The document discusses how weather impacts retail supply chains. A survey of 240 supply chain managers found that weather was the third most important external factor driving consumer demand, after events/holidays and competitor activity. Weather, especially temperature, is used in short-term sales forecasting but respondents felt it could be better utilized. Those using paid weather data reported more benefits than those relying on free data, including better availability, sales forecasting, customer service and reduced waste. The document concludes that properly accounting for weather's influence on shopper behavior and demand planning is increasingly important for retailers.
Inventory Management: How Incremental Improvements Drive Big GainsCognizant
By feeding social and mobile data into planning systems and overlaying analytics, manufacturers and retailers can reduce inventory waste and more precisely target customers.
Natural and Organic Foods and Beverages in the U.S., 4th EditionMarketResearch.com
An outline of the Natural and Organic Foods and Beverages in the U.S., 4th Edition report which examines sales and growth potential, identifying key issues and trends that will affect the marketplace through 2019. The report also analyzes and profiles major marketers and retailers, examines marketing and new product trends, and tabulates consumer attitudes and behaviors toward natural/organic foods and beverages and the corresponding retail shopping patterns. Numerous tables, charts, graphs, and illustrations highlight and reinforce key points.
Impact of Inventory Management on the Effectiveness of Supply Chain Managemen...paperpublications3
Abstract: The main objective of the study was to assess factors affecting the effectiveness of supply chain management practices in Kenyan public sector with, specific reference to the Ministry of Finance. The study’s specific objective being; to establish the effect of inventory management on the effectiveness of supply chain management practices. The study adopted a descriptive case research design and the study population comprised of 120 management staff working at the Ministry of finances’ procurement, finance and administration departments. A stratified random sampling technique was employed to select a sample size of 60 respondents. Questionnaires were used as the main data collection instrument. Descriptive statistics data analysis method was applied to analyze numerical data gathered using closed ended questions aided by Statistical Package for Social Sciences (SPSS). Pearson correlation was carried out to establish the relationship between the research variables. Inventory management was also found to have a strong positive correlation with effectiveness of SCM practices (r = 0.915). The study recommend implementation of EOQ inventory management methods for and IT based SCM systems.
Inventory Management: How Incremental Improvements Drive Big GainsCognizant
By feeding social and mobile data into planning systems and overlaying analytics, manufacturers and retailers can reduce inventory waste and more precisely target customers.
Natural and Organic Foods and Beverages in the U.S., 4th EditionMarketResearch.com
An outline of the Natural and Organic Foods and Beverages in the U.S., 4th Edition report which examines sales and growth potential, identifying key issues and trends that will affect the marketplace through 2019. The report also analyzes and profiles major marketers and retailers, examines marketing and new product trends, and tabulates consumer attitudes and behaviors toward natural/organic foods and beverages and the corresponding retail shopping patterns. Numerous tables, charts, graphs, and illustrations highlight and reinforce key points.
Impact of Inventory Management on the Effectiveness of Supply Chain Managemen...paperpublications3
Abstract: The main objective of the study was to assess factors affecting the effectiveness of supply chain management practices in Kenyan public sector with, specific reference to the Ministry of Finance. The study’s specific objective being; to establish the effect of inventory management on the effectiveness of supply chain management practices. The study adopted a descriptive case research design and the study population comprised of 120 management staff working at the Ministry of finances’ procurement, finance and administration departments. A stratified random sampling technique was employed to select a sample size of 60 respondents. Questionnaires were used as the main data collection instrument. Descriptive statistics data analysis method was applied to analyze numerical data gathered using closed ended questions aided by Statistical Package for Social Sciences (SPSS). Pearson correlation was carried out to establish the relationship between the research variables. Inventory management was also found to have a strong positive correlation with effectiveness of SCM practices (r = 0.915). The study recommend implementation of EOQ inventory management methods for and IT based SCM systems.
What Is the Value of a Retail Scorecard? - 21 OCT 2014Lora Cecere
Executive Overview
Retail scorecards are now more than a decade old. The companies in this study had an average of more than five years of experience using retail scorecards. Buyers and suppliers now manage multiple scorecards simultaneously (in the same relationship) in trading partner communications. The most common scorecards are focused in the areas of supply chain.
As with any relationship, there is always a carrot and a stick. A carrot, or an incentive to do better, is a positive reward system given to affirm good behavior; while a stick is a punitive action for an unwanted behavior. Today, in the administration of retail scorecards, they are more focused on deductions and the withholding of payment.
The primary value of the retail scorecard is the improvement of on-time and in-full shipments. Both parties have the opportunity to use the scorecard to improve assortment and reduce total costs. Today, these opportunities are aspirational. Here we share the insights from the study and end with recommendations for both trading partners.
CEO Survey Distribution & Biens de Consommation (2014)PwC France
http://pwc.to/1lBAoWL
Pour cette 17ème édition de l’étude mondiale annuelle de PwC "CEO Survey", 1344 chefs d’entreprise de 68 pays ont été interrogés entre septembre et décembre 2013. 199 dirigeants du secteur des biens de consommation et 145 du secteur de la distribution ont été interrogés. Les études complètes sont disponibles sur www.pwc.fr.
Supply Chain Metrics That Matter: A Focus on Food & Beverage Companies 2017Lora Cecere
Executive Overview
The Food and Beverage industry is a crowded market with many players. While the competition is intense, demand for healthy and fresh food products is high, and the industry is poised to grow in a volatile economy. During tough economic times, consumers will cut spending on products they do not need; however, they will not cut spending on food and beverages to the same extent.
The key to a competitive advantage is aligning and synchronizing the supply chain to manage material spend in the face of ever-changing demand. Few do this well. Consumers want local and fresh. They want brands they can trust. Traditional food manufacturing supply chains are in conflict, offering packaged foods with long shelf lives.
To try to drive excitement, companies invested in line extensions, a variety of different flavors, sizes, and variety packs, all causing supply chain difficulties for them. This complexity added cost, increased demand volatility, and created uncertainty. As a result, companies struggle to anticipate which flavor, or size, consumers will demand at a given time.
Consumers are fickle about what they eat. As a result, the Food and Beverage Industry arguably sees more consumer shift in demand than any other industry. Thus it becomes crucial that food and beverage companies implement outside-In processes. Becoming market-driven allows companies to better sense shifts in demand.
The Food and Beverage industry is also heavily regulated, due to it being a potential risk to so many consumers. The Food Safety Modernization Act dictates that companies must use approved suppliers and perform due diligence in monitoring supplier activity. Product fraud in the Global Food and Beverage industry has been extremely prevalent and presents a high-level risk to the company. Olive oil containing motor oil or corn oil, and alcoholic drinks containing ethanol are examples of fraudulent food products.
Traceability from supplier to consumer becomes ever more important for this industry to ensure product authenticity, as well as establishing trust with the consumer. Smart labeling and track-and-trace visibility are industry imperatives.
IOSR Journal of Mathematics(IOSR-JM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of mathemetics and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in mathematics. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Pharmaceutical Supply Chains Require New Operational and Technology Models to...Cognizant
To combat slowed growth and industry pressures, pharmaceuticals companies must embrace demand-chain thinking and cloud-enabled solutions to become more agile, flexible and able to share data in real-time with partners.
Quality Promise Program: Empowering Consumers As Your Quality-Control AgentsFeliciaRogers
Presented at Private Brand Movement 2010. A quality monitoring program that utilizes your retail customer base - product users - as QA agents. An effective way to monitor quality and publicize your corporate commitment to quality.
Waste in hospitals - everywhere - is massive. Up to 50% of consumables and devices purchased are never used on a patient. Support activities are highly manual, repetitive and done by professional clinical staff...
This presentation sets out the strategic environment and discusses the development and successful implementation of a leading-edge process and supply chain solution for hospitals.
Supply Chain Metrics That Matter: A Focus on the Chemical IndustryLora Cecere
Supply Chain Metrics That Matter is a series of reports published intermittently throughout the year by Supply Chain Insights LLC. Within the world of Supply Chain Management (SCM), each industry is unique. To help companies understand the differences, we share deep analysis in each report.
While we find it useful to understand the evolution of supply chain excellence by comparing industries, we feel the true stories of supply chain excellence can only be really understood by comparing what happened within a period by peer group. The goal of this series is to share these insights.
Food retailers continue to face challenging economic times as the Great Recession, albeit now officially over, has changed and accelerated changes in consumer behavior and the retail marketplace. Shopping patterns have shifted as consumers have re-evaluated the price-value equation, and the lines dividing retail channels continue to blur.
The global supermarkets and hypermarkets market was valued at $3636.8 billion in 2017. Western Europe was the largest geographic region accounting for $1091.1 billion or 30% of the global market.
Read Report
https://www.thebusinessresearchcompany.com/report/supermarkets-and-hypermarkets-global-market-report-2018
3 key advantages of e2 e supply chain visibilitySameerShaik43
It is vital for logistics providers and their customers to stay updated with current events. Collecting and analyzing real-world data enables the forecasting of the unknown. Strong leadership is founded on an open and honest basis.
https://www.tycoonstory.com/business/3-key-advantages-of-end-to-end-supply-chain-visibility/
What Is the Value of a Retail Scorecard? - 21 OCT 2014Lora Cecere
Executive Overview
Retail scorecards are now more than a decade old. The companies in this study had an average of more than five years of experience using retail scorecards. Buyers and suppliers now manage multiple scorecards simultaneously (in the same relationship) in trading partner communications. The most common scorecards are focused in the areas of supply chain.
As with any relationship, there is always a carrot and a stick. A carrot, or an incentive to do better, is a positive reward system given to affirm good behavior; while a stick is a punitive action for an unwanted behavior. Today, in the administration of retail scorecards, they are more focused on deductions and the withholding of payment.
The primary value of the retail scorecard is the improvement of on-time and in-full shipments. Both parties have the opportunity to use the scorecard to improve assortment and reduce total costs. Today, these opportunities are aspirational. Here we share the insights from the study and end with recommendations for both trading partners.
CEO Survey Distribution & Biens de Consommation (2014)PwC France
http://pwc.to/1lBAoWL
Pour cette 17ème édition de l’étude mondiale annuelle de PwC "CEO Survey", 1344 chefs d’entreprise de 68 pays ont été interrogés entre septembre et décembre 2013. 199 dirigeants du secteur des biens de consommation et 145 du secteur de la distribution ont été interrogés. Les études complètes sont disponibles sur www.pwc.fr.
Supply Chain Metrics That Matter: A Focus on Food & Beverage Companies 2017Lora Cecere
Executive Overview
The Food and Beverage industry is a crowded market with many players. While the competition is intense, demand for healthy and fresh food products is high, and the industry is poised to grow in a volatile economy. During tough economic times, consumers will cut spending on products they do not need; however, they will not cut spending on food and beverages to the same extent.
The key to a competitive advantage is aligning and synchronizing the supply chain to manage material spend in the face of ever-changing demand. Few do this well. Consumers want local and fresh. They want brands they can trust. Traditional food manufacturing supply chains are in conflict, offering packaged foods with long shelf lives.
To try to drive excitement, companies invested in line extensions, a variety of different flavors, sizes, and variety packs, all causing supply chain difficulties for them. This complexity added cost, increased demand volatility, and created uncertainty. As a result, companies struggle to anticipate which flavor, or size, consumers will demand at a given time.
Consumers are fickle about what they eat. As a result, the Food and Beverage Industry arguably sees more consumer shift in demand than any other industry. Thus it becomes crucial that food and beverage companies implement outside-In processes. Becoming market-driven allows companies to better sense shifts in demand.
The Food and Beverage industry is also heavily regulated, due to it being a potential risk to so many consumers. The Food Safety Modernization Act dictates that companies must use approved suppliers and perform due diligence in monitoring supplier activity. Product fraud in the Global Food and Beverage industry has been extremely prevalent and presents a high-level risk to the company. Olive oil containing motor oil or corn oil, and alcoholic drinks containing ethanol are examples of fraudulent food products.
Traceability from supplier to consumer becomes ever more important for this industry to ensure product authenticity, as well as establishing trust with the consumer. Smart labeling and track-and-trace visibility are industry imperatives.
IOSR Journal of Mathematics(IOSR-JM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of mathemetics and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in mathematics. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Pharmaceutical Supply Chains Require New Operational and Technology Models to...Cognizant
To combat slowed growth and industry pressures, pharmaceuticals companies must embrace demand-chain thinking and cloud-enabled solutions to become more agile, flexible and able to share data in real-time with partners.
Quality Promise Program: Empowering Consumers As Your Quality-Control AgentsFeliciaRogers
Presented at Private Brand Movement 2010. A quality monitoring program that utilizes your retail customer base - product users - as QA agents. An effective way to monitor quality and publicize your corporate commitment to quality.
Waste in hospitals - everywhere - is massive. Up to 50% of consumables and devices purchased are never used on a patient. Support activities are highly manual, repetitive and done by professional clinical staff...
This presentation sets out the strategic environment and discusses the development and successful implementation of a leading-edge process and supply chain solution for hospitals.
Supply Chain Metrics That Matter: A Focus on the Chemical IndustryLora Cecere
Supply Chain Metrics That Matter is a series of reports published intermittently throughout the year by Supply Chain Insights LLC. Within the world of Supply Chain Management (SCM), each industry is unique. To help companies understand the differences, we share deep analysis in each report.
While we find it useful to understand the evolution of supply chain excellence by comparing industries, we feel the true stories of supply chain excellence can only be really understood by comparing what happened within a period by peer group. The goal of this series is to share these insights.
Food retailers continue to face challenging economic times as the Great Recession, albeit now officially over, has changed and accelerated changes in consumer behavior and the retail marketplace. Shopping patterns have shifted as consumers have re-evaluated the price-value equation, and the lines dividing retail channels continue to blur.
The global supermarkets and hypermarkets market was valued at $3636.8 billion in 2017. Western Europe was the largest geographic region accounting for $1091.1 billion or 30% of the global market.
Read Report
https://www.thebusinessresearchcompany.com/report/supermarkets-and-hypermarkets-global-market-report-2018
3 key advantages of e2 e supply chain visibilitySameerShaik43
It is vital for logistics providers and their customers to stay updated with current events. Collecting and analyzing real-world data enables the forecasting of the unknown. Strong leadership is founded on an open and honest basis.
https://www.tycoonstory.com/business/3-key-advantages-of-end-to-end-supply-chain-visibility/
Best Practices in Sustainable Supply Chain Managementijtsrd
Supply chain sustainability refers to the impact a companys supply chain can have on promoting human rights, fair labor practices. There is a growing need to incorporate sustainable options into supply chain management. The growing attention to sustainability is changing the way companies do business. Whether driven by customers, company values or business opportunity, traditional priorities such as quality, efficiency and cost often compete for attention with issues such as working conditions and the environmental impact. Sustainable supply chains capture value chain opportunities and provide early adopters and process innovators with a significant competitive advantage. This study is based on learning the fundamental concepts of sustainable techniques in supply chain management. Ms. Shivani Chandrakant Bhandakkar | Dr. Mahesh Uday Mangaonkar "Best Practices in Sustainable Supply Chain Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-2 , April 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd55060.pdf Paper URL: https://www.ijtsrd.com.com/management/operations-management/55060/best-practices-in-sustainable-supply-chain-management/ms-shivani-chandrakant-bhandakkar
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/building-resilience-into-supply-chains/
The supply chains of most companies, large and small, exploit a world of opportunities. But, increasing global exposure comes with an increasing range of risks. These companies’ complex networks of suppliers and customers are as diverse as the goods and resources they manage. Within the same supply chain, giant multinational companies can sit side-by side with small to medium enterprises (SMEs). Yet, among companies large and small, there is growing awareness that extreme weather and a changing climate pose new risks and opportunities to old ways of doing business.
Smart businesses know how to manage uncertainty. As their exposure to extreme weather increases, informed businesses are incorporating the risk of extreme weather into existing risk management. Meanwhile, business continuity planning is growing to embrace the need to think about how a changing climate impacts on business.
Worldwide companies are increasingly aware that their supply chains are exposed to greater weather extremes. International competition and cheap transportation have led to expansive supply chains linked by complex logistics, multiplying risks to business continuity. The Business Continuity Institute’s latest Horizon Scanning Survey, with results from 700 organizations in 62 countries, found 53% of the survey respondents were either ‘extremely concerned’ or ‘concerned’ about the impacts of adverse weather on their businesses (BCI 2013). Business leaders are now urging companies to think about climate change (Business Green, 2013).
Avoiding the Reporting Trap - A Frontrunner Approach for Building 'Investor P...Finch & Beak
From 18 years of experience and supported by 2014 Dow Jones Sustainability Index data from the chemical, pharmaceutical, food and telecommunication industries, this report is created for companies that are looking to improve their ROI from sustainability by embedding it into the business strategy. Using best practice examples on sustainable innovations , it shows an effective approach to actively avoid the reporting trap.
A case study on how to improve forecast accuracy by incorporating market or business intelligence into statisitical forecasting and know whether it improves forecast accuracy or not.
McKinsey Sağlık Tedarik Zinciriyle, FMCG Tedarik Zinciri karşılaştırıyor. Sağlık Tedarik Zincirindeki iyileştirme fırsatına ve toplumsal boyutuna dikkat çekiyor.
The Global Supply Chain Ups the Ante for Risk ManagementLora Cecere
Executive Summary
Unfortunately, supply chain disruptions are a fact of life for today’s global multinational company. The reasons are many. A risk management event can be triggered by natural events, geopolitical shifts, economic uncertainty and demand/supply volatility.
Historically, the roots and genesis of risk management programs were based on attempts to reduce insurance costs. Today it is much, much more. The focus is on prevention, early sensing, and the execution of well-orchestrated plans to mitigate the impact of a disruption. Global supply chain leaders understand that designing and implementing a robust risk management practice is essential and fundamental to running a global business. The size of the bubble in Figure 2 indicates the relative level of risk today, and the colors correspond to the level of risk.
Figure 2. Comparison of Risk Drivers for the Past Five Years and Future Five Years
While product quality and supply chain visibility are declining but still important, the areas of operations complexity and the definition of globalization infrastructure is increasing. The areas of economic uncertainty, supplier reliability, along with demand volatility, are continued risk factors.
Over time, as supply chains morphed from regional to global multinational organizations, globalization and regulatory compliance increased. As a result, procurement has shifted from traditional programs focused solely on contract management, price and term negotiations, and supplier scorecards to include the evolution of supplier development, to manage product quality and multi-tier supplier relationships, in and across value chain relationships.
Today is a less certain world than a decade ago. Geopolitical shifts, economic uncertainty and demand/supply volatility are rising. In addition, to spur growth companies are quick to add products to the item master, but slow to rationalize the portfolio. The rising complexity of items sold decreases the organization’s ability to forecast, and the longer lead times across multiple tiers of sourcing and supply increases the Bullwhip Effect’s impact (distortion of the demand signal across multiple tiers of the value network). As a result, there is a greater need for supplier development and supplier sensing to reduce supply risk. Inventory management and supplier financial sensing grow in importance with the increase in uncertainty.
Risk management is no longer narrowly focused: a technology, a response to a natural disaster, or improving supply chain visibility. Instead, it is more holistic with a focus on managing demand and supply variability cross-functionally and improving outcomes in an uncertain world.
In this report, we share insights on the current state of risk management programs while providing recommendations on what defines excellence.
Supply chain risk and resilience, dealing with demand and supply challenges, and the importance of planning during times of great uncertainty such as the current Covid19 coronavirus crisis. Presented for Business Gateway Tayside: An hour with Daniel Muir, Supply Chain Scotland, April 2020
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
2. While UK retail sales have been enjoying a period of
steady growth, with volumes rising for the 27th
consecutive month and growing 4% year on year, they
continue to be held back by the underperformance of the
food sector.
Retail sector growth is being hampered
Retail Economics: Retail Sales
Report - July 2015
Sales in the food
category fell by
0.1% in June 2015,
down from +0.6%
in the previous
month
Understanding the role of weather in the supply chain
3. The food sector is facing a number of unique
structural challenges which are holding back growth
in this category:
• Shopper behaviour. There has been a fragmentation of demand across
multiple channels coupled with growing customer expectations
• Retail environment. Competition has intensified amongst the major
supermarkets, with the likes of Aldi and Lidl gaining a larger slice of market
share by offering lower prices
• External factors. An increase in seasonal weather extremes, fragile economic
recovery, as well as the growing need to reduce food inventory and waste
Understanding the role of weather in the supply chain
The weather is an
essential, but often
overlooked, factor for
retailers and suppliers
looking to increase
consumer advocacy
and drive competitive
advantage.
Barbara Napiorkowska-Dickson,
Met Office
“
”
4. Met Office report key findings
Understanding the role of weather in the supply chain
In order to better understand the impact of the weather on shopper behaviour
and supply chains, the Met Office undertook research among supply chain
managers and executives to draw out valuable insights and implications for
the role of weather in the industry.
Our research consisted of:
• An online survey responded to by over 240 senior managers and
executives, across many well-known industry organisations
• Views from retailers, suppliers and third party logistics providers, with the
majority in the food and grocery industry
• Cross-functional representation with the majority of respondents involved
in planning
5. Forecasting demand accurately is the most important
function to get right in the supply chain in order to deliver
its primary goals of great product availability for customers,
low inventory and low costs, including reduced waste.
Despite the investments and improvements in forecasting
systems, intelligence and data analysis, forecasting is
getting harder due to supply chain complexity.
Retail Economics: Retail Sales Report
- July 2015
“These are the most challenging conditions in 30 years.
Customers have never been so savvy.”
CEO of a major grocery retailer
Understanding the role of weather in the supply chain
Is forecasting demand getting harder or
easier?
Forecasting and planning are key to success
6. The weather was ranked the 3rd most important factor
external to their business that drives consumer
behaviour, for 47% of all respondents in the study.
Sales in the food
category fell by
0.1% in June 2015,
down from +0.6%
in the previous
month
Retail Economics: Retail Sales Report
- July 2015
The weather has a significant impact
Understanding the role of weather in the supply chain
What are the top three factors, external to your
business, that drive end consumer demand?
“It is not enough to consider an average
weather or temperature for the whole day. For
example, if it's sunny at lunch and rains later
you can sell 20% more sandwiches than if it
rains at lunch and may be sunny later.”
Senior supply chain manager - national retailer 47%
The weather
53%
• Events/ holidays
• Competitor activity
• The economy
7. Weather data driving end-to-end decisions
Inline with retailers’ and suppliers’ key priorities, weather forecasts
are currently used to support a broad range of decisions and
activities in the supply chain like sales forecasting, planning stock
availability and promotions, and managing deliveries/ logistics.
By far the most common application of the weather forecasts is to
the short term sales forecasts which drive so much of the upstream
planning and activities.
There is also a clear desire from supply chains to use the weather
forecasts more broadly within their businesses, particularly to drive
commercial benefits – for example through forecasting footfall and
online traffic and planning marketing campaigns.
Understanding the role of weather in the supply chain
What weather factors are taken into consideration
in your forecasts/ planning?
8. Only 16% of respondents are using a commercial weather forecast,
with 19% relying on free data.
Integration of weather data
Retailers are much more likely than suppliers to use commercial
products (27% versus 11%). They sell a wide range of products, at least
some of which are likely to be weather sensitive. Suppliers have a
narrower portfolio and, for some, their business may be less affected by
the weather.
Understanding the role of weather in the supply chain
What weather products or data do you
use in your business?
Organisations may assume that their products are not weather sensitive,
but their business most certainly is. It is too simplistic to just take a
product-facing approach – the weather will always have an impact on
their sourcing and logistic operations and their sales and marketing
activity.
9. Understanding the role of weather in the supply chain
Different weather factors in planning
The most commonly used weather factors in planning are varying
measures of temperature – maximum, average and minimum –
which have the strongest impact on consumer demand.
Extreme bad weather events, whilst also impacting consumer
demand, tend to have just as important an impact on logistics such
as supply and delivery. For example, snowfall and ice can
potentially prevent or delay the delivery of products to the
supermarkets, while one packaging supplier said that adverse sea
weather can add 5-6 days to a shipment.
The weather that retailers
care about is temperature,
sunshine hours and extreme
events. For their historical
analysis they look at average
temperature at the weekend
and they would also look
at this by UK region.
Head of planning at private label
manufacturer
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10. Benefits of using weather data
Retailers
Better on shelf availability – linking back to the aforementioned
ability to predict consumer demand – was identified as the most
prominent benefit, and chosen by 81% of respondents. Better sales
forecasting (62%), less waste (57%) and better customer service
(43%) were further key benefits identified.
Suppliers
Better customer service (69%) was identified as the leading benefit
for suppliers by a significant margin. This was followed by the
ability to better forecast sales (56%). Better on shelf availability and
less waste (both 39%) were also identified.
Understanding the role of weather in the supply chain
What benefits have you received from using
weather data?
Those who paid-for weather forecasting products on average
identified a larger number of benefits to their company from
weather forecasting compared to those who relied only on free
products.
11. Satisfaction greater with paid-for data
A key outtake from the results was that those who paid for weather
forecasting products on average identified a larger number of
benefits to their company from weather forecasting compared to
those who relied only on free products.
Overall, retailers were much more satisfied than suppliers by using
weather data. There were also significantly different levels of
satisfaction between those who use free weather data and those who
use paid-for data.
Understanding the role of weather in the supply chain
What benefits have you received
from using weather data?
12. As demonstrated in the research findings, the influence of the weather on
shopper behaviour, including its impact in demand planning, is increasingly
recognised across the retail industry.
It is too simplistic to just take a product-facing approach – the weather will
always impact your sales and marketing business in some way.
Organisations get far more out of paid-for data, citing improved customer
service, better sales forecast accuracy, better on-shelf availability, lower
inventory and less waste – the key priorities of most supply chains.
Using advanced weather data is a significant opportunity for organisations to
improve supply chain and operational efficiencies for British retailers and
suppliers. We hope that these insights will drive a shift within the industry to
incorporate more weather data within demand planning.
Understanding the role of weather in the supply chain
Barbara Napiorkowska-Dickson,
Met Office
The influence of the
weather on shopper
behaviour, and the
importance of
including its impact in
demand planning, is
increasingly
recognised across the
retail industry.
Summary
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13. About DemandMet™
The Met Office is ideally placed to provide forecasts for retailers and suppliers
to help them drive efficiency across the entire supply chain. DemandMet™ is a
tailored weather forecasting service that can help improve product forecasting
and, as a result, on-shelf product availability.
The service, based on world leading weather forecasting capabilities, puts
weather into the context of the industry and focuses on interpreting how it feels
and evolves over time.
For more information, and to download the full report, visit
www.metoffice.gov.uk/retail
Understanding the role of weather in the supply chain
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