Group Direct Sourcing Anthony Sutcliffe General Manager, Kingfisher Asia

Transcription

1 Group Direct Sourcing Anthony Sutcliffe General Manager, Kingfisher Asia

2 Direct Sourcing - Core Purpose To provide the Kingfisher retail businesses with direct access to the world s best manufacturers, offering: Innovative Products Best Prices Right Quality (functionality, safety, CSR) Delivered on-time, in-full, error-free From factories with acceptable standards EVERY TIME!

3 Why direct sourcing is important Builds direct relationships with some of the world s best manufacturers Greater control over the supply chain Removes agents and importers from the supply chain, thereby reducing costs Agents and importers also lose the benefits of KGF volume which increases the prices they charge to our competitors

4 Kingfisher Sourcing Offices Asia South Africa Italy Eastern Europe Agents To be researched Being researched

5 Kingfisher direct sourcing Kingfisher Asia Limited (KAL) office opened in Hong Kong Kingfisher s first Director of Global Sourcing appointed KAL satellite office opened in Shanghai Dedicated B&Q agent set up in India Castorama and Screwfix become new customers Volumes sourced for DIY more than double to US$185m Volumes sourced for DIY exceed US$340m Former B&Q agent in South Africa acquired and renamed Kingfisher Sourcing Africa (KSA) Kingfisher Sourcing Eastern Europe (KSEE) established in Warsaw Former Castorama office in Italy become Kingfisher Approvvigionamenti Italia (KAI)

6 Kingfisher direct sourcing 2004/5 values sourced by office Kingfisher Asia Kingfisher South Africa Kingfisher Italy Kingfisher Eastern Europe India (via agent) Total US$m FOB

7 Kingfisher Asia Limited Business Overview

8 What is KAL? Kingfisher s largest overseas sourcing office (OSO) Responsible for 85% of the Group s direct sourced product Facilitates direct buying from Asian manufacturers Cuts out agents & importers to deliver cost savings Kingfisher s biggest supplier Accounts for 7% of Group cost of goods sold (COGS)

9 What is KAL? Imported Product Europe Asia Direct Sourced Product Europe Asia Manufacturer Manufacturer OpCo Importer Trader Opcos KAL Manufacturer Manufacturer +10% to 70% Importers can mark-up manufactured cost by between 10% to 70% Some importers add value (consolidation, stock holding, design etc) Cost savings range 10% to 70% Average cost savings 20% to 25% including logistics on-costs & DC charges

10 KAL s History Company set-up in Hong Kong to source for B&Q, Woolworths and Comet First shipments approx US$50m First shipments to Castorama and Screwfix - Shanghai office opened First shipments to Brico Depot - Shenzhen office opened First shipments to B&Q Taiwan & Koctas - Re-organisation to Product Category structure First shipments to Castorama Poland, Italy & Hornbach - Power & Hand Tools teams relocated to Shanghai Indonesian office opened. Shipments reach US$450m

11 SHANGHAI 65 Staff SHENZHEN 15 Staff HONG KONG 118 Staff

12 KAL Business Dimensions In 2004/5 KAL will :- Ship US$450m of product (FOB) (+34% vs 03/04) Supply 7,600 products (+13%) Totaling 75 million units (+25%) Using 35,000 containers (+30%) To 9 operating companies in 7 different countries From 300 suppliers

13 KAL DIY Growth 500 USD$m Values sourced tripled since 2001/ /2 Actual 2002/3 Actual 2003/4 Actual 2004/5 Forecast

14 Products Supplied in many categories Heating & Cooling Lighting & Electrical Seasonal Leisure X'mas Handtools & Hardware Power Tools Garden Power Showroom

15 Exclusive own brands direct sourced In power tools

16 Exclusive innovation In garden power tools 1500w Hover Collect

17 In Cooling.

18 And in Garden Leisure Monaco Gas BBQ Wooden Furniture Set

19 What does KAL do? Phase 1: Brief Sourcing Decision Receives and interprets briefs from retail businesses Sources products & factories in Asia Negotiates product prices and commercial terms Assess product quality specification and market standards

20 What does KAL do? Phase 2: Product Development Packaging Ordering Develops packaging Manages product development and suppliers from brief to delivery Conducts product testing and certification Assesses factories for quality and ethical standards

21 What does KAL do? Phase 3 : Production Shipment Payment Production planning with factories Inspects product during production and prior to shipment Arranges shipment of product from Asia to Europe Lead Times: - vary depending on type of product months from brief to in-store - order lead times for repeat items 30 to 45 days + shipping

22 KAL Structure 3 core functions Sourcing Quality Supply Chain Each category supported by Cost Price Reduction (CPR) analysts Packaging technologists Corporate Social Responsibility (CSR) technologists Shared, category KPIs

23 Cost Savings Resourcing & replacing domestic suppliers Halogen light bulbs Saving: 73% Functional brackets Saving: 58% CFL light bulbs Saving: 47%

24 Cost Savings Resourcing & replacing domestic suppliers Split & mobile air-conditioners Saving: 23-79%

25 Project Widget What is Widget? Sourcing of components from low cost manufacturers Packing at origin of components to produce branded finished product Shipping finished products to Europe on a forecast replenishment basis Phase I wall fixings c. 100 SKUs

26 Project Widget - Fixings

27 Learnings Phase I 1. We could do it source components print bags & packaging control the quality domestic supply of components & export finished product replenish effectively (98% on-time delivery)

28 Learnings Phase I 2. We could make money doing it 25%+ CPR net of all costs 3. We can scale it up across B&Q product categories across the Group

29 Project Widget What Next? Phased roll-out across B&Q 4 new product areas during 2005 Introduce to Castorama during 2006 Significant cost savings over 3 years

30 KAL - A Conduit for Group buying Strategic Alignment Shared Suppliers Top 100 Suppliers Opcos 30% 1 Opco 35% 2 Opcos 25% 2 Opcos 35% 1 Opco 70% 3 or More Opcos 40% 3 or More Opcos 65% $150m $450m 75% of our total spend is channeled through shared Group suppliers

31 Supplier Strategies Suppliers want Kingfisher Group volumes We want innovation, exclusivity & reliability of supply We work together to achieve this We deny our competitors the benefits of our volumes

32 Summary Benefits of Direct Sourcing Huge cost savings & control of supply which means: Better value & choice for customers Higher sales & margins for Kingfisher Higher returns for you And much more growth still to come

33 Appendix

34 Phase 1 Brief Sourcing- Decision Project Start 1. Business planning, product brief OPCO 2. Market research, product & vendor sourcing KAL 3. Submit quotes & samples Vendor 4. Review, product & vendor selection KAL 5. Range review, buyer selection OPCO 6. Final negotiations, confirmation - KAL Phase 2 : Product development - Ordering

35 Phase 2 Product Development Packaging - Ordering Phase 1 7. Factory audit KAL 8. Artwork design OPCO 9. Packaging & product development KAL / Vendor 10. Packaging & product approval, testing KAL / Vendor 11. Order placement OPCO / KAL 12. LC opening - KAL Phase 3 : Production Shipping - Payment

36 Phase 3 Production Shipping - Payment Phase Production Vendor 14. Production tracking KAL 15. In-line inspection (Dupro) KAL 16. Book containers & vessel space KAL / Vendor 17. Final pre-shipment inspection KAL 18. Product shipped Vendor / Maersk 19. Arrival DC Opco 20. Payment KAL END

37 Direct Sourcing Myths Q. You can t buy good quality products from China A. China has many world class manufacturers and factory standards are improving all the time, driven by the growth in overseas export markets and direct foreign investment. Kingfisher audits factories before we use them to ensure they have the right quality systems in place. Additionally, Kingfisher has a rigorous product approval process and inspects all products before they are shipped to ensure they meet the right quality standards. Quality rejects run at ¼ of the level of domestic supply

38 Direct Sourcing Myths Q. With the increase in direct sourcing, you are increasing the risk of exposure to bad publicity for poor factory working conditions. A. As part of the audit process, each factory is carefully graded against the Kingfisher Code of Conduct for ethical and environmental standards. Whilst risks do exist, they are managed through the audit process.

39 Direct Sourcing Myths Q. Aren t the cost savings from direct sourcing eaten away by higher logistics and supply chain costs? A. No. Our cost savings are measured at the net level after adding on freight, duty, logistics, and distribution costs. This ensures we make the right economic decisions versus other supply channels.

40 Direct Sourcing Myths Q. Doesn t direct sourcing lead to excessive stock holding? A. There is a risk of this if it s not managed properly. Kingfisher supply chain teams have a clear understanding of lead times and are able to manage this effectively. Whilst we do carry higher stock levels for imported product, this is fully costed into the decision of whether to import or not. Additionally, we can order in less than container fill quantities and consolidate. B. Our on-time delivery performance is independently recognised as being among the best in retail direct sourcing organisations in Asia, ensuring high levels of availability in our retail stores

41 Direct Sourcing Myths Q. Direct sourcing is fine for simple products but don t more complex and technical products need to be made in Europe? A. Kingfisher directly imports its entire range of exclusive own brand power tools from Asia through KAL. Additionally we are also rapidly extending the direct sourcing of technical garden power products such as lawn mowers. With the right skills, proper planning and strong quality assurance teams, it is possible and hugely economic, to directly import these types of products