Jordan, KPI, Traditional Trade, S&OP, Logistics Management, Distribution, Inventory Management & Stock Control

An FMCG Distributor Is For Life: Not Just For Christmas

Posted by Dave Jordan on Wed, Dec 21, 2016

Ok, so you are unlikley to see this on a car bumper sticker but FMCG Distributors will have a significant impact on your sales performance, probably your variable pay bonus and therefore your CEO aspirations! How have you treated your Distributors this year? Were they the usual pain in the proverbial - failing to achieve targets, not paying on time, always moaning about trading terms? Of course, some Distributors do fit this stereotype but others are keenly trying to be treated as and to be, equal partners in your business success. But do you see this?

How are things going in Q4? Have you fallen into the trap of the “sales bonus push”? Year end stock clearance FMCG Breaking all the supply and sales phasing rules you have been trying to drum into Distributors? Did you strictly maintain discipline on Sales & Operational Planning or did the last quarter deteriorate into a “sell whatever we've got in the warehouse” scenario?

Companies that spend time and effort in proactively guiding their Distributors, providing relevant training and support inevitably succeed in the market place. Yes, at the end of the day Distributors have to stand on their own two feet but so many FMCG companies assume an organisation calling itself an “FMCG Distributor” inherently knows how to properly support any specific business.

If you do not pay attention to the Traditional Trade (TT) distribution side of your business then you are asking for trouble and that trouble usually ends in divorce along with all the discontinuity baggage separation brings. You need to avoid your choice of Distributors becoming like the English Premier League where managers get about 5 minutes to make an impact before being shown the door. (Strange though, that all these football managerial failures usually find another highly paid role.)

So, as we approach a special time of the year why not think about your Distributors and ask yourself if you have given them a fair crack of the whip?  If not, then you might consider a New Year resolution to develop a strategy for mutual success. This is far better than continually highlighting deficiencies and using backward looking, discipline focussed KPIs to bash them on the head.

Sit down with your RTM Distributors regularly, evaluate their strengths and weaknesses and agree to do something about the latter. Simply running through a Route To Market evaluation together can work wonders in establishing trust and cooperation. Do yourself a favour and do this now before Q1 next year also becomes history.

Click on the RTM link below and go!

CTA RTM Free Download resized 600

Image courtesy of stock.xchnge at freeimages.com

Tags: FMCG, Route to Market, Dave Jordan, CEO, Performance Improvement, Supply Chain, S&OP, Distribution

FMCG CEO 2016 Letter to Santa Claus (aka Father Christmas)

Posted by Dave Jordan on Tue, Dec 20, 2016

FMCG/Brewing/Pharma CEO Letter to Santa ClausDear Santa,

I have been a very good FMCG CEO this year, I promise. If you want, you can check with my shareholders. They know how good I have been this year. Apart from the out of stocks of course, oh and the little mistake when we had to write stock off and waste lots of our money. But that is not so bad is it? Other CEOs were naughty last year and they still got what they wanted from you.

I had better be honest because you will know if I am not telling the truth. We also had a problem starting S&OP and so our planning, forecast accuracy and sales were not very good. They were not really big problems so I hope you can forget about them this time, please. Next year I promise to do better, I do, honest.

I forgot about the Route To Market (RTM) mess we had in the peak sales months but that really was not my fault. I also promise to do something about RTM next year and make sure it works properly so people who buy our products are not disappointed again. I know it is bad when people come to buy our products and then spend their money on something else. I will talk to our distributors and Enchange and find out what we need to do.

I know, I know, when the new ERP computer system was switched on we were not really ready for the change but we did make it better as fast as possible. I did not think we needed any outside help for the new IT but I admit I was wrong. Next time I will get it right, hopefully without having any lost sales.

The factory thing was not my fault, I think. The factory man promised me lots of product but his machines kept breaking down at the wrong times and we had to wait for the fixing men to arrive. They took ages to get the machines working again and then they broke down again and again. No, it is not a very reliable factory, yet.

Does the warehouse problem count against me as well? We could not find our products when we wanted them and then when we did find them they were old and out of date and of no use. This was very sad but it will not happen again next year, I hope.

I have just read my message again to make sure I did not spell any words wrong and I see I was not as good as I thought. Actually, after reading this I am going to the chimney to take my stocking down and put it away in the Christmas storage box. I will try again next year, Santa.

Bye bye and Happy Christmas.

CEO FMCG

Image credit: HikingArtist.com

Tags: Route to Market, Christmas, Logistics Service Provider, Dave Jordan, CEO, Humour, Performance Improvement, Traditional Trade, S&OP, Sales, Inventory Management & Stock Control

FMCG: What does S&OP bring to the party? Sales success of course!

Posted by Dave Jordan on Thu, Sep 17, 2015

During my recent travels I met with two Sales (or Business Development Directors if you’re posh) from well known FMCG companies to discuss an assessment review of their Route To Market (RTM) networks. Surprisingly, neither was interested and gave a remarkably aligned reason for the rejection. “All this does is raise Sales In and we know how to do that already”. Oh dear!

No, Nein, La, Nu, He, Nem, Không có!!! Whatever language you choose to use, this understanding of an RTM assessment review is flawed. There is no doubt Sales Directors across the globe know how to increase Sales In and frankly it is not that hard is it? You can use promotions, discounts, extended credit, BOGOF, sale or return etc, etc. Unless you are regularly working on a knife edge with out of stocks (OOS) at the Distributor, pushing Sales In does not guarantee one single extra sale, not one single piece.

Without a focus on Sales Out any stock pushed into an RTM network is likely just to sit in Distributor warehouses as there is no obvious consumer pull or demand. The Distributor is sitting on plenty of valuable stock but without a pull from the trade all this extra pushed stock is wasted. One of the key drivers for a push strategy is the alignment of Sales In targets with Sales Team bonus payments. Once the stock has moved out of Producer hands it is considered a “sale” and this is simply not true in the cold light of day. Nothing is actually sold until a consumer has handed over their hard earned cash at the till.

FMCG_RTM_SALES_UPLIFTThe beauty of an RTM Assessment is that it addresses how to achieve a Sales Out uplift and every assessment with which I have been involved has achieved such an uplift! If you get close to your Distributors and develop a lasting relationship you will be able to get more out of the market – even in this recession which seems endless.

Partnership – treat Distributors as equals as they are an integral part of your Traditional Trade business whether you like it or not. Hold regular meetings at the right levels and ensure the discussion is a real two-way process.

Planning & Logistics – do not assume Distributors know how to aggregate demand by SKU to form a demand forecast. If their forecast is more accurate then this gently ripples right back to you own factory and procurement activities.

Sales/Order Management – provide training to ensure your face to the customer is professional and competent. Ensure orders are captured promptly AND that stock is available to promise.

Finance & Back Office – is the Distributor financially sound and capital efficient? Do they recruit and retain the right calibre of people and are they rewarded fairly and sensibly?

This is just a snapshot of a what a comprehensive RTM assessment review delivers and more can be found here.

If you are struggling to make your 2015 numbers you might find that Q1 2016 presents an extremely difficult start to the year. A thorough review of your RTM Distribution network could be just what you need to make up ground in the following months.

A real uplift in FMCG sales is there for the taking!

Image courtesy of samuiblue at freedigitalphotos.net

Tags: FMCG, Route to Market, Supply Chain, Sales, RTM Assessment Tool

FMCG Route to Market – the Warehouse to Customer journey

Posted by Dave Jordan on Wed, Sep 02, 2015

Your Supply Chain has been revised, optimised, transformed or even blue sky’d – yes, honestly have been present when this was used but managed to stifle a guffaw into a cup of hot chocolate. What a smooth running well oiled machine it has become. Processes and procedures have achieved ISO standards in all areas and KPIs shine like a halo above the Supply Chain Directors swelling head.

You source competitively and you have a robust Supplier Certification process in place. Raw and packaging materials arrive on time in full and the supplier relationships are good.

Manufacturing operates like a Rolls Royce with the full raft of certification and manufacturing excellence credits. You really are producing tomorrow demand today.

Sales & Operational Planning (S&OP) is alive and kicking and has the full buy-in of all functions, even sales and marketing. The top team has a monthly love-in with the Board S&OP meeting.

A proactive 3PLP partner is in place and operates your logistics to best in class cost and standards. Stock shrinkage is minimal and even fuel and tyre consumption are routinely monitored to keen costs keen and service on track.

Your Route To market (RTM) distribution partner operates at a Customer Service Level higher than the completion with universe coverage approaching 100%. This RTM news sounds too good to be true and certainly if you are not careful it can suddenly go really bad. No, I mean really, really bad with all sorts of body parts going over each other. Let me tell you a short factual tale......

FMCG_RTM_TT_SALES_SUPPLY_CHAINThis week I joined an FMCG sales agent on his daily journey to deliver temperature controlled products to traditional trade customers. I did not know what to expect as Cecil (not his real name) chugged away from the chill of the warehouse and towards the steaming metropolis. While many tasks were completed well the overall experience was a disappointment. Here’s why.

1.The chiller unit was not working correctly so product integrity was immediately at risk

2.The van air conditioner was not working so quickly both Cecil and I looked like we had run a marathon.

3.Orders were picked in the rear of the van while the door was open for several minutes and no air curtains were present. (Picking on the move, beat that Amazon.)

4.There was space to pick in the van as space was only 20% utilised.

5.Cecil made “on the hoof” decisions on the route plan as we repeatedly passed the same landmarks including a bus stop packed with female students.....

6.The van remained unlocked while Cecil was inside the outlets making the deliveries and collecting cash.

OK, this was one spot check in a full year of RTM deployment but I am sure a majority of these observations will be present in other areas and with other sales agents. This is the sharp end where sales are made and cash collected so however impressive you Supply Chain may be it is imperative that FMCG producers regularly experience the final face to face customer experience. Far too many sales managers are sat in offices appearing to work hard while actually following the cricket/rugby/football on the internet*.

* Delete as appropriate for you.

Image courtesy of palZiyawit at freedigitalphotos.net

Tags: FMCG, Route to Market, Supply Chain, Sales, RTM Assessment Tool

FMCG Drinks Route to Market – let’s get fizzical in CEE

Posted by Dave Jordan on Wed, Aug 19, 2015

In a past life I ran the Supply Chain for an FMCG company in the 6 Gulf Co-Operation Council (GCC) countries plus Yemen in the Middle East. The Distribution model was one different legal entity per territory even for the largest market of Saudi Arabia. Within the smaller markets there tended to be one or two stock holding points which were enough to meet demand in a reasonably short Supply Chain. KSA on the other hand had stock holding points in a majority of the larger population centres.

Moving stock around Saudi Arabia as demand fluctuated was often a simple call between the Supply Chain team and the distributor first point of contact. The distributor owned the stock of course and could do as he pleased but this interaction allowed for optimum internal customer service and timely production and replenishment from the factories. This provided a degree of advance warning outside of the formal forecasting system which was very welcome.

As confidence and cooperation progressed, this flexible replenishment process was expanded to cover cross-border assistance. For example, shortages in Bahrain were quickly erased by stock transfer with appropriate paperwork from the distributor in Dammam. This was not a substitute for good integrated business planning with the distributors but when lost sales became a real possibility all opportunities were considered. Sensible stuff but not exactly rocket science!

Anyone living in or around Romania presently will have “enjoyed” a prolonged spell of very hot, dry weather and uncommonly lacking a few end of day cooling storms. All those drinks producers must be very pleased they can avoid an “it was a poor summer” comment in the annual results. Well, this is true if your products are continually on the shelf! No excuses, they must be continually present in front of consumers’ eyes at the precise time they have a raging thirst to slake.

Driving across the Hungary-Romanian border during the heat wave we discussed where to stop for food and much needed drink and decided to cross into Romania as the Hungarian road side service stations all seemed busy. Busy with many people drinking a certain drink and even as we moved on we saw branded trucks arrive to keep stocks moving.

(Aside: Sadly, you leave the good road infrastructure behind in Hungary and any form of transport moves slower in Romania, even the planes! All FMCG producers and distributors would hugely benefit from a half decent road infrastructure.

We needed drinks and the range was wide with all the big names present bar one. This was one brand you expect to find everywhere and every time. The closest you will get to an omnipresent fizzical form in a can or bottle. Shelf empty. Ah ha, the weather is so hot it will all be in the cooler. No. Not there either. (Strangely, nobody had hijacked the prime cooler space, yet......)

Having been involved with drinks Route to Market (RTM) in CEE for several years I was compelled to ask why my fizzy favourite was not available. The simple response was that the distributor did not have any stock. Ok, so why not get some from somewhere else? We can but it cannot get here until after the weekend. I mentioned that you could probably get stock from just across the border in Hungary. Lots of head shaking and nu, nu, nu.

Yes, you would need some paperwork but we are all in the EU so that cannot be difficult, can it?

FMCG_Drinks_RTM_CEE

Yes, you would need to meet labelling requirements but this type of stuff is bottled by a regional giant so both languages are usually present.

Yes, you would need some agreement on transfer pricing so competitive margin positions are roughly maintained but why ever not?

If producers do not get a serious grip on their Route to Market operations and cross-border opportunities then they will lose sales and/or someone will move in and destabilise the market with legal but “grey” imports.

A little more flexibility, pragmatism and entrepreneurship would pay huge dividends when demand is constantly high.

Image courtesy of Chris Sharp at freedigitalphotos.net

Tags: Brewing & Beverages, FMCG, Route to Market, Dave Jordan, RTM Assessment Tool

FMCG Supply Chain: Famous Last Words

Posted by Dave Jordan on Wed, Jun 03, 2015

Speach_bubbleThe “Famous Last words” of people can be intriguing, rude and frequently very, very funny yet equally they can be complete nonsense. In the context of the FMCG Supply Chain, “Famous Last Words” are usually uttered just before something disastrous or unexpected happens. Rarely is the term used with the expectation of good news to follow.......

Here are some “Famous Last Words” you may hear in your FMCG, Brewing or Pharma business meetings:

  • CEO/Chairman: “This S&OP process works extremely well. I knew it would.”
  • Marketing Manager: “The new artwork will definitely be here in time for print production.”
  • Brand Manager: “Don’t worry there will only be three colours on the label artwork.
  • Finance Manager: “Working capital continues to reduce and will soon be negative.”
  • Sales Manager: “This month our forecast will be extremely accurate.”
  • RTM Manager: “The Distributor network runs like clock-work for us in Traditional Trade.”
  • Planning Manager: “All SKU on the price list are available for sale.”
  • Factory Manager: “We are reliable here; we do not have breakdowns or losses.”
  • Procurement Manager: “All RM/PM supply contracts are guaranteed up to year-end.”
  • Safety Manager: “Our last Lost Time Accident was well over a year ago.”
  • Logistics Manager: “No problem, plenty of space in the warehouse at month ends.”      
  • IT Manager: “Crash? Don’t be daft this software is bomb-proof.”
  • HR Manager: “We run a happy ship, people are content and nobody useful ever leaves.

Nothing is ever as simple as it looks and sometimes commitments and promises fail to materialise but why always just at the wrong time?

There are many more examples from real life so please feel free to leave yours in the comments section. Why not give us a call if you hear far too many of these statements in your business.

 Supply_Chain_Dart_Baord

Why not give us a call to discuss your needs?

 

Tags: FMCG, Route to Market, Dave Jordan, Supply Chain, S&OP

FMCG Distribution: Route Planning & IKEA Shopping Chaos

Posted by Dave Jordan on Wed, Apr 29, 2015

Ok, I know I should not have gone there. It was Sunday and well before the live Premier League football on the TV. The weather was cold, the air was full of drizzle and as I turned off the overgrown roundabout the scale of my folly dawned; the IKEA car park was bursting at the seams. Every available legal and illegal space was taken.

There were families pouring out of cars and into the store and equal numbers trying to squash brown flat-packs of “destroy it yourself” furniture and fittings called Grunt, Splat and Twong into impossibly small cars. What do these people do about their Sunday outing passengers after they have loaded up? Do they give Granny and Granddad a few coins to take the bus home? There is no way you can fit all the passengers and the flat-pack must-haves back into some of these cars.  Maybe that is why they provide rope at the IKEA loading bay; it is actually to tie Granny and Granddad onto the roof of the car.

Oh well, I am committed so might as well join the hoards of people unable to control shopping trolleys, with absolutely no sense of direction and with varying levels of short-term memory loss. I hooked a yellow bag over my shoulder and I too became an IKEA shopper!

I know there is a science in store layout design whether it is a supermarket, a DIY store or an M&S type outlet. The store wants everyone to see everything they have available and they want it to be just at the right time when for example, the shopper has been subliminally convinced that the bright pink Plobo stool would look really nice in their kitchen.

FMCG RTM ROUTE PLANNING resized 600Oh, but the chaos this causes in an IKEA store. Being a Supply Chain chap I would make the whole store strictly one-way with nobody allowed to double back to soft furnishings or for a forgotten low energy light bulb. In fact, if I had my way I would make the floors with a defined downhill gradient and ensure trolley wheels were oiled hourly to help people on their way, through the broken furniture bargain section, past the cheap but strangely filling fast food and out into the car park. What about a small battery pack on each trolley which delivered a persuasive tingle of current if you tried to push the trolley against the traffic? Too extreme, possibly!

Think of all the wasted hours and wasted effort of moving all the way through the store then insisting on reversing the route and getting in the way of everybody else. Then it struck me. I realised where I had seen this before and why I perversely enjoyed dodging the trolleys in the IKEA shopping maze. This is what many FMCG companies suffer in their distribution route planning in Romania every single day. Wasted miles, wasted fuel, wasted time and in all that time there are customers not being served.

If your FMCG sales are struggling along and the stream of excuses for monthly gaps appears endless you might take a close look at how much time your sales people spend selling to and guiding distributors in the Traditional Trade If they have adopted the IKEA system then you may just have spotted a huge opportunity to improve your Route To Market performance.

Go and have a closer look. Get some IKEA rope, tie yourself to the roof a salesman’s car and see what some simple thought and routing logic can add to your bottom line.

Image courtesy of Stuart Miles at freedigitalphotos.net

Tags: FMCG, Route to Market, Supply Chain, Sales, Distribution, RTM Assessment Tool

FMCG Traditional Trade Distribution: A letter to the Drinks Agony Aunt

Posted by Dave Jordan on Wed, Apr 15, 2015

Dear Drinks Agony Aunt,

I have reached the end of my patience. I’m drinking too much coffee, too much beer, I smoke like a chimney, I’m not eating properly and I just cannot sleep. I have not managed to watch or play any of my favourite sports and now even my kids call me Uncle Dad as I spend hour after hour at work. At times, a short step off a tall bridge without a bungee cord does not seem such a bad idea. These drinks Distributors are killing me. Literally!

FMCG Drinks Distribution Agony resized 600The world’s greatest drinks salesman is glowing bright yellow in the sky. Consumers are literally gasping for drinks yet we cannot get our products onto shelves and into coolers. We have given the Distributors some very focused incentives and we are spending thousands on quirky TV adverts with that irritating guy with the funny hair. There is no doubt our brand awareness is right up at the top level yet we just don’t sell as much as we could and should!

When the weather is this hot, consumers want a drink when they are thirsty and not when Joe Egg the Distributor can be bothered to turn up in his smoke belching van to replenish stocks. If our product is not sitting invitingly in a cooler the thirsty masses simply take an alternative product. Consumption is immediate, I have lost a sale and this drives me madder than Brian Mad of Madcastle.

Please, please help me. Tell me what I should do before I lose even more of my hair.

Yours,

Frustrated of FMCG Drinks

......and the answer.  

Dear Frustrated of FMCG Drinks,

Thank you for your letter, which was a delight to read. Believe me; you are not alone in having such feelings and concerns. There is nothing worse than seeing the world’s greatest drinks salesman shining down and not being able to meet the demand of the thirsty masses. This frustration plus the lack of return on valuable investment can leave even the calmest of souls agitated and depressed. However, do not despair. As I said you are not alone and this is not the first time I have seen this problem. You need professional help to receive the Route To Market/Distribution therapy you need.

Firstly, you must overcome 2 important barriers. The first is that you cannot assume your existing Distribution network is entirely suitable for the job in hand. Secondly, you must look at yourself in the mirror and realise that you are not perfect either. If you can do these 2 things then help is at hand.

Using this simple checklist and guiding definitions you can take a critical look at how you manage your Distributors and how they manage your business on your behalf. Some of the questions are searching and may cause you some discomfort but this is necessary in order to accurately evaluate what is going well and what can be improved.

Do not keep this to yourself. The effective management and exploitation of a robust and proactive Distributor network is a team effort requiring buy-in from all Board colleagues and peers. Keeping this problem to yourself will only increase the caffeine/beer intake and accelerate the hair loss!

I will always be pleased to help you and look forward to your feedback on a very positive experience with the checklist. Cure the problem, do not treat the symptoms!

Yours in a soothing, calming tone,

The FMCG Drinks Agony Aunt

Image courtesy of Stuart Miles at freedigitalphotos.net

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

Free FMCG Route to Market Improvement E-book

Posted by Dave Jordan on Wed, Feb 11, 2015

describe the imageDo you need to improve the availability of your products in the Traditional Trade?

Do you know the strengths and weaknesses of your distributor network?

Do you know what really happens after your products leave the warehouse?

Is your network managed as an extended supply chain or a sales irritation?

Practical, hands-on advice to FMCG producers on how to improve distribution operations including:

  • Choosing the right distributor.
  • Importance of communication.
  • Overstocking.
  • Unrealistic demand forecasting.
  • How your business can provide proactive support to RTM deployment.

Get our free e-book & put your FMCG distribution operations back on track now!

Buy local image courtesy of Stuart Miles at freedigitalphotos.net

Tags: FMCG, Route to Market, Dave Jordan, Supply Chain, Traditional Trade, Sales, RTM Assessment Tool