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Z 3(Where in the Wheel do you want your SCM?(  4(The job of the Organic Ingredient Buyer?))(( :Supply Manage as much as your Buyer can sensibly do himself Leave the rest to appointed SCM s Appoint your SCM s carefully Don t have multiple SCM s for the same supply chain Give them clear responsibility & targets Support and Backup your SCM s with as much commitment as you are ableZ\X\( 5YNever under-estimate the potential damage to your brand of a poorly managed supply chain!ZZ(Y  ? Thank you!   /"#, - .6789:;<>@4  0` 33` Sf3f` 33g` f` www3PP` ZXdbmo` \ғ3y`Ӣ` 3f3ff` 3f3FKf` hk]wwwfܹ` ff>>\`Y{ff` R>&- {p_/̴>?" dd@,|?" dd@   " @ ` n?" dd@   @@``PR    @ ` ` p>> f^(    6: 8(} : T Click to edit Master title style! !  0:  : RClick to edit Master text styles Second level Third level Fourth level Fifth level!     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S  6=9 _P  9 X*   6B9 _  9 Z* H  0޽h ? 3380___PPT10.tU~:0 @\0(  \x \ c $x:> : x \ c $:   : H \ 0@޽h ? 33___PPT10i. 8+D=' := @B + 0 `d0(  dx d c $:8(}  : x d c $: : H d 0@޽h ? 33___PPT10i.0+D=' := @B + 0 x0(  xx x c $98(}  : x x c $09 9 H x 0@޽h ? 33___PPT10i.`+D=' := @B + 0 t0(  tx t c $|98(}  9 x t c $9 9 H t 0@޽h ? 33___PPT10i.@Q+D=' := @B + 0 0(  x  c $9> 9 x  c $9   9 H  0@޽h ? 33___PPT10i.B+D=' := @B + 0 0(  x  c $K98(}  9 x  c $ t9 9 H  0@޽h ? 33___PPT10i.P%+D=' := @B +0  `0(  `x ` c $>  x ` c $    H ` 0@޽h ? 33___PPT10i.2+D=' := @B + 0 0 0(   x   c $D98(}  9 x   c $9 9 H   0@޽h ? 33___PPT10i.ƫ'~+D=' := @B + 0 P(0(  (x ( c $98(}  9 x ( c $̶9 9 H ( 0@޽h ? 33___PPT10i.ǫ&+D=' := @B +  0 n(  x  c $98(}  9   61  # "fU ? 44-44q/{40bMI4|P}`4  x @ c $    H @ 0@޽h ? 33___PPT10i.ɫl+D=' := @B + 0 L0(  Lx L c $8(}   x L c $h  H L 0@޽h ? 33___PPT10i.˫@A#+D=' := @B +0 T0(  Tx T c $a:> : x T c $0V:   : H T 0@޽h ? 33___PPT10i.̫06+D=' := @B +00 @l0(  lx l c $@>  x l c $    H l 0@޽h ? 3380___PPT10.Ѵr0 \T(  ^  S  X   9N  S V9  0  9 Good afternoon My name is Russell Smart, I am the founder of Rasanco, a director & shareholder of the 3V Natural Foods Group that owns the ROCKS & MERIDIAN brands and I am one of the founding committee members of the Organic Trade Board that you have heard about from Lizzie Vann. I ve been asked by Jeffrey to talk to you about the importance of Organic Ingredient Supply Chain Management. Supply chain management is not as sexy as talking about brand building, but supply chains are what underpin brands. Where would Yeo Valley be without OMSCO (the Organic Milk Suppliers Coop) and where would Green & Blacks be if it hadn t been for their Mayan farmers in Guatemala. But first a little about what Rasanco does& & H  0޽h ? 3380___PPT10.ۦ0 &(  ^  S  X   9  S   0d  9LD___PPT9& 2The business was established in 1998 by me, as a result of seeing that The Organic market was about to grow very fast to meet the demands of consumers for organic products & B. That the infrastructure of supply of organic ingredients, at that time, was poorly developed and managed As far as I could see there could only be successful organic brands that could cut it with the multiple retailers if they were underpinned with robust supply chains. So what are our areas of experise& We were not wrong. We now manage the supply of over 10,000mt of Organic Ingredients to over 100 UK food & drink manufacturing clients, using over 50 different supply chains.<Ie" " IQ& H  0޽h ? 3380___PPT10.о0 (  ^  S  X   9  S `  0  9 We specialise in Organic Ingredients that are used by companies that make multi-ingredient products, that is products that include more than one ingredient. Usually companies making multi-ingredient organic products are more focussed on their own complex processes manufacturing rather than their supply chains and it is for this reason that they usually need some help in managing their supply chains. Our clients share a lot of information with us and it is our duty to keep our client s information confidential, it is for this reason that I will not use any named clients as examples during the presentation. Nevertheless it is fair to say that we have worked with a number of companies that are in the hall today. You know who you are! Page H  0޽h ? 3380___PPT10.R0 SK (  ^  S  X   9E  S    0  9 We do not manage all areas of Organic Ingredient supply so this presentation should be taken in the context of our specialist areas of expertise. We do not manage bulk grains or flour for the bakery & cereal industry which of course is a huge volume commodity area with its own experts, nor do we get involved in any aspects of the meat supply chain. Prepared & Processed Fruit & Vegetables are things like Individually Quick Frozen Graded Strawberries which are widely used in yoghurt and jams, or in the case of Vegetable, we supply IQF Onions that are pre-diced for use in ready meals Whilst a high proportion of the Organic Ingredient supply chains are non-UK in origin, we do get involved in organising specialist processing of organic commodities in the UK to make them ready for food manufacturers. For example we import Fresh Garlic that is processed into Organic Frozen Garlic Puree in the UK that is then used in a Garlic & Herb Cooking Sauce. We import fresh oranges that are made into an organic orange cream that is used in Hot Cross buns, and we make Organic Peanut Butter in the UK from imported peanuts that is then used in organic satay & organic cereal bars made in the UK. We were also instrumental in piecing together 5 years ago the first UK supply chain for Soil Association Certified Liquid Pasteurised Organic Egg that is used in Lemon Curd and in some other cake products. & H  0޽h ? 3380___PPT10.Rg 0 w(  ^  S  X   9  S <  0  9 sCSo what is Supply Chain Management? It seems to me that ingredient suppliers would do a lot better if they described themselves as Supply Chain Managers as most Organic Ingredient suppliers will generally not be growing, processing, packing and distributing without support from other non-related third parties. Nor too is it likely that a single farmer can supply, on its own, the demand of a single food manufacturer. That food manufacturer will need supplies from many different routes in order to get sufficient volume to meet its demand. It is simply impossible for a bread manufacturer supplying the retailers, to source all of the wheat needed for its bread from a single UK farm. Therefore someone needs to manage supplies to ensure sufficient organic ingredients are made available for food manufacture at all timesC H  0޽h ? 3380___PPT10. 0 y (   ^   S  X   s   S t  0   We call this the Supply Chain Management Wheel. At the centre is the food manufacturing buyer who secures organic ingredients for the manufacture of its brand. A direct supply chain between a farmer and food manufacturing buyer is highly unusual. Usually supply chains consist of a number of the entities that we have around the outside of the wheel For example if you want to buy apple puree then the chain will consist of 1. Many farmers and co-ops will be required to get the required tonnage of fruit 2. A small number of brokers or agents that work closely with farmers locally will work to secure tonnages of fruit from the farmers and organise transport to the pack house 3. The pack house grades and sorts the apples and then supplies the second grade apples to a primary processor 4. The primary processor has the complex manufacturing equipment to turn apples into puree 5. An export agent that works on behalf of the primary processor to promote their sales 6. An import trader buys full container loads shipped by sea and stocks the apple puree in the UK ready for supply to a food manufacturer on an as required just in time basis. It is therefore important to ensure that you have a competent supply chain manager looking after all of this to ensure that all bits are functioning as they should be. it is too easy for misunderstandings and failure to occur at each step of the way. Not to mention a failure of the apple crop!  H   0޽h ? 3380___PPT10.P* 0    (  ^  S  X   9   S 7  0  9  So we can define Supply Chain management as the art of not letting the client down If your client expects raw material for their production and you are their nominated supplier then as a supply chain manager it is simply not acceptable to leave your client high and dry unable to produce their finished products. Most of the best clients we have today came to us because they had been let down by their existing supplier 2. SCM Is the art of bringing together many strands of a supply chain to the same point at the same time The supply chain manager is continually working towards this goal by solving the ongoing problems that can beset organic ingredient supply chains. 3. SCM Is the understanding of the many subtle steps between the farmer and the food manufacturer It is critical to know every step in the chain and understand its influence and to continually question whether the supply chain is the optimum for your clients businesses 4. So it is important to remember that when one buys an Organic Ingredient then one is buying into an often complex Supply Chain & never think of an ingredient as something that is simply waiting in a store in the UK 365 days per year for you to order& if you are are not managing the supply chain yourself then make sure someone else is! 0,P(PP  IH  0޽h ? 3380___PPT10.P' 0 \ T @$ (  $^ $ S  X   9N  $ S 9  0  9 The consequences of supply chain failure can be catastrophic for a brand. It starts with a call from your trusted supplier that an ingredient is suddenly not available and the delivery you were expecting last week will not occur. Panic! Production cannot occur as planned. This may mean production rescheduling or down time, both of which can be inefficient for your manufacturing facility If the ingredient remains undelivered then out of stocks of finished product will occur If there is no stock available then sales are lost and hence profits are lost In turn retailers lose their sales and profits because of empty shelves in shops, which we all know is a cardinal sin with the big retailers (we have all been into supermarkets and wondered how companies could ever get to the point where the dreaded  temporarily out of stock sign is displayed next to their product) But it is not only the retailers who get upset, it is your consumers that are also disappointed. If your consumers cannot get your product they will buy another brand, hence loss of long term goodwill and brand valueOO N H $ 0޽h ? 3380___PPT10.ƫq~} 0 `,(  ,^ , S  X   9 , S 9  0  9 Knowledge - Learn as much as you can about a supply chain before you rely on it. Make learning about the supply chain part of your product development. Too many times have we seen products developed with organic ingredients that cannot be sourced to the right quality or in sufficient quantity Developing products that can never be made is wasteful of time, energy and valuable resources. Communication -Ensure that you are always talking to your supply chains to ensure that you are sharing important Information. Let your supply manager know when you are about to do a promotion! Commitment - Once you have Forecast your requirements from your sales then make clear and unequivocal commitments to your supply chains. We work very closely with our clients each year to ensure that they make the right commitments to buy volumes of ingredients at the right time. It is highly dangerous in these days of commodity price inflation to delay making clear purchasing decisions. It is no good trying to contract your requirements for Frozen Carrots in March when the crop is in September. Contingencies - Make sure that you have contingencies in place should a supply chain fail or at least know what immediate course of action to take to ensure that you solve the problem in the shortest time frame and ensure that you have a supply of an organic ingredient. Long Term planning. - In 1998 we started working with a supply chain for frozen strawberries in Turkey. From 50,000 kg 10 years ago they are now supplying over 500,000 kg of Organic Ingredients to our clients. Always think of supply chains in terms of 5 year time frames. If you plan to double your business in 5 years then make sure you have supply chains that can grow with you.x          n  H , 0޽h ? 3380___PPT10.ǫ&0 "4(  4^ 4 S  X    4 S   0   ~When picking your supply chain managers you should ask yourself the following: Are they open & honest? Can you trust them to solve problems to your best advantage? Will they communicate with you clearly and agree to have regular meetings to share information about all aspects of the supply chain? Do you feel comfortable about empowering them to make decisions on your behalf within defined boundaries? If your supply chain manager passes all of your tests then next you need to define what services they can provide for you and hence what they should earn for doing the work The following menu of services is a good place to start~ H 4 0޽h ? 3380___PPT10.ȫ0(0 PH<(  <^ < S  X   B < S   0   Rasanco has provided all of these services at various times for our clients. We always work closely with our clients to understand how they want us to manage their supply chains on their behalf before we start working with them. For 5 years the was stable against the Euro, no one worried about currency management in the supply chain. With the now at Euro 1.25/ we now have a number of clients asking how they can reduce their exposure in future to currency fluctuations. We are all suffering from the weak pound. Other clients simply want one single organic certificate to cover all of their needs. Rasanco s organic certificate has over 250 different ingredients licensed to Soil Association Standards&f ^ H < 0޽h ? 3380___PPT10.ȫм0 D/(  D^ D S  X    D S   0   +The answer is that the Supply Chain Manager can be any spoke i the wheel, so long as they can influence any point in the whole chain between the farmers and the food manufacturing buyer. So what should be the job be of the organic ingredients buyer?  H D 0޽h ? 3380___PPT10.ɫBo 0 ~ v P (  P^ P S  X   p P S   0   It is our belief that the job of the food manufacturing buyer should be defined as follows: Firstly the buyer should manage as much as they can sensibly do themselves. Whilst it is interesting for buyers to travel to china for 2 weeks to investigate the Goji berry crop for the 20 kg per year that is used in a breakfast cereal, it is not much help if they are not available at the office to solve a crisis on the supply of 20000 kg of Oats. Appoint SCMs against a set of agreed criteria Take time to appoint your SCMs and if necessary prepare an interview agenda as you would for an employee Don t have SCM s managing the same supply chains. This serves no purpose and shows a lack of commitment to your appointed SCM, who will become frustrated and disengaged from helping Once you have appointed your SCM give them clear targets and responsibility, Then allow them to get on with the job with as much support, backup & commitment as you are able to give them\=Wd H P 0޽h ? 3380___PPT10.˫0D#0 X-(  X^ X S  X    X S $  0   )We all know the consequences for conventional food manufacturers when it was found that Sudan One Red Colouring was found in their products. As Organic Ingredient manufacturers you need to be vigilant in managing our supply chains&2 H X 0޽h ? 3380___PPT10.̫00 bZ0d(  d^ d S  X   T d S [  0   ~Few people can say that they have never been let down by an Organic Ingredient supply chain failure. So hands up those of you who can genuinely say that they have never been let down by an organic ingredient supply chain? I arrest my case! There have been a number of times in the last 10 years when it has simply been impossible to find a particular organic ingredient at any price. Whilst obtaining derogations are possible, these are time consuming and require a high level of management to prove to DEFRA that the organic ingredient is unavailable long term which may not . Equally setting up a supply chain from scratch is almost impossible especially when one is looking for an immediate solution. We recently had a number of drinks and smoothie manufacturers contacting us to ask if we could find a suitable supply of Organic Alphonso Mango Puree as their normal supply chain had let them down. Even 12 months ago there were people complaining that they could not get supplies of Organic Apple Juice Concentrate in advance of the new season at any price. This can cause real damage to a brand if solutions are not found quickly. 8R( H d 0޽h ? 3380___PPT10.s0 Pp&(  p^ p S  X    p S l  0   " H p 0޽h ? 3380___PPT10.ѴPr |( .k1 63 dl" t|)9;E„1:@bCUSXZu]`̞5߷@> b@1Oh+'00 `hx  Slide 1 RussellSJeffrey Hyman21Microsoft Office PowerPoint@E<\@P2s@jH6 G(; *  P$&" WMFC^7 2Rl\S@ EMFRE@1 """)))UUUMMMBBB999|PP3f333f3333f3ffffff3f̙3ff333f333333333f33333333f33f3ff3f3f3f3333f33̙33333f333333f3333f3ffffff3f33ff3f3f3f3fff3ffffffffff3ffff̙fff3fffff3fff333f3f3ff3ff33f̙̙3̙ff̙̙̙3f̙3f333f3333f3ffffff3f̙3f3f3f333f3333f3ffffff3f̙3f3ffffffffff!___www0  MI ??l(`Eo(o`Eʦ 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