SPAR Tula Getting better with Oracle Retail Andrew Anosenko COO
What SPAR brand means
Door Eendrachtig Samenwerken Profiteren Allen Regelmatig - мы все выигрываем от сотрудничества
82 years on the market
SPAR Russia СПАР Калининград СПАР Северо-Запад
СПАР Восток
СПАР Тула
СПАР Удмуртия
СПАР Миддл Волга СПАР Томск
СПАР Челябинск СПАР Оренбург
СПАР Кемерово СПАР Иркутск
All 4 international formats
Local initiatives – SPAR Café, SPAR Pharmacy …
2014 total sales all SPAR stores in Russia hit 1,45 bln. EUR Mln EUR + 8,8%
1600 +18,6%
1400 +21%
1200
+20,8%
1000
1132 935
800 600
1335
1452
774
400 200 0
2010
2011
2012
2013
2014
SPAR hit TOP-10 Russian grocers in 2014 #
Company
Store Brand
Turnover, Bln RUR.
1
Magnit
Магнит, Магнит Семейный, Магнит Косметика
762.7
2
X5 Retail Group
Карусель, Пятерочка, Перекресток, Перекресток Экспресс
631.9
3
Auchan Groupe
Ашан, Ашан-Сити, Наша Радуга
338.0
4
Dixy Group
Дикси, Мегамарт, Минимарт, Виктория, Кэш, Дешево
227.1
5
Metro Group
Metro, Metro Punkt, Real
210.0
6
Lenta
Лента
194.0
7
O’Key
O’Кей, O’Кей Экспресс
152.0
8
SPAR
SPAR, SPAR Express, EUROSPAR, INTERSPAR
65.0
9
Monetka
Монетка, Райт
61.5
10
TD Intertorg
Народная семья, Идея, Норма
58.8
57 new stores opened in 2014
420
450
363
400
300
233
420 SPAR stores, including:
256
250 200
107
300
350
136 112
68
101 313
150 100
By Dec 31 2014:
165
153
188
227
50
• • • •
11 hypermarkets 41 EUROSPAR 340 supermarkets SPAR 26 SPAR Express
285 000 sq. m total
0 2010
2011 Собственные магазины
2012
2013
Магазины по суб-лицензии
2014
Key focus – excellent customer service
best in «fresh food, ready meals and food-to-go»
Unique ranges of own branded products
1450 own brand SKUs available for partners in Russia
SPAR Tula (in Russian - СПАР Тула) 20% of SPAR Russia turnover • 70 SPAR supermarkets • 2 INTERSPAR hypers • Convenience and subfranchizee stores Тула
Our modern IT story …
How we met Oracle Retail Goals and challenges We have come a long way of understanding and development before switching to Oracle Retail. We had to formulate what we expect from software, what features are the must and what can be done later. • We was trying to make ERP system by ourselves • We was trying to implement and adapt some systems not intended for retail As a result, we face huge difficulties and inability to support the company growth and change our processes to be more efficient So we changed our paradigm completely. New focus - to “vanilla implementation”. Key decision point was the promise that with Oracle Retail we can get not just a system, but
significantly improve processes to the business model of Tier1 retailers
IT Landscape – transformation phaze MOM (RMS/RPM/RESA)
12 29 OLAP
3
28
4
Арбитр
1
37 WMS
8
2 27.1
38
AXAPTA
ORMА
7
RS.Center\Recipe
27.2
48 45
Инталев
41
5
26 1C: Бухгалтерия
9 30
6
42 18
43
Кубискан
RS.Financials
RS.Store 1C: Франчайзинг
31
25
13
14 16 44
Сервер торгового оборудования (SETцентр)
15
35
36
50
19
52
51 Сервер торгового оборудования (SET-магазин)
46
20
ТСД (магазин)
47
21
1C: Бухгалтерия
Кассовы й регистра тор
1C: Франчайзинг (магазин)
Весы
40 WMS 39 46 47
ТСД (Склад)
Клиент-банк 22
Аналитика ( Нильсен\цены конурентов )
17 24
33
32
11
Арбитр
23
34
1С Инталев
49
10
53
Алкоголь
• • • •
Complicated Too many data flows Too many control points Too many systems involved
IT Landscape NOW (and keeps going)
Инталев
Кубискан
Кристалл
Нильсон
1C-Бух
WMS
SET
Арбитр
RS.Fin
RS.WH
RS.Store
RESA
RS.Centr
Аполло
MOM (RMS/RPM)
ORMA
RDF
RSA
MFP
• Organized and minimized data flows • High productivity • Great opportunities to evolve and develop
Will it really fit me? Were the hell I get resources?
Vanilla project
Small team can make it really happen
Custom development
Roadmap RPM all departments regular pricing strategies (KVI, margin) Cost and Financials integration
Start
Master data integration
Sep 2013
Jan Feb Mar Apr 2014 2014 2014 2014
MFP
Pilot store migration Promotions in RPM
Jul 2014
Sep 2014
Deals management
Centralized Ordering
Nov 2014
Centralized production
Jan Feb Mar 2015 2015 2015
Range management, RPM pilot department
2014
Demand Forecasting
Jun 2015
Aug Sep 2015 2015
Dec 2015
Jan 2016
5 stores, all stores migration
2015
2016
Getting real benefits on the go Switching to RMS as master data management - We reorganized and start managing cluster and individual store range, flexibly grouping our stores for range management and for pricing individually when needed. - With 5 levels of product hierarchy and 2 more on product level we could manage SKUs, barcodes and transactional levels very clear and standardized. - We personalized you product hierarchy by commercial managers and buyers which made their life easy - RMS was great to help us systemize our complex organization structure with lots of entities (companies), own and franchised stores, DCs, own production units according to regions\locations - This allowed us to be very flexible and naturally store in a system very detailed buying conditions. All this structuring works make us possible to store all data we need with all possible detalization to report or manage in future.
Getting real benefits on the go RMS (Retail Merchandising System) Implementation: - Reliable and accurate inventory levels and cost data significantly lowered people mistakes in ordering for DC and stores replenishment. - Costing by zones allowed us to handle our costs by stores’ groups, so that make our store profitability understanding more accurate. - Flexible replenishment options and rules allowed us to make ordering more easy and make it more accurate - It was a big change to run processes in system designed for a big volume of transactions – it speed up all processes - Fast and reliable costing calculation “on a fly” made our decision making faster. Also we found that our old solution had big issues with costing calculation reliability, which is now not the case any more - Flexible Deals Management allows us to change costs in groups of stores with no need to change the regular contracted buying price, which make cost control much stronger. Also this allowed us to account and control back-margin profits in a regular basics – DAILY - EDI support – made us ready to support improvements in supplier communications. Now over 80% of our suppliers are on EDI and we do not spend much time on integration of the new ones • As a result , by each step we see real improvements in sales, stock decrease and get good feedback from people – as we made lot of things much easy for people to manage.
Getting real benefits on the go With RPM (Retail Price Management) implementation we could optimize and balance our pricing message to our customers and close lot of issues in pricing process by using just standard functionality: - flexible rules for price strategies (margin support, competitive and margin strategy with exceptions and dynamic lists for product baskets) - Pricing clusters of stores on a various levels of product hierarchies - Ability to make quick margin simulation before applying price change, interactive “what -if” recalculation - End-to-end promo and clearance management, and naturally storing sales splitted accordingly - Personalization makes staff responsible - Flexible competitor pricing rules - Store staff responsible for monitoring can type competitors data right into the system - Automatic handling for returning back to the regular price after promo ends significantly lowered errors - Flexible price verification strategies to lower pricing errors which could let ot margin loss All this tools led us to improve both sales and margin. We get first results in months after it was rolled out to pilot departments. Also our commercial team could do much more with less resources, with incredible flexibility quickly realizing lot of what was just “ideas” before
Getting real benefits on the go While we are now in process of rolling out MFP (Merchandise Finance Planning) we are very confident on the results we will get quite soon: - clear understanding right now – our plans and fact of sales, margin, promo, clearance and waste – which allows immediate reaction to CHANGE situation before period ends. - 3 in 1 mixed and tiered up – shareholders targets, operations and commercial abiities - decompose targets by person, drives motivation together with easy ant transparent control - easy compare long- and short- term plans by product hierarchy, easy rebalance plans with by-product forecast to react quickly on trend changes – rise stock ahead or stop buying - control back and front margin in one place to control total income more effectively - strong and transparent open-to-buy management automation and control - interface – makes it possible to quickly and easy manipulate and get the data in all needed details, also allowing massive corrections Clear, detailed and reliable plan is a half of result, while it’s regular control is the second part.
Getting real benefits on the go RDF (Retail Demand Forecasting) is just pushed to production, but confident to get results we saw on pilot departments :
- 2-way data cleaning from promo and out of stock makes our history more robust. By the way, we built additional integration to get clean sales back to ORMA analytics, so we use it now in our range analysis (before even starting CatMan) - Automated adoptive forecasting method choosing – makes starting configuration faster - Easy manage and calculate seasonal and holidays impact, makes stock planning more accurate. - Hierarchy-based interface makes it possible to make manual adjustment in one click for a number of products\stores\days - Future promo highlighting helps us to make right forecast - Automated forecast quality assessment helps to improve forecasts continuously - Automated approval and export to replenishment allows immediately apply forecast in auto-ordering. In general we expect to get big impact on stock and improve availability, which will help to secure more sales. We expect to get additional 5-7% according to pilot results.
Lessons learned • ALWAYS think of master-data quality IMPORTANCE. (hierarchies of stores, products, , suppliers, range, main supplier, etc.). Wrong data turns your smart system in stupid calculator with no resuls. • You may not have a big dedicated team to run fast. Do big things with less people • Many implementation processes could run in parallel – timeline always could be shorter
• Test just one more time before production cut – could save you weeks getting mixed meet back to filet
Global brand but very local character!
We all benefit from joint cooperation