Food and Drink International - Winter 2016 Volume 2 - 113

Aisle Domination

A

As volatile as the food industry is, it still relies on a steadfast
dedication to the structure that keeps each moving part working seamlessly with the others. Behind the critical conversations between retailers and their supply partners lies a complex
world of relationships. Despite what the surface of the food industry may portray, profitability is not simply a consequence of
consumer loyalty.
Rather, category decision leaders
heavily influence the industry by reserving resources and mindshare
to invest in strategy and innovation.
These industry leaders are no longer
waiting for opportunities to present
themselves and using the tools at their
disposal to better serve their consumers at every turn with new initiatives,
such as online ordering, parking lot
pick-up and home delivery.
Today's typical category buyer
must diligently work to lower the risk
of obsolescence and improve shelf
life while working with a small supply chain management team to estab-

lish concentrated flow path optimization while planning and executing
promotions. Technology today has
made it possible for grocery stores
to see real-time data on each piece of
the supply chain - from where products are sourced to cost and margin
forecasts, and from available capacity and commodity trends to inventory at various locations.
There are three ways retailers can
propel their store forward with the
strategic help of technology:
1. Meet target margins while delivering fresher products at the
right cost.

2. Foster strategic partnerships between high-performing suppliers
and distributors.
3. Grow sales in new products like
organic without putting stress on
your supply chain.

Meet Target Margins
Grocers who want to be perceived as
relevant in the eyes of the consumer
must make a significant investment in
their supply chain in order to continue
to deliver fresher foods to a consumer that is not willing to pay more for
the upgrade. Traditional supply chain
management tends to move much
slower than the industry's leading
companies require for success.
Supply and operations planning
need to be optimized to ensure it is
not only profitable, but also supports
sourcing needs for fresh, deli and the
growing perimeter items.
Increased volatility in changing
trends and costs can lead to more food
waste as shoppers rapidly move from

>> Grocers who want to be perceived as relevant in the eyes of the consumer must make significant investment in their supply chain.

food & drink international * winter 2016 volume 2 * www.fooddrink-magazine.com

113


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Table of Contents for the Digital Edition of Food and Drink International - Winter 2016 Volume 2

Contents
Food and Drink International - Winter 2016 Volume 2 - Cover1
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Food and Drink International - Winter 2016 Volume 2 - 1
Food and Drink International - Winter 2016 Volume 2 - Contents
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Food and Drink International - Winter 2016 Volume 2 - Cover3
Food and Drink International - Winter 2016 Volume 2 - Cover4
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