2018 SUPPLY CHAIN BENCHMARKING STUDY. Back to the Future: Supply Chain Productivity Benchmarking Study 2018
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1
2 Back to the Future: Supply Chain Productivity Benchmarking Study 2018
3 Retail Food Industry is Changing!! Benchmarking your company for the future
4 And I ve.. Seen the Future!
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7 The Consumer Drives the Food Supply Chain
8 Customer s Perspective Anytime: 24/7/365 Any Place: Format Anywhere: Geography My Way! Right Now!
9 PARTICIPANTS PROFILE 2018 Over 250 SURVEYS FROM 4 COUNTRIES 30 COMPANIES 71 FACILITIES 38% UNIONIZED 70% EMPLOY CONTRACT LABOR 1 SURVEY 2 SURVEYS 3 SURVEYS 4 SURVEYS 6+ SURVEYS 9
10 PARTICIPANTS
11 Participant Demographics Highest 208 Lowest Sales $4 Billion + $34 Million Customers Orders 16, Order Size/Customer # of Associates Wages 2, ,375 $45.66/hr 17 $1.57/hr 11
12 DC Operational Characteristics Average Facility: Clear Stacking Height: 32 feet 69 Dock Doors Largest Facility: Clear Stacking Height: 84 feet 165 Dock Doors Receiving: 5.4 days/week, 14.8 hours/day Shipping: 6.1 days/week, 18.6 hours/day Average work week: 44 hours; 10% overtime Associates per Management: 14 to 1
13 Store Formats Served Small Stores Supermarkets Super Stores Large Volume Other 40% 43% 7% 5% 5% Small Stores: Convenience, Specialty, Neighborhood, Limited Assortment Supermarkets: Conventional Stores: 20-40,000 sq. ft Superstores: Supermarkets: 40-60,000 sq. ft Large Volume: Superwarehouse, Discount/Mass Merchandisers Other: Cash and Carry, Drug, Military
14 Operating Expenses: Labor Total Associate Expenses Percent of sales at inventory costs 2018 Benefits 2003 Benefits Wages Wages
15 Historical Trends: Hourly Labor Cost
16 Operating Cost Per Case All $0.61 Perishable $0.53 Grocery $0.43 Frozen $0.33 GM/HBC $0.11 $0.00 $0.10 $0.20 $0.30 $0.40 $0.50 $0.60 $0.70
17 Operating Cost as a Percent of Sales GM/HBC 2.86% Frozen 2.15% Grocery 2.07% All 1.97% Perishable 1.90% 0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50%
18 Key Issues going on the last 3 years surveyed THROUGHPUT 2- TECHNOLOGY ADOPTION (VOICE, RF) 3- MATERIAL HANDLING SYSTEMS 1- PICKING EFFICIENCY 2- AUTOMATION 3- OPTIMIZATION SYSTEMS 1- LABOR RETENTION 2- E-COMMERCE 3- AUTOMATION
19 Labor Retention Labor Retention a Major Problem 88% Associates Who Leave Every Year 35%
20 Move to Online In as few as five-seven years, 70% of consumers will be purchasing food and beverage goods online. The $100 billion they re expected to spend annually by 2022 or 2024 is equivalent to every U.S. household spending $850 online for food and beverage annually Source: FMI/Nielsen Study
21 E-Commerce Percentage of Responses Instacart = 12% In House = 88% 48% of the Companies have some sort of E-Commerce Volume: 1.85% E-Commerce 40% 35% 30% 25% 38% 38% 20% 15% 23% 10% 5% 0% Click & Collect Only Deliver Orders to Home or Business Only Both
22 Automated Vs Conventional Automation vs Conventional Bodies to Bodies Comparison ~ Fully automated facilities are reporting 35% more Cases per Hour throughput then the Best of Breed 0 Selection Direct Labor Total Throughput Full Automated Conventional BOB Conventional Avg.
23 Item Proliferation Item Count has grown by 10% per annum over the past 3 years surveyed. Future count will continue to expand as new products from all over the world are expected by customers. Saying NO to additional items has helped specialty food distributors such as UNFI and Kehe. In 2003: Grocery Item Count was 8,820
24 AUTOMATION JUSTIFICATION KEY POINTS TO LOOK INTO Inbound decanting Selection rates Overall thruput Peak periods Right Item Types Maintenance Spare Parts Systems Integration Size Does Matter TIME 8-10 month implementation (from purchase to go-live) SPACE 30% of the space of a conventional flow-rack alternative (25,000 sq ft) COST Same cost as a 3 level Pick-to- Belt Module
25 Inventory Opportunities Over half of the participating companies reported inventory cube exceeding 80% space capacity. 55% indicate that they are holding inventory in outside storage. As a result, many DC s are experiencing negative productivity issues and additional costs.
26 Income Activities:.35% Sales Income as a percent of Sales Compensatory Other Reclamation Vendor Credits Unloading 6% 10% 11% 25% 48% 0% 10% 20% 30% 40% 50% 60% Other: Case Labels, Late Shipments, Cardboard, Plastic, Sold Assets, Drop Shipments
27 Solar Panels Electric Tractors Leed Certification Benchmark Hydrogen Forklifts Ceiling Fans Reduce Mileage Recycling Sustainability Efforts Percentage of Responses 1% 2% 7% 23% 25% 59% 94% 98% 0% 20% 40% 60% 80% 100% 120%
28 Service Level: Order Fill Rate 80% 70% 60% 69% Percentage of Responses 50% 40% 30% 20% 10% 19% 6% 4% 4% 0% =91 >90
29 DC Capacity Challenges > % 7% 12% 20% 21% 22% 0% 5% 10% 15% 20% 25% Average Cube 82%
30
31 The 2018 Survey Detailed Findings
32 The Survey Part B
33 Historical Productivity 200 Over Past 3 Years Surveyed Average Selection Average Direct Labor Average Throughput
34 2018 SURVEY COMPARISON RETAIL VS. WHOLESALE Metric Retailer Wholesalers Surveys 44% 56% Average Weekly Case Movement 834, ,584 Weeks of Supply Average locations serviced Average Number of Active SKUs 15,178 18,024 Retailers enjoy the advantage of having more control over their supply chain
35 Retailer 9% Practices Adoption Levels Wholesaler 3% Retailer 9% Wholesaler 15% 91% 97% 91% 85% Automation No Automation Automation No Automation Voice Picking No Voice Picking Voice Picking No Voice Picking Retailer Wholesaler 0% 0% 100% 100% WMS No WMS WMS No WMS
36 Practices Adoption Levels Retailer Wholesaler Retailer Wholesaler 29% 39% 24% 28% 71% 61% 76% 72% Union No Union Union No Union Picking Incentives No Picking Incentives Picking Incentives No Picking Incentives Retailer Wholesaler 6% 28% 94% 72% Engineered Standards No Engineered Standards Engineered Standards No Engineered Standards
37 16,000 14,000 13,397 12,000 10,000 8,000 6,000 9,398 The average wholesaler will carry up to 35% more SKUs than the average retailer This difference seems to be more pronounced in Dry Grocery. 4,000 3,084 2,000 1,434 1,772 1,975 0 Retail Wholesale Retail Wholesale Retail Wholesale Dry Grocery Cooler Freezer
38 60% 50% 55% Resource Allocation Paid Hours 40% 30% 26% 20% 10% 11% 8% 55% of the Total Direct Labor Hours are allocated to selection 0% Selection Moving Stock Loading Receiving
39 Selection Method Distribution 4% 2% [VALUE] 88% Fully Automated Paper Pick List RF Terminals Voice Directed
40 Selection Rates Per Paid Hour by Technology Fully Automated RF Terminals Voice Directed
41 Retail Wholesale Order / Location The average retailer appears to have more control over the orders they ship per week per location. This increases order size and provides more leverage for selection productivity.
42 Retail vs. Wholesale Labor and Section Rates Comparison Dry Grocery Cooler Freezer OVERALL Dry Grocery Cooler Freezer OVERALL Retailer Wholesaler Average of Sel. Rate Average of Direct Labour
43 160 Engineered Standards (Selection Only) With Engineered Standards Without Engineered Standards 15% higher in contrast to those without.
44 Retailers Selection Productivity outperforms Wholesalers Dry Grocery = 52% Cooler = 21% Freezer = 23% - Dry Grocery Cooler Freezer Selection Rate Retail Direct Labor Productivity is slightly higher for Retailers in all areas Dry Grocery = 12% Cooler = 20% Freezer = 30% Selection Rate Wholesale Dry Grocery Cooler Freezer Direct Labour Rate Retail Direct Labour Rate Wholesale
45 Overall Average VS BOB Labor and Section Rates Comparison BOB Dry Total Throughput = 69% Cooler Total Throughput = 19% Freezer Total Throughput = 59% - Dry Grocery Cooler Freeze BOB of Sel. Rate BOB of Direct Labour Total Throughput Average Dry Selection = 225% Cooler Selection = 53% Freezer Selection = 54% (40) Dry Grocery Cooler Freeze Average of Sel. Rate Average of Direct Labour Total Throughput
46 Indirect/Total Hours Percentage of Indirect Hours to Total Hours Overall [VALUE] Freezer [VALUE] Cooler [VALUE] Grocery [VALUE] 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%
47 The average wholesale operation ship to nearly 3 times more locations than the average retail operation Retail Wholesale Locations Serviced The average wholesaler receives nearly double the orders of the average retailer Retail Wholesale Orders per Week
48 The Average retail operation departmental relationship Dry represents almost 50% of total volume 600, , , , , , , , , , ,000 84,760 - Dry Grocery Cooler Freezer Shipping Volume Retailer Shipping Volume Wholesaler
49 Receiving Percentage of Reponses 40% % 21-30% 11-20% 10% 5% 9% 11% 28% 47% 0% 20% 40% 60%
50 Distributor Inventory Turnover Number of Days of Inventory in the DC Produce 6.5 Meat/Dairy 13.9 Grocery 37.3 Frozen
51 Retailer Inventory Turnover Number of Days of Inventory in DC Produce 6.2 Meat/Dairy Grocery 12.5 Almost 2 weeks less inventory on hand then wholesalers 24.6 Frozen
52 SKU s per Department: Retailer Number of SKU s Produce Dairy/Deli Frozen 2,040 2,471 2,493 Perishable 7,463 Grocery GM/HBC 10,430 11, ,000 4,000 6,000 8,000 10,000 12,000 14,000
53 SKU s per Department: Distributor Number of SKU s Produce Meat Dairy/Deli Frozen 914 1,314 1, Perishable 5,496 GM/HBC 10,450 Grocery 13, ,000 4,000 6,000 8,000 10,000 12,000 14,000
54 Cube Per Item Dry Grocery 0.83 Produce 0.67 Dairy/Deli 0.50 Meat 1.18 Ice Cream 0.69 Frozen
55 Human Resources: Total Selection 34.1% Replenishment 10.1% Put-away Loading Other Lumper Hours Receiving Sanitation/Housekeeping Supervisors Clerks Inventory Checking Maintenance Inbound Checking Managers Outbound Checking Cross Docking 7.5% 6.9% 6.6% 6.3% 5.7% 5.2% 4.2% 2.8% 2.3% 2.2% 1.8% 1.8% 1.3% 1.2% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%
56 Human Resources: Total Automation Maintenance 37% Lumper Hours 26% Selection 9% Receiving 7% Sanitation/Housekeeping 7% Loading 5% Supervisors 3% Managers 2% Outbound Checking 2% Inventory Checking 1% 0% 5% 10% 15% 20% 25% 30% 35% 40%
57 WHY IS BENCHMARKING LOGISTICS IMPORTANT? BENCHMARKING IS THE BEST WAY TO KNOW HOW YOUR COMPANY S OPERATIONAL COMPETITIVENESS IS POSITIONED AND HOW TO GET TO THE TOP RANK. (BOB) Increase supply chain profitability - reduce operating costs by implementing best of breed practices Uncover improvement opportunities eliminate inefficiencies by scrutinizing your activities Justify costly operational improvements Quickly identify industry trends Enhance internal productivity monitoring benchmark your productivity level throughput the year Drive revenue growth by providing the service that keeps customers satisfied and attracts new ones. Identify additional revenue opportunities by differentiating the way you deliver your product or service.
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