International

Logistics
Management
Group Assignment
Dhaval | Subh | Manav
An Overview of
Logistics of Perishable
Products:
Challenges &
Suggestions
To fast-track in-store delivery and guarantee the freshest goods for
consumers, todays vendors must restructure their value chains, and
form new ecosystems informed by sophisticated logistics and
superior inventory management.
Table of Contents
1. Executive Summary ............................................................................................................................................................... 2
2. Need for a High-Speed Supply Chain ............................................................................................................................. 3
3. Creating a High-Speed Supply Chain for Perishables.............................................................................................. 5
3.1 Identify Priority Action Items...................................................................................................................................... 5
3.2 Conduct a High-Level Supply Chain Study ........................................................................................................... 6
3.3 Conduct a Detailed Process Analysis ...................................................................................................................... 7
3.4 Identify Future Initiatives and Actions................................................................................................................... 7
4. Application Considerations and Industry Best Practices ...................................................................................... 8
4.1 Organizational Strategy ................................................................................................................................................. 8
4.1.1 Key Performance Indicators (KPIs): ................................................................................................................... 8
4.1.2 Centralized tasks: ..................................................................................................................................................... 8
4.1.3 Centralized supply chain management: ......................................................................................................... 9
4.1.4 Supply chain body for food chain: ..................................................................................................................... 9
4.2 Business Process Modifications ................................................................................................................................ 9
4.2.1 Process association: ................................................................................................................................................ 9
4.2.1.1 Vertical integration:........................................................................................................................................ 10
4.2.1.2 Network partnership:..................................................................................................................................... 10
4.2.1.3 Single view of estimates: ............................................................................................................................. 10
4.2.2 Lean logistics with innovative distribution approach: ............................................................................ 11
4.2.3 Active allocation: .................................................................................................................................................... 12
4.2.4 Supply chain visibility: ........................................................................................................................................ 12
4.2.5 Procurement considerations: ............................................................................................................................ 13
4.3 Technology Facilitators .............................................................................................................................................. 13
4.3.1 Automated replenishment and inventory scheduling to optimize freshness: ............................. 13
4.3.2 Forecasting tools with perishables features: .............................................................................................. 14
4.3.3 Technology to incorporate weather impacts: ............................................................................................. 15
4.3.4 Management by exemption: .............................................................................................................................. 15
4.3.5 Efficiency through innovative solutions: ..................................................................................................... 15
4.3.6 Traceability and tracking tools: ........................................................................................................................ 15
5. Looking Forward ................................................................................................................................................................... 16
6. Footnotes ................................................................................................................................................................................. 17

1
1. Executive Summary
The perishables segment of the retail industry is a case of extremes:
above-index gross margins and surplus; large variations in volume-to-sales
ratios (depending on periodic and climatic patterns) and a display for brand
equity and risk. In Australia, the grocery and fresh produce retail industry [1]
recorded a total turnover of $131 billion in 2009, with estimated revenue of $194
billion by 2020 (compound growth of 3.7% p.a.). Approximately 40% of that
revenue is resultant of perishables presenting a prospect for retailers to
achieve material, commercial and financial gains.
At the same time, todays consumers are aware, and swayed by marketing
campaigns that focus on their health and well-being, and their want for fresher,
more nutritious options. A recent report in The Wall Street Journal [2] highlights
the changing inclinations of American consumers, who now favor fresh from-
the-source products over pre-prepared frozen meals. (Sales of the later fell by
3% to $8.92 billion in the period between 2009 and 2013, according to
Euromonitor International).
Freshness is evidently on the agenda of leading retailers; for example, in
2013, Wal-Mart introduced a program to ensure the freshness and quality of its
fruits and vegetables, supported by a 100% money-back guarantee. [3]
Yet catering the freshest harvests to customers remains a challenge for
retailers, since doing so is not limited to a single business function;
merchandising, store operations and the supply chain all play a concerted role
in managing and maintaining freshness and reducing shrinkage in the
perishables cycle. While different methods can help retailers achieve this goal,
developing a high-speed supply chain is one of the most straightforward
strategies for guaranteeing freshness and materializing top- and bottom-line
improvements.

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2. Need for a High-Speed Supply Chain
According to Harvard Medical Schools Center for Health and the Global
Environment, in the U.S., products procured at the grocery store normally
voyages more than 1,500 miles [4] from farm to table. A typical Australian food
basket travels an approximate 70,000km roughly equivalent to travelling
around the circumference of the earth twice or around Australias coastline
three times. [5]
While these are remarkable logistics, a road literally less travelled could
lead to fresher merchandises and better nutrition for the consumer.
In-store product freshness definitely influences customer demand. As
specified in a report by consulting firm Oliver Wyman, Consumers who are
satisfied with freshness will spend over a third more in the produce division of
their primary store compared to those who are not content. At the same time,
they will spend 8% more of their entire grocery spend with retailers whose
product they are satisfied with than the buyers who are not happy with that
stores produce. The report also defined that freshness and shrink, managed
together, can add as much as $60 Million a year to some $10 Billion chains
earnings while increasing sales and improving its market positioning. [6]
However, estimates tell us that produce spends up to 50% of its life
between suppliers and vendors at different touch points in the supply chain, a
longer supply chain results into more touch points. Each touch point
compromises the produces freshness and quality due to aspects related to
loading/unloading, wait and execution time on the dock, faulty cooling
systems, or improper configurations which result in shrinkage or waste.
A high-speed supply chain can decrease waste (shrink) across the chain
by transporting product to store with an extended shelf life (i.e., by consuming
less of the limited shelf life between production or harvest and sale).
Prolonging shelf life provides more chances for a product to be picked
from the shelf, and reduces the probability of it being thrown away due to
expiration. A 2010 study by the Asian Food Information Centre (AFIC) reveals
that 67% of customers in India keenly consider expiration dates before
purchasing perishable goods. [7]
While perishables cumulatively make up about 38% of total store sales,
they contribute up to 65% of total store shrink. [8] Improving the velocity of a
retail supply chain increases the revenue and gross profit proportionately (see
Figure 1). The velocity of the supply chain can be directly connected to the days
3
it takes to transport a product ready for sale in store. The earlier this is
executed, the broader the window of opportunity to sell, and the less
opportunity of shrinkage/waste.

. Figure 1
Day to Deliver is inversely proportional to Opportunity to Sell
Opportunity to Sell is directly proportional to Sales/Waste

Figure 2
The industry average for retail contraction in the U.S. is around 2.7% of
retail sales, with 65% of that credited to perishables. [9] Clearly, a prospect exists

4
to reduce shrinkage, and improve overall revenue and deliver a fresher
proposition to the customer by accelerating the supply chain speed.
The question is how? In the following pages, we will answer that question,
and point out processes that can be taken to create a high speed supply chain.

3. Creating a High-Speed Supply Chain for Perishables

Bringing efficiency to the perishables supply chain is not just about the
transportation lead time for logistics. That accountability lies with all functions
within the organization that are complicated in the end-to-end supply chain.
Any viable velocity strategy will require all processes engaged in product flow
and management to work together impeccably.
Before examining or executing an optimal organizational structure, it is
important to start with a process study to identify the root cause of
impediments to the supply-chain rate of speed. This exercise, which contains
the steps below, will quickly reveal areas for improvement, and help outline
future initiatives and following implementation plans.

3.1 Identify Priority Action Items

Optimizing every stock keeping unit (SKU) in a supply chain is
unrealistic. A more practical approach is a Pareto-style analysis to define the
top 20% highest value and most at risk product lines, based on lead-time
scrutiny.
Enhancing the speed through the supply chain for these articles will have an
incremental impact on profitability and decrease waste. At-risk articles are
identified based on their ESL (effective shelf life, i.e., the outstanding life of an
item) after removing lead-time constituents and minimum freshness days*
from the total shelf life. ESL signifies the window of chance to sell a perishable
item at maximum margin.

Effective Shelf Life (ESL) = Total Shelf Life Supplier to Customer Lead Time
Minimum Freshness Days

* Minimum freshness days is the number of days a product must maintain freshness in order for a customer to
accept it, e.g., a customer will buy milk if it has a minimum of two days of freshness remaining or is set to
expire after two days.

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3.2 Conduct a High-Level Supply Chain Study
Subsequent to item prioritization, the next step is to evaluate the end-to-
end supply chain and segregate the time spent at each node, or transportation
leg, in the chain. This reveals the value chains role at each site, the high-level
integration touch points, and the lead time at each phase of the supply chain
(see Figure 4).

Figure 3

Figure 4

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3.3 Conduct a Detailed Process Analysis
Subsequent to the high-level supply chain analysis, the next step is to
understand in depth the lower-level processes and actions, then classify each
process stage as either a value-adding or non-value-adding activity. The
comprehensive analysis on the list of process steps will identify (for removal)
the later, and reveal opportunities to reduce the lead-time of value-adding
tasks. Figure 5 is an example of a detailed process analysis worksheet.
At this phase, data must be taken from various areas and systems at each
point related to freshness and waste. This comprises systems for warehouse,
transportation, point-of-sale, procurement, etc. The objective is to build a
quantifiable supply chain matrix that will help identify nonvalue-adding
processes in the supply network.
Recording and obtaining access to the correct information is an
important investment for retailers, and crucial to realizing the maximum
benefits from this analysis. Most vendors retain generic information about
transport lead time, wait time, etc., or store it in various systems.

Figure 5

3.4 Identify Future Initiatives and Actions

Reorganizing the supply chain by eliminating non-value-adding process
steps (as identified in Step 3) and selectively executing industry best practices
can lead to a highly efficient, high speed supply chain. At the same time, every
retailer has unique challenges, and must work innovatively to achieve their
objectives. Based on the results of the detailed process analysis, these
companies can access areas for improvement and formulate
key future initiatives.

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Examples of initiatives embarked on by retailers include:
Partnership with supply associates for speed and freshness.
Automation to reduce warehouse handling time.
Execution of sophisticated refill technology with special attention for
freshness.
As with any investment decision, ranking future initiatives based on their
probable impact and benefits is highly recommended.

4. Application Considerations and Industry Best Practices

Transitioning to a high-speed supply chain requires organizational
alignment and commitment, the acceptance of industry best practices, and
continuous implementation of leading technologies (see Figure 6, next page).
However, with 65% of all stores shrink taking place in perishables departments,
we see only best-in-class (top 25%) companies placing more weightage on
implementing industry-proven best practices. These organizations are
demonstrating an average of 22% less shrink in perishables departments than
the balance 75%. [10]
4.1 Organizational Strategy
An effective organizational design must be directed by a formal process
for integrating people, information and technologies across the enterprise all
focused-on meeting key business goals. Thus, a design that supports a high-
speed supply chain must take into account the following:
4.1.1 Key Performance Indicators (KPIs): Each article in a perishables supply
chain must have its KPIs planned to assure freshness and efficiency. For
example, a procurement manager should define objectives to reduce overall
lead time and shrink/wastage in the supply chain. Developing the achievement
of these targets will help align people and processes with the common
objectives of delivering freshness and maximizing perishable supply velocity.
4.1.2 Centralized tasks: Organizations are at work to centralize functions across
the supply chain in order to maximize efficiencies and tighten up delivery
times. Centralization helps to more effectively manage regulatory duties,
assure compliance (in this case, for perishables), and normalize processes and
practices. Moving from scattered procurement processes with different
purposes to centralized procurement can help accelerate product low and
reduce waste.

8
Nevertheless, completely centralizing operations may not be possible or
applicable in all circumstances; many progressive organizations have adopted
a hybrid approach that combines a centralized strategy to gain agreement with
decentralized execution to improve service. [11]
4.1.3 Centralized supply chain management: An emergent global trend is to
unify procurement, logistics, contract management, forecasting/demand
planning and similar management functions under a single supply chain
leader. This helps enable effective decision making with a view spanning the
entire supply chain.
4.1.4 Supply chain body for food chain: The objective of a governing council is
to provide direction and help align the supply chain strategy [12] with all other
functions and departments in the organization. The council can help quantify
and monitor the impact of new initiatives for perishables. Its membership
should include the leader of the supply chain organization, business unit
managers, corporate executives, and other influential stakeholders within the
organization. Its existence will indicate that supply chain management has the
validation and commitment of senior leadership.

Figure 6

4.2 Business Process Modifications

To meet consumers needs for freshness, retailers must review their
ability to plan and execute process and supply chain tactics. As illustrated in
Figure 7, the following represent industry best practices for maximizing speed
and responsiveness across the perishables supply chain.
4.2.1 Process association: Leading perishables vendors already enjoy a high
level of association with their supply chain partners. They not only collaborate
on data, but also on processes and business goals. Since a perishable supply
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chain depends on velocity, the critical collaboration focal points are vertical
integration, innovations in network sharing, and involvement in demand
forecasting.
4.2.1.1 Vertical integration: The developing trend in perishables is to sustain
effective control of supply, quality and speed. Many retailers are investing in
fruit, vegetable and livestock farming, either through association or ownership,
to secure supply and ensure freshness. The objective is to apply more control
over the end-to-end supply chain through vertical integration, and reduce the
total supply lead time from farms to consumers.
For example, Aussie Farmers Direct has planned its supply chain such that it as
close as possible to the big markets to guarantee that perishable items get to
customers within 48 hours of being harvested. [13]
Vertical integration may not be the best solution for all supply chains;
nevertheless, grocery vendors must re-evaluate their supply network and
examine the benefits of vertical integration while examining the market
competition and the power of buyers and sellers.
Over the 2011 12 fiscal year, supporting the vertical integration model,
Morrisons opened 37 new stores, acquired two manufacturing sites, and set
up a major new distribution centre. Competent processes, a vertically
integrated business model and a cost-sensitive culture enabled Morrisons to
drive out needless waste and allowed the company to offer its customers great
food at affordable prices. [14]
4.2.1.2 Network partnership: Perishables retailers need to look at improving
partnership in extended supply chain networks to help bridge the gap between
vendors and consumers. An emerging trend is for supply chain associates is to
share distribution networks and infrastructure. Although not widespread for
distributing highly perishable items, this model is being used by Kraft, Nestle,
Heinz, Unilever and numerous other retailers in Europe to transport shelf-
stable foods. [15]
The ECR Sustainable Distribution Group initiative (UK) aims to reduce the food
and grocery industrys transport miles by sharing vehicles and improving the
efficiency of warehousing networks. To date, this initiative is estimated to have
saved 24 million road miles on UK roads and 60 million liters of diesel fuel per
year. [16]
4.2.1.3 Single view of estimates: Sharing the demand forecast and POS data
with sellers (within organizational norms) diminishes the bullwhip effect [17]
across the supply chain by reducing inventory costs at sellers hubs and help in
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controlling production costs. As a result, the vendor receives fresher product on
time, and with a lower likelihood of a stock-out.
For Smithfield Foods Inc., a pork processor and hog producer, the biggest
test is to determine how many hogs to produce. If the company can forecast
the customer demand (i.e., how many leg hams are required, say in December),
it can estimate when and how many hogs to have ready allowing time for the
sow to be reared and give birth, and for the pigs to grow. [18]

Figure 7
4.2.2 Lean logistics with innovative distribution approach: Perishable produces
require distinctive distribution strategies. The journey to a lean supply chain
begins with innovative distribution channels and progresses through
continuous process improvements, automation, and the embracing of best-in-
class know-hows.
Sourcing a product is only half the job; the article must also be available at
the store, and time to store is directly tied to the networks intricacies. There is
a growing need to tactically leverage the DSD (direct store delivery) channel,
straight from farms/production to store/customer to distribute more product. In
2008, the Grocery Manufacturers Association (GMA) reported that DSD
represents 24% of unit sales and 52% of total profit in the grocery channel.
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Further, the report noted that of the top-ten food categories by dollar volume,
seven were achieved through DSD processes. [19]
The DSD model launched by Nestl in 2009 ensured the availability of
Nestl products wherever and whenever customers wanted them, allowing the
company to continue widening its distribution base into non-conventional
alternative locations. In 2012, following the models success, Nestl also
invested in modern DSD/route accounting solutions. [20]
An integrated distribution network is another way to tread the line
between optimizing truck loads and meeting the need to ship quickly and
directly. In this model, small branch warehouses are situated close to the point
of consumption; stores do not rely on conventional warehouses to receive
produces that take longer to process and ship.
Warehouse procedures, if not optimized separately for perishables, may
slow time to store. Through arrangements with suppliers, retailers can leverage
advance shipping notes (ASNs), enabling warehouses to pre-allocate the
shipment to be received for cross-docking, or make required arrangements for
flow through/pick-to-zero.
Aligning replenishment rate with the retailer ordering calendar and
receipt times at stores/warehouses is vital to achieving a smooth product flow
throughout the supply chain.
4.2.3 Active allocation: The freshness of products at a warehouse is a primary
success condition for achieving a stock-allocation strategy. The key is to have
clear visibility of the expiry date or best before date of the available and in-
transit stock. The warehouse should also be able to perform active allocation to
avoid waste.
The rapid growth of multi-option retail has made order fulfilment more
multifaceted. Hence, the supply chain must be able to prioritize and optimize
the management of e-commerce and retail store orders.
4.2.4 Supply chain visibility: An estimated 30 percent of all worldwide
perishables shipments never reach customers because of a variety of supply
chain issues. [21] Monitoring stock levels over the course of the day through the
supply network, preferably in real time, can further improve inventory
management.

12
 Traceability is an important facet in identifying areas for improvement. It
can help regulate the actual lead time, processing time and wait time at each
step in the supply chain before the produce reaches the consumer.
Papa Johns implemented Manhattan Associates fleet software system
and a visibility package, UK-based Isotrak, to enhance its freight-tracking
capabilities. A 2013 case study by Manhattan Associates emphasizes that the
implementation of new technology provided unparalleled visibility, lower
expenses and enhanced efficiency and productivity at every point in the
supply chain. [22]
4.2.5 Procurement considerations: The effective shelf life of the produce should
be a crucial consideration during contract formulation and sign-off. A retailer
must outline a realistic lead time that meets freshness standards and
guarantees compliance. Penalties and rewards are agreed upon during
negotiations and when defining terms of procurement with suppliers.

4.3 Technology Facilitators

Implementing industry best practices, organizational design and suitable
technologies are crucial to achieving a high-speed supply chain. Some of the
key technologies and considerations are:
4.3.1 Automated replenishment and inventory scheduling to optimize
freshness: While automated replenishment and inventory planning are regular
practices among leading retailers, measures for judging the freshness of
perishable goods (e.g., shelf life, wastage parameters) in planning systems are
uncommon. Leading software providers are augmenting their solutions by
incorporating perishables replenishment modules in their offerings. Inventory
planning and replenishment data from automated planning systems can
decrease shrinkage to a great extent and help pick up speed in the supply
chain.
JDA offers Date Sensitive Inventory (DSI), a module within the JDA
Fulfillment application that can fast-track delivery to customers. DSI enables a
time-phased replenishment plan for store and warehouse deliveries by
optimizing order size and order rate based on freshness criteria and wastage
limitations.
The JDA perishables system helped Butterball manage perishables-related
issues, reduce risk and improve consumer satisfaction. With the
13
implementation of JDAs date-sensitive inventory management module,
planners could modify Butterballs plans to minimize any surplus inventory
and ensure customer satisfaction. [23]
The key benefits of the JDA perishables system (i.e., date sensitive
inventory) include:
Implementation velocity and scalability (ease of alignment and
deployment).
Greater visibility into the replenishment plan (advance planning/speed).
More visibility of the inventory at the distribution center and in the store
with the expiration date (less shrink).
Optimized orders (quantity/frequency) with perishables at its focus (less
shrink).
Perishables-specific exemption for taking proactive actions
(management by exception).
Foreseeable visibility of quantity being expired (visibility to activate
proactive actions for discount or promotion).
SAP (via the SAP for Retail suite) offers procurement abilities for
managing perishables. Buyers can create simulations for a push/pull strategy,
distribution to stores and vendor appraisal. The critical needs of buyers are
addressed through SAPs Perishables Procurement Work Centre. This module
provides purchasers with the tools and consolidated information they need to
handle purchasing\distribution decisions for perishables across business
divisions. [24]
The starter pack service for grocery retailing and meat processing
includes exclusive solutions from SAP for Retail and SAP Enterprise Solution
Services. It offers a comprehensive solution based on SAP best practices for
retail packages, supports pre-configured, sectors specific business processes,
and offers a number of improvements. [25]
The Oracle Retail Advanced Inventory Planning system computes the
product/store inventory level and need for perishable products balancing
waste and availability based on an articles shelf life and tolerable loss due to
waste. [26]
4.3.2 Forecasting tools with perishables features: Retailers must use best-in-
class technologies to generate precise forecasts, which in turn drive a more
14
efficient and effective supply chain. Forecasting tools for perishables must
offer random weight consideration; integrate robust algorithms to account for
seasonal demand; distinguish demand irregularities due to
marketing/promotions, and employ lost sales calculation logic along with basic
tasks. Multiple software companies provide demand forecasting tools; all
should be assessed and chosen based on the particular needs of the
organization.
4.3.3 Technology to incorporate weather impacts: Uncommon weather events
can have a major business impact; however, daily weather may have an even
greater effect. Weather conditions are a principal reason as to why customers
decide to buy or not to buy a product or service. The Planalytics solution
gathers weather-driven demand signals and supports in sales-history
cleansing to formulate starting point forecasts. [27]
Our weather-driven demand number is tied directly to what percentage of our
sales were up or down. You would be astonished at the relationship between
how our volume performs and how the weather performs. (Testimonial by
Subway at Planalytics.) [28]
4.3.4 Management by exemption: A supply chain team should be notified by
system-generated exceptions that allow the team to focus on significant
issues. The objective is to avoid any delay in taking action.
4.3.5 Efficiency through innovative solutions: Swiftly delivering a product to
the consumer is a significant success factor in the perishables supply chain;
however, this ability often comes with a high cost. Therefore, there is a
pressing need to generate innovative solutions that alternately add value
and/or remove non-value-adding activities.
4.3.6 Traceability and tracking tools: Retailers are constantly changing and
embracing more sophisticated technologies to track stock through the supply
chain network. Accepting leading-edge technologies such as RFID or real-time
visibility tools is required to decrease product shrinkage in perishables. Using
universal standards such as GS1 DataBar across the supply chain will help
track information such as lot number, serial number and expiry dates.
Standardization through the global trade item number (GTIN) provides exact
traceability of produces in end-to-end supply networks.

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5. Looking Forward
The perishables supply chain is exceptional in terms of operations and
product features. Retailers looking to develop a world-class perishables supply
network must first understand the notion of an effective shelf life (the available
days that a product can be sold without becoming unfit for ingestion) in order
to identify the top 20% of items that contribute to 80% of waste. It is essential to
adopt an organized approach for analyzing and detecting the root cause of
waste and identifying future initiatives. Vertical integration, network
collaboration and collective planning create a base for an efficient and viable
supply chain. Implementing perishables KPIs within the organization and
persuasive all stakeholders to ensure the delivery of fresh produces will serve
as a catalyst for realizing the goal of a fresh supply chain.
Adopting perishables-specific technologies can help lead the way to a
high-speed supply chain that accelerates and synchronizes information, aligns
business processes, reduces waste and assures the delivery and availability of
fresh produces. In this way, retailers can boost sales, reduce shrinkage and
establish a fresh connect with the customers.

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6. Footnotes
[1] 2020: Industry at a Crossroads, Australian Food and Grocery Council.
https://www.atkearney.com/documents/10192/178350/2020_industry_at_a_crossroads_final.pdf/702b00d1-cdca-4e8f-85d8-
7f55dbc26952.

[2] The Wall Street Journal, Frozen Foods Grow Cold as Tastes Shift to Fresher Fare, June 26, 2014.
http://online.wsj.com/articles/frozen-foods-grow-cold-as-tastes-shift-to-fresher-fare-1403826097.

[3] Walmart Launches Fresh Produce Guarantee in U.S. Stores.

http://news.walmart.com/news- archive/2013/06/03/walmart-launches-fresh-produce-guarantee-in-us-stores.

[4] Sophie Glabella and Asha Bee Abraham, Food Miles in Australia: A Preliminary Study of Melbourne, Victoria
[Internet], 2008 [cited June 20, 2008].
http://www.ceres.org.au/sites/default/files/CERES_Report_%20 Food_Miles_in_Australia_March08.pdf
http://www.ecofriendlyfood.org.au/buy_locally.

[5] Fresh Infatuation, CNBC.com, 08-Oct-12.

http://m.cnbc.com/special_reports/5/content/49101716/1.

[6] Oliver Wyman, A Retailers Recipe.

http://www.oliverwyman.com/content/dam/oliver-wyman/global/en/2014/jul/2014_OW_aRetailersRecipe_4.pdf.

[7] Arvind Singh Rana, Old is no Longer Gold - Applying theory of constraints to improve freshness of products.
http://www.vectorconsulting.in/insights/consumer-goods/old_is_gold_no_more.html.

[8] Sales and Shrink by Department, Wheres my Shrink?

http://wheresmyshrink.com/shrinkbydepartment. html.

[9] National Retail Research Group Facts.

http://www.retailcontrol.com/articles/7-facts-about-retail-shrink- that-will-blow-you-away%E2%80%A6/ |
http://wheresmyshrink.com/executivesummary.html.

[10] Trends in Loss Prevention and Store Operations Control for 2012.
http://www.retailcontrol.com/articles/6- trends-in-loss-prevention-and-store-operations-control-for-2012/.

[11] Bob Engel, 10 Best Practices You Should be Doing Now, Quarter 1, 2011 issue.
http://www.supplychain- quarterly.com/print/scq201101bestpractices/.

[12] Ibid.

[13] Taking advantage of the Organic Supply Chain, Australian Organic Spring 2013 | Issue No.1.

[14] Corporate Responsibility Review 2011/12 - Food with thought, Wm Morrison Supermarkets PLC
http://your. morrisons.com/Documents/Morrisons_CR_Review_5MB.pdf.

[15] Emerging Trends in US Logistics Part II: Food Safety TrendsFood chain Intelligence.
http://www.food-chain. com.au/Dispatch3.pdf.

[16] An Emerging Coffee Trend - Food Chain Intelligence.

www.food-chain.com.au/ABF.pdf.

[17] Reducing the Bullwhip Effect via Market Research-Gleaned Insights, Cognizant.
http://www.cognizant.com/ InsightsWhitepapers/Reducing-the-Bullwhip-Effect-via-Market-Research-Gleaned-
Insights.pdf.

17
[18] Temperature-Controlled Logistics: Provide or Perish.
http://www.inboundlogistics.com/cms/article/tem- perature-controlled-logistics-provide-or-perish/.

[19] Powering Growth Through Direct Store Delivery, Sept., 2008. Grocery Manufacturers Association (GMA).
http://www.gmaonline.org/downloads/research-and-reports/DSD_Final_111108.pdf.

[20] Nestles DSD Model Opens New Retail Channels.

http://www.dairyfoods.com/articles/87925-nestles-dsd- model-opens-new-retail-channels.

[21] Global Cargo Monitoring/Cargo Tracking.

http://globaltrademanagement.blogspot.com.au/2007/11/net- worked-supply-chains-require-better.html.

[22] Papa Johns Supply Chain Case Study, Manhattan Scope.

http://www.manh.com/resources/case-study/papa-john-s-optimizes-inventory-visibility-and-transportation.

[23] Real Results Magazine, Volume 8, Issue 2. 2013 JDA Software Group, Inc.
jda.com/realresultsmagazine.

[24] SAP for Retail: Help.

http://help.sap.com/saphelp_46c/helpdata/en/ae/59637806ba11d3ae06080009d2232d/content.htm
http://wiki.scn.sap.com/wiki/display/Retail/Perishables+Procurement.

[25] SAP Solution Brief. Plan, Deploy, and Optimize Retail Software Faster and Easier Than Ever.
http://www. sap.com/bin/sapcom/en_us/downloadasset.2012-11-nov-30-08.plan-deploy-and-optimize-retail-software-
faster-and-easier-than-ever-pdf.html.

[26] Oracle Retail Application Products Overview.

http://www.oracle.com/us/products/applications/retail/ supply-chain-planning/advanced-inventory-
planning/overview/index.html
http://www.oracle.com/us/ products/applications/047071.pdf.

[27] Planalytics, Business weather intelligence.

www.planalytics.com.

[28] Success Stories Planalytics.

http://www.planalytics.com/success-stories/.

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