Promo Planner Buyer Submission Form

  • PURPOSE / OBJECTIVE  

To review and explain the functionality and proper, consistent usage of the Promotional Planner Submission Form

As an overview, the EB Promo Planner Submission Form is the document that is used to store all Off Shelf, TPRs, National Promos, Digital Coupons and Whole Deal EB submissions in one central location.

 

  • PERSONS AFFECTED / RESPONSIBILITIES
    • Buyer/Associate Buyer – Completes the “EB Promo Planner Master Buyer Submission Form” and sends to the Gatekeeper of the “EB Promo Planner Master” Form i.e. Data Analyst
    • Data Analyst- (Gatekeeper).  Inputs the Buyers submissions onto the “EB Promo Planner Master FY_Q_”
    • Logistics- Communicates to supplier when promos have been approved by Global Grocery.

 

  • NO EXCEPTIONS  

 

  • PROCEDURES

4.1  EB Promo Planner Master Buyer Submission Template

4.1.1 You can find the template for this document in the location on the P: drive as shown in the image below.

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4.2  Naming Convention

4.2.1 Use the naming conventions below when completing the submission form.

4.2.1.1 365 Promo Planner Submission Form_Buyers Name_FY_Q or WFM Promo Planner Submission Form_Buyers Name_FY_Q_

 

4.3   Explanation of the Form

4.3.1 The Buyer is responsible for completing all fields in green

4.3.2 The Promo Period and Promo Dates can be referenced on the “FY 16 Promo Calendar” Tab that is included in Buyer Submission Form.

4.3.3 When inputting the UPC, include “000” and then the 10 digit UPC found on the PLOG.

4.3.4 Reference the PLOG for Regular Retail, Current Cost and Current GM%

4.3.5 Weekly Movement and the Projected Lift columns will need to be completed.

4.3.5.1 Weekly movement is at the Buyers Discretion i.e. 12 weeks vs 52 weeks

4.3.5.2  If there is seasonality, that needs to be factored in when projecting weekly movement and lift %

4.3.6 After the promo has occurred, Data Analyst with then input Actual Movement

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4.3.7 Once promo has been determined as Off Shelf, TPR, National, Digital or Whole Deal the Scanback $ off, Scanback % off, Scanback off invoice %/$ and Vendor Funding Fields will auto populate.

4.3.7.1  Some promos will participate in more than one promotional vehicle.  Place an “x” in all pertaining promotional vehicles.

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4.3.8 Once Buyer has completed the necessary fields, email Data Analyst, CC Purchasing Assistant and Yourself

 

  • STAKEHOLDER APPROVAL

Title

Department

Approval Date

Executive Coordinator

Exclusive Brands

 
Team Leader

Logistics

Promotions – Monthly Grocery Requests

 

  •  PURPOSE / OBJECTIVE

Promotions are used to highlight items.

 

  • PERSONS AFFECTED / RESPONSIBILITIES
  • Buyers- Confirms the items that are on the Promo Submission Form.
  • Global Grocery Promotions Buyer- Suggested items for the Monthly Promo. Creates Promo Sub form and sends to the Purchasing Assistant. Collect and

organizes all of the items submitted on the Grocery team.

  • Logistics Team Leader- Communicates to the vendors that the items will be highlighted to ensure there are no ordering issues.
  • Purchasing Assistant- Organizes all of the information, and submits the forms chosen for approval.

 

  • EXCEPTIONS

None

 

  • PROCEDURES

4.1 The Global Grocery Promotions Buyer creates Promo Sub Forms for each monthly Promotion and sends to the Purchasing Assistant.

4.1.1 The Purchasing Assistant collects all Promo Sub Forms for that month and sends to each appropriate buyer to confirm and get any necessary  information on each item.

4.1.2 Once each Buyer confirms the promo, the Purchasing Assistant enters in all item information. This information can be found on the PLOG forms.

4.1.2.1 Items that need to be filled in (Paste as Values Only):

      • Manufacturer/Company (column A)
      • Promo Month (column B)
      • Promo Period (column C)
      • Promo Type (column L)
      • Promo Level (column M)
      • Family (column O)
      • Category (column P)
      • Product Line Description (column R)
      • Comments (column S)
      • UPC (column U)
      • Item Description (column V)
      • Item Order# (column W)
      • Case Size (column X)
      • Size (column Y)
      • UOM (column Z)
      • Pallet (Y/N) (column AA)
      • Ti/Hi (column AB)
      • Pallets per Truckload (column AC)
      • Distribution Type (column AP)
      • Vendor/Broker (column AQ)
      • Authorized By (column AR)
      • Vendor/Broker (column AS)
      • Authorization Email (column AT)
      • Vendor/Broker (column AU)
      • Authorization Phone (column AV)

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4.1.3 Once the Promo Sub Form is complete, the Purchasing Assistant will send back to Global Grocery Promotions Buyer and CC the appropriate buyer.

4.1.3.1 The Purchasing Assistant will file completed Promo Sub Forms on the P:Drive here by year>> month.

4.1.3.2 The Purchasing Assistant is now able to change the title of the Promo Sub form to include the item and promo Month. This makes it easier to find later on (see screenshot below).

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4.1.4 Once the Promo Sub Forms are confirmed by the Global Promotions Buyer, The Global Promotions Buyer will send confirmation emails to the Purchasing Assistant and CC the appropriate buyer.

4.1.4.1 The Purchasing Assistant will file the email and keep for any follow up.

4.1.4.2 The Global Promotions Buyer will then enter it into the system and create the “Exclusive Brands Consolidated Pre-orders with rounded pallet qties” document and will

Send to the entire Exclusive Brands Team, including Logistics (see screen shot below for the document).

4.1.4.3 The buyer will review the confirmations as soon as possible to let grocery know about any changes or cancelled promotions.

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4.1.5 Once Final Confirmation is received from the Global Promotions Buyer the Purchasing Assistant will forward the confirmations of distributed items to the Logistics TL.

4.1.5.1 The Logistics TL will notify the Vendors that their distributed items have been chosen to be put on Promotion to ensure there will not be any out of stocks.

4.1.5.2 Vendors with direct to store items will receive this confirmation from the buyer.

 

 

  • STAKEHOLDER APPROVAL

 

Title               

Department                   

Approval Date

Executive Coordinator

Exclusive Brands

Team Leader

Logistics

Global Grocery Buyer

Grocery

Promotions – FY or Quarterly Submissions

  •  PURPOSE / OBJECTIVE

Promotions are used to highlight items.

 

  • PERSONS AFFECTED / RESPONSIBILITIES
  • Buyers- Choose what items should be highlighted and send to the item list to the Purchasing Assistant.
  • Global Grocery Buyer- Looks through all of the items submitted, and chooses what items will be highlighted.
  • Global Promotions Buyer- Chooses what items will be featured for Promotion.
  • Promotions Specialist- organizes all of the items submitted
  • Logistics Team Leader- Communicates to the vendors that the items will be highlighted to ensure there are no ordering issues.
  • Purchasing Assistant- Organizes all of the information, and submits the forms chosen for approval.

 

  • EXCEPTIONS

None

 

  • PROCEDURES

4.1 Have yearly meeting set up by the Purchasing Assistant in FP7 to decide on what categories should featured throughout the fiscal year. Or present the quarterly spreadsheet in the Monday buyer’s meeting, 6 months before the quarter begins.

4.1.1 Decisions on what subcategories will be featured will be made based on movement in past promotions, holidays, and month themes (i.e. Non-GMO month)

4.1.2 The Purchasing Assistant organizes all of the information onto the Promo Planner of that Fiscal year/quarter.

4.1.2.1 All Promo Templates can be found in here:

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4.1.3 Once the Promo Planner is complete, the Purchasing Assistant will send out the Promo Pre-Planning Templates to all of the Buyers to fill out the exact skus wanted to be featured by the buyer.

4.1.3.1 Once the Buyers have filled out the exact SKUs that they would like to feature in the respective months on the Promo Pre-Planning Template, the Buyers send the forms back to the Purchasing Assistant.

4.1.3.2 Under the “Item Description” the events should be listed, and not each SKU. For example: “Frozen Samosas 2 SKUs”

4.1.3.3 The Purchasing Assistant consolidates all of the forms received from the Buyers into one form.

 

4.1.4 Using the filled out Promo Pre-Planning form, the Purchasing Assistant completes the three Planning Grids, separating 365, Engine 2, and WFM.

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4.1.4.1 Once the Planning Grids are completed by the buyers, the Purchasing Assistant sends the forms to the Global Grocery Promotions Specialist and/or Promotions Buyer for approval.

4.1.4.2 The Global Promotion Specialist sends back the individual forms of the items chosen to the Purchasing Assistant.

4.1.4.2.1 The Purchasing Assistant fills out all of the individual forms, and sends them back to the Global Grocery Promotions Specialist.

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4.1.4.3  All of the previous forms that have been done are saved here by Year>> Month:

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4.1.5 Once Final Confirmation is received from the Global Promotions Buyer the Purchasing Assistant will forward the confirmations of distributed items to the Logistics TL.

4.1.5.1 The Logistics TL will notify the Vendors that their distributed items have been chosen to be put on Promotion to ensure there will not be any out of stocks.

4.1.5.2 Vendors with direct to store items will receive this confirmation from the buyer.

 

  • STAKEHOLDER APPROVAL
Title Department Approval Date
Executive Coordinator Exclusive Brands
Team Leader Logistics
Global Grocery Buyer Grocery

 

 

Private Label Order Guide (PLOG)

  • PURPOSE / OBJECTIVE  

To review and explain the functionality and proper, consistent usage of the Private Label Order Guide (PLOG)

As an overview, the PLOG is the form that is used to communicate all retail and warehousing detail for a product line from a single vendor.

 

  • PERSONS AFFECTED / RESPONSIBILITIES
    1. Buyer/Associate Buyer – Document owner.  Sends the PLOG to the vendor to fill out, completes any missing information and uploads into the Product Lifecycle Management (PLM) System .
    2. Vendor – Fills out required fields and returns to the Buyer.
    3. Logistics Team – Sends PLOGs to Regional Buyers, Warehouse Buyers and 3rd Party Distribution Centers (DCs) and manages PLOGs on the Exclusive Brands (EB) SharePoint.

 

  • EXCEPTIONS  
    1. Canadian items go on a separate PLOG.
    2. Programs with regional pricing have separate PLOGs for each region, examples include: Dairy and Water.
    3. Bulk items go on a separate PLOG.
    4. Separate PLOGs for the same vendor are only necessary when the top section of information differs between items (order from, remit to, minimum warehouse order, lead time, etc.)

 

  1. PROCEDURES

4.1  Template

4.1.1 You can find the template for this document in the location on the P: drive as shown in the image below.

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4.2  Naming Convention

4.2.1 Use the naming conventions below when creating the PLOG.

4.2.1.1 PLOG (Broker) – Vendor – YYYY.MM.DD – (DEPT) Description of Items

4.2.1.2 PLOG (Broker) – CANADA – Vendor – YYYY.MM.DD – (DEPT) Description of Items

4.2.1.3 PLOG (Broker) – Vendor – Region – YYYY.MM.DD – (DEPT) Description of Items

4.2.2 The date should be the Wednesday date that the PLOG is being released.

4.2.3 Broker should have a (+) or (-).  (+) is when the Broker is listed as both the “Order From” and “Remit To.”

 

4.3   Explanation of the PLOG

4.3.1 If you hover over the shaded grey boxes, the stakeholder that is responsible for filling out that particular section will appear.

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4.3.2 Seasonal Items can go on the same PLOG as every day items.

4.3.3 Green cells will auto populate, do not overwrite these fields.

4.3.4 Hide any extra rows.  Always make sure there are 60 data rows to keep consistent – hide rather than deleting to avoid a merge issue.

4.3.5 All cells should be limited to 2 decimal places. It affects the following fields:

  • Item Information: Size, Unit Height, Unit Width, Unit Length/Depth
  • All cost fields should have two decimals
  • All Case Information should have two decimals
  • Pallet Information (Gross Pallet Wt.)

 

4.4  Contact Information, Ordering Information & Additional Information – Top Section of the PLOG

4.4.1  Contact Information

4.4.1.1 Vendor fills out all of the contact information which includes the “Order From” and “Remit To.”

4.4.2  Ordering Information

4.4.2.1 Lead time for items in consolidation should always be 10 days (lead time should always be listed in business days and include transit time).

4.4.2.2 Distribution Charge and Box Charge will auto populate: 7% and $0.50, respectively.  For vendors that ship DTS (direct to store), the 7% is deleted & the box charge is adjusted to a per unit charge of $0.04.

4.4.3  Additional Information

4.4.3.1 Original Issue Date refers to the first time the PLOG was created.

4.4.3.2 Additional notes would include identifying that there are separate PLOGs for east and west coasts.

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4.5  Item Set up

4.5.1  This information is filled out at the beginning of a new project or when new products are added to the line with a particular vendor.

4.5.2 Information is pulled off of the RFP Bid Sheet and input onto the PLOG.  For additional information, see the Documents Needed to Start a New Project P&P.

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4.6 Item Information

4.6.1 -“Inner Pack Count Inside Master Case” should only be used for the handful of items that have distinct inner packs – for example, lip balm.

4.6.1.1 This item has 4 inner packs inside a larger case, so the inner pack would read “4” and the case pack would read “96”. If your item has only sellable units inside the case, this field should remain blank.

4.6.2  Buyer inputs suggested retail, and competitor strategy using the drop down box (fixed, bandwidth or match).  For additional information, see the Competitive Pricing Strategy – Price Match List P&P.

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4.7 Pallet Information

4.7.1. The pallet weight is determined by multiplying the number of cases per layer on a pallet (TI) by the number of layers on a full pallet (HI).

4.7.2. This will yield the total number of cases on a full pallet.

4.7.3 Next take the total number of cases and multiply it by the case weight. This will give the weight of all the cases on a full pallet. Finally, the weight of the empty pallet (usually 30-80 lbs.) is added to the total weight of the cases to arrive at the shipping weight of a full pallet. The vendor’s calculations should always be double checked by the Buyer.

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4.8 Shelf Life

4.8.1 The Shelf Life at MFG (Manufacturing) is at time of production.

4.8.2 The Shelf Life at Time of Delivery is the guaranteed delivered shelf life to the DC, or the stores if shipping direct.

4.8.3 For additional information, see the Delivered Shelf Life P&P.

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4.8.3.1 For existing items, Shelf Life at time of MFG days and Shelf Life at time of delivery days can both be found on the Product List. View columns N and O with this information.

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4.9 Product Handling

4.9.1 Best By date indicated on the PLOG is at the Case level (not unit), since this is what the warehouse sees.  DTS items would be what is listed on the unit.

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4.9.2 Lot Code and Lot Code Interpretation only need to be filled out if there is not a best by date available or they are using Julian dating.

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4.10 Bracket Pricing Tab

4.10.1 This tab is used when a supplier provides pricing for different order minimums.

4.10.2 Green cells will auto populate the information that was entered on the WFM PLOG tab.

4.10.3 Each Bracket column should represent the different pricing scenarios i.e. 22 pallets, 12 pallets, 6 pallets, etc.

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4.11 Transit Time Tab

4.11.1 This tab is used only when there are different lead times per region.

4.11.2  Primarily used for Import Direct Programs.

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4.12 Vendor Approval and Sign-Off

4.12.1 Once all stakeholders have filled out their designated fields, PLOG is sent to vendor for approval & sign-off.

4.12.2 When sending for vendor for approval, hit the “-” at the top of column X in the PLOG to collapse down the store distribution and retail costs. Be sure to protect the sheet with password “550” before sending out for review.

4.12.3 Vendor will highlight any cells that is updated in yellow, then type in their name & date under “Vendor Approval” and email back to the Buyer.

4.12.3.1 For additional information, reference the Private Label Order Guide (PLOG) Confirmation P&P.

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4.13  PLOG Release

4.13.1 The Associate Research Analyst emails final PLOGs to the Regional Buyers, Warehouse Buyers and 3rd Party DCs.

4.13.2  PLOGs are sent out on Wednesdays and are due to the Associate Research Analyst by 2:00 pm the previous Tuesday.

4.13.3 Pertinent verbiage must be emailed to the Associate Research Analyst to accompany all PLOG releases.

4.13.4 Remember the following tips for all New Item PLOGs.

4.13.4.1 Always include a PO due date or an expected available to order date for items being distributed through a consolidator.

4.13.4.2 If items are transitioning from previous items that still need to sell through, list the current items and include a reminder to check product mapping for product transition information.

4.13.4.3 If 1st POs were forecasted, the forecast quantities are available on product mapping. If not, indicate ordering instructions for initial orders (Order according to PLOG minimum or Order item alone at this time and when available will combine with open orders).

 

4.13.5 For new items include the following information in the email release:

(Broker) Vendor – Product Line

  • New In & Out Item!  Launch Month!
    • Item Description, Size UOM, UPC #
  • First production ETA
  • Please place POs by XX/XX with shipments delivering on or after XX/XX or ETA into consolidation
  • Reference Outlook Order Reminder for forecasted order quantities or list ordering instructions

 

(Broker) Vendor – Product Line

  • New Item!  Launch Month!
    • Item Description, Size UOM, UPC #
  • Replaces Item Description, Size UOM, UPC #
  • Reference product mapping for product transition information
  • First production ETA
  • Please place POs by XX/XX with shipments delivering on or after XX/XX or ETA into consolidation
  • Reference Outlook Order Reminder for forecasted order quantities or list ordering instructions

 

4.13.6 For cost changes, include the following information in the email release:

(Broker) Vendor – Product Line

  • New costing effective with POs placed on or after XX/XX.
  • Average % Change of +/- X.XX%
  • Any explanation for cost change reasoning

 

4.13.7 Only announce discontinued items when no more product is available to order from the vendor. The regions will continue to order until the warehouse quantities are fully depleted.  For discontinued items, include the following information in the email release:

(Broker) Vendor – Product Line

  • Disco Item
  • Item Description,  Size UOM, UPC#
  • Will open POs be fulfilled or require adjustment?
  • Replacement item information and ETA if available

 

4.13.8 For miscellaneous updates, include bullet points summarizing the change.

(Broker) Vendor – Product Line

  • Updated ti x hi
  • Updated order from/remit to contact
  • Updated lead time
  • Updated order minimum
  • Moving into/out of (consolidation warehouse), effective with orders placed on or after XX/XX

 

4.13.9 After the PLOG is released, it’s housed on the EB SharePoint.

4.13.9.1  The Associate Research Analyst uploads the PLOG into the appropriate category folder on SharePoint.

4.13.9.2  All PLOGS are organized by category.  If there are multiple products that fall into different categories, the PLOG will be saved in each category folder.

 

4.14  PLOG Protection

4.14.1  When the PLOG has been finalized, users of EB SharePoint will need to open the file, then click on the “Review tab” in excel, Click, “Unprotect sheet” or “Unprotect Workbook.”

4.14.1.1 To protect and unprotect sheet use Password: 550

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4.15  Updating the PLOG

4.15.1. Anytime a Buyer is notified of a change (cost, tie/high, vendor info, etc.) the PLOG needs to be updated.

4.15.2 Specify the actual date of the revision, the reason for the revision and the details of the revision i.e. “Cost change in effect for PO”s placed on or after 9/1/14.”

4.15.3 Any changes are highlighted in yellow, including Revision Date, Revision Reason and Revision Details.

4.15.4 Send all updated PLOGs to the Associate Research Analyst.

4.15.4.1 The Associate Research Analyst sends all revised PLOGs out on Wednesdays to notify all stakeholders of any changes.

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  • STAKEHOLDER APPROVAL

Title

Department          

Approval Date

Executive Coordinator

Exclusive Brands

9/30/14

Team Leader Logistics

9/30/14

New Item Form Approval and Set Up

 

  • PURPOSE / OBJECTIVE

To ensure all stakeholders are receiving Exclusive Brands New Item Information and that all items are set up in all applicable systems.

 

  • PERSONS AFFECTED / RESPONSIBILITIES
  • EB Buyers/Associate Buyers- Completes Category Review PowerPoint (PPT) presentations and edits the New Item Forms on SharePoint. Enters in New Item Information in iCon. Notifies EB Admin Assistant and stakeholders if launch month changes.
  • EB Admin Assistant- Gatekeeper of New Item Set-Up Forms and communicates them to all stakeholders.
  • Global Purchasing Teams – Receives PPT presentations and New Item Set-Up Forms.
  • Space Planning Analyst- Receives New Item Set-Up Forms.
  • Data Team Analyst – Receives New Item Set-Up Forms and helps with data changes in iCon.
  • EB Logistics Research Analyst – Maintains the Product Mapping.

 

  • EXCEPTIONS
  • Whole Body New Item Set up is the same process, but a separate New Item Form that is hosted on the Global Whole Body Sharepoint page found here.

 

  • PROCEDURES 

4.1 New Item Set-Up Forms

4.1.1 After the final category review meeting with Global Purchasing Teams, once it is approved and agreed upon by the Global team, the EB Buyer/Associate Buyers upload the PPT presentation on the EB SharePoint site in the correct Category Review Round Folder.

4.1.1.1 All final category review presentations are uploaded to EB SharePoint in the Category Reviews Section, in the folder for the corresponding fiscal year and month that the product is set to launch.

4.1.1.2 A blank new item form is downloaded and the Buyer/Associate buyer updates the information. TBD is listed for any information that is not yet available. The Buyer/Associate buyer sends the New Item Form to the Global Purchasing Teams along with their Category Review PPT for confirmation.

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4.1.2 The EB Buyer/Associate Buyer fills out the New Item Set-Up Forms that are in each Category Review Round Folder on SharePoint.

4.1.2.1 The most up to date version of the New Item Forms is already uploaded in each Category Review Round Folder.

4.1.2.2 The EB Buyer/Associate Buyer fills out all item information on the “Exclusive Brands” tab and saves the New Item Form back into Sharepoint by “Checking Out” the New Item Form.

4.1.2.2.1 To “Check Out’ the document, click on the New Item Form within the Round Folder and Click “Check Out” on the task bar. Be sure to save and “Check In” the document. This will prevent anyone from saving over your current work and ensure your information was saved.

4.1.2.2.2 Open up the New Item Form once you have saved the file, as a best practice, to make sure all edits were captured.

4.1.2.2.3 Columns L – AC should be left blank.

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Columns “L” through “AC” is to be left blank:

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4.1.2.3 “TBD” is entered for any missing information.

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WB example:

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4.1.3 The EB Buyers/Associate Buyers continue to monitor and update the New Item Forms in the appropriate Round Folders, best practice is to look them over monthly.

4.1.3.1 If any items move launch dates into a new Round, the items will need to be moved to the appropriate Round form and deleted from the original.

4.1.3.2 Be sure to highlight and notate any changes to launch month on the new form in the notes section.

4.1.3.3 If the launch month changes, it also has to be communicated on the following Wednesday EB Buyer’s Replenishment Call with Logistics.

4.1.3.4 For additional information around confirming launch month, please see the “Timeline for New Project PnP”.

Highlight & add notes on the NEW launch month EB New item Form:

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4.1.3.3 Be sure to add the EB Buyer’s Contact Info in the “Contact Information” section.

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4.2 When a UPC is assigned to the approved product, the Buyer/Associate Buyer completes the iCon New Item Request Form via the Data Team SharePoint found here.

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4.2.1 The iCon New Item Request Form should be submitted before the PLOG is released to ensure that Global Data sets up the items, and not the regions.

4.2.2 Any missing information can be submitted via ‘All Other iCon Changes’ later.

4.2.2.1  Be sure to select “Edit Workbook” & “Enable Content” to utilize the drop down menus & avoid errors.

4.2.2.2 All information needs to be in Caps Lock.

4.2.2.3 The National Class must be accurate. Use the Data Team Hierarchy cheat sheet found here.

4.2.2.4 Additional Instructions for Data Entry Governance is found here.

4.2.2.5 Any item that receives a newly assigned UPC (redesign, new item, new vendor, new package size) will need to be entered into iCon as a new item.

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4.2.3 Save the filled out iCon Form to your desktop. It is then uploaded onto the Global Data New Item Sharepoint Site.

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4.2.4 When uploading to the Global Data New Item Sharepoint Site, be sure to fill in the Sharepoint form.

4.2.4.1 Under “Item Status”, be sure you select “Gatekeeper approved”.

4.2.4.2 Do not fill out below “LOWER PORTION IS FOR GLOBAL TEAM USE ONLY”.

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4.2.5 For any changes that you need to make on an iCon form, hit the “Icon Change requests” button on the top header of the Global Data Team Sharepoint.

4.2.5.1 Enter in the UPC under the “Identifier” and it will auto populate the information. Fill in the blank cells to the updated information.

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4.2.5.2 Save the filled out iCon Change Request Form to your desktop. It is then uploaded onto the Icon Change Request Sharepoint. Click on the “All Other Icon Changes” button to upload.

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4.3 The EB Admin Assistant begins reviewing New Item Forms 3 months prior to the launch date.

4.3.1 The EB Admin Assistant will present the New Item Form during a Buyer’s Meeting to confirm all New Item information with all EB Buyers/Associate Buyers.

4.3.1.2 If there is no Buyer’s Meeting that week the EB Admin Assistant will send the New Item Form out to all Buyers/Associate Buyers for review along with a calendar invite for the deadline by which it must be returned for submission.

4.3.2 Once the New Item Form for that round has been reviewed and approved by all EB Buyers/Associate Buyers, the EB Admin Assistant will submit directly to Global Grocery, the Data team and Space Planning.

4.3.2.1 After New Item Forms are submitted to all stakeholders they will be locked on SharePoint to avoid undetected changes.

4.3.2.2 If the launch month of an item in a round that has already been submitted changes or is delayed, the EB Buyer/Associate Buyer will submit a recompleted New Item Form directly to the EB Admin Assistant for resubmission to the appropriate teams.

 

  • STAKEHOLDER APPROVAL

 

Title

Department    Approval Date

Executive Coordinator

Exclusive Brands

9/05/16

Team Leader

Logistics

10/3/16

Team Leader

Space Planning

9/14/16

Senior Coordinator

Global Grocery

9/14/16

Senior Coordinator

Global Whole Body

9/14/16

Team Leader

Data Team

9/14/16

Forecasting

 

  • PURPOSE / OBJECTIVE

To document the various ways the Procurement Team and Logistics Team create forecasts.

 

 

  • PERSONS AFFECTED / RESPONSIBILITIES

 

  • Buyer/Associate Buyer – Creates new item volume and booking forecasts.
  • Logistics Team Leader – Creates 1st production run forecasts, promotion forecasts and item transition forecasts.
  • Logistics Analyst – Creates 1st production run forecasts and communicates forecasts to the buyer.
  • Vendors – Requests forecast or booking and receives forecast or booking.

 

 

 

  • EXCEPTIONS

Majority of forecasts are requested by a vendor, so they may not be needed for all projects or programs.

Direct to Store (DTS) items will follow the same process as outlined below, except instead of communicating with the DC Buyers, communication is sent to the Regional Buyers.

  

 

  • PROCEDURES 

There are various types of forecasts a vendor might request.  Below is a summary of the forecast types as well as an outline of the thought process being used for each forecast type.

 

4.1 New Item Annual Volume Forecasts

4.1.1 These are determined by the buyer and are included on the Request for Proposal (RFP) Bid Sheet that is sent to vendors during a RFP or when developing an item with a vendor.  Always quote movement amounts in units.

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4.1.1.1 The RFP Bid Sheet is located on the P Drive.

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4.1.2 These amounts are necessary for vendors to accurately determine their costing for an item.  CaseStack and AmeriCold also use new item forecasts when quoting their distribution costs to a vendor.

4.1.3 By using MicroStrategy or Family Data Cubes, there are a few methodologies to use when determining a New Item Annual Forecast.

4.1.3.1 Use a similar private label item’s unit movement.

4.1.3.2 Use a similar branded item’s unit movement.

4.1.3.3 Use a category’s/subcategory’s average unit movement.

4.1.3.4 Always base forecasts off total sales, not ident sales.

4.1.3.5 Always apply the current sales trend to the forecasted amounts.

4.1.4 Always be conservative with the New Item Annual Forecasts.  Over forecasting can cause multiple issues with extra raw materials, excess packaging, etc.  It’s preferred to chase the business then to have to figure out a solution to move through excess inventory.

 

4.2 Annual Volume Forecasts

4.2.1 Vendors may request an annual volume forecast for production planning purposes or for booking purposes.  These forecasts are completed by the buyer.

4.2.1.1 Bookings can be needed for commodity item’s raw materials or for the currency exchange for an imported program, primarily the euro.

4.2..1.2 Bookings are fixed amounts that a vendor secures at a specific price for a specific time frame.  Most bookings are renegotiated annually, but some bookings may be able to exceed a year if it’s determine this would be a favorable situation.  The buyer would negotiate this at the time of confirming the booking amounts.

4.2.1.3 Bookings are usually requested around the specific harvest time or planting period for the commodity, i.e. olive oil in December, aluminium foil in October, pasta in June.

 

4.2.2 The below template can be used for annual forecasting purposes.  Instructions are included on the 1st tab of the workbook.

4.2.2.1 The Forecasting Template is located on the P Drive.

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4.2.1.2 Use the below pre-populated MicroStrategy Buyer – Forecast Report for this template.

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4.2.1.3 Each buyer should save all annual volume forecasts into the below folder on the P Drive.  The folders should be set-up by category.

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4.3 1st Production Run Forecasts for New, Everyday Items

4.3.1 1st production run forecasts give vendors guidance on the specific amount of product to produce for their 1st production run.  Specific case quantities enable the vendor to secure raw materials, packaging and production line time.

4.3.1.1 1st Production Run Forecasts are needed for most projects with very few exceptions .

4.3.1.2 Logistics Analyst emails buyer to confirm if a forecast is needed for a project.  The buyer emails the vendor to confirm if they would like a forecast.  The buyer informs the Logistics Team Leader and the Logistics Analyst of the vendor’s response and the Logistics Analyst adds notes in OneNote.

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4.3.2 If a forecast is needed, the Logistics Team needs the following information:

4.3.2.1 For the buyer to provide: annual volume projection (always in units), minimum production run amount and frequency of production runs.

4.3.2.2 From the Bid Sheet: ti/hi, case pack, supply chain process, shelf life, order minimum and lead time.

4.3.2.3 From the latest Seasonality Report on the EB SharePoint Site: seasonal movement of the category. (be brief: Christmas, Thanksgiving, Mother’s Day, Jul/Aug.  If no Seasonality, put “Flat”)

4.3.2.4 This information is input on a form that the Logistics Analyst will email out at the beginning of a project.

4.3.2.4.1 Buyer fills out the field for “Warehouse Minimum/Lead Time”, the sections under “Item Information” and the sections under “Information to Assist in Forecasting”.

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4.3.3 The Logistics Team reviews the DC’s, the number of stores each DC services and all of the above information to create the forecast.

4.3.3.1 The 1st production forecast for items is typically 12 weeks of inventory based upon projected unit sales.

4.3.3.2 When the item has a shorter shelf life, the 1st production forecast is typically a pipeline fill of one case per store, plus 2-3 cases of safety stock per store.

 

4.3.4 The Logistics Team forwards the forecast to the buyer for their review and approval.

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4.3.5 The buyer sends the 1st production forecast to the vendor and cc’s the Logistics Team Leader and the Logistics Analyst.

4.3.6  If a forecast has been provided then all POs will be scripted.  The Logistics Analyst will do the following after Buyer send forecast to Vendor.

4.3.6.1 Will post the forecast in Prodika under the Draft section of S3-S4 PO’s and Shipping activity.

4.3.6.2 Will send the forecast to Warehouse Buyers when POs are requested.

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4.4 Promotional Forecasts

4.4.1 Promotional Forecasts are for national programs initiated by the Global Office to give vendors notice of the amount of product to have available to ship to support the promotion.  Promotions are communicated 3 months in advance of the promotion.

4.4.1.1 The promotions could be: Whole Deal feature or coupon (in store flyer), Global Team’s suggested items for off shelf displays or pallet drops and for the Exclusive Brands demos (these occur every fiscal period).

4.4.2 Communication of a promotion is sent to vendors by the Logistics Team Leader and the buyer is cc’d.

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4.4.3  If a vendor requests a forecast, the following information is taken into consideration: minimum production run,  frequency of production runs,  ti/hi, case pack, supply chain process, shelf life, order minimum, lead time, seasonal movement of the item, if there’s a discounted retail price or coupon offered and historical movement/lift from past promotions.

4.4.4  The Logistics Team Leader reviews the DC’s, the number of stores each DC services and all of the above information to create the forecast.

4.4.5 The Logistics Team Leader sends the forecast to the vendor and cc’s the buyer.

 

4.5 Item Transition Forecasts

4.5.1 When an item is transitioning to a new vendor or is being replaced by another item, the vendor needs guidance on the final production run amount to produce of the current item.

4.5.2 The buyer determines the launch/reset month for the replacement item.  This will dictate the timing of the final production run of the current item.

4.5.2.1 Reference the Timeline for a New Project P&P for additional information on how to determine the launch/reset date.

4.5.3 The buyer meets with the Logistics Team Leader to determine if a forecast will be completed for the vendor or if the DC buyers will be asked to place POs for the vendor to coordinate their final production run against.

4.5.3.1 For vendors in consolidation, a forecast is usually created for them.

4.5.3.2 For vendors that ship direct to the DCs, the DC buyers are usually asked to place their own POs.

 

4.5.4  If a forecast is needed the Logistics Team Leader will create a forecast by taking the following information into consideration:  1st production date/1st ship date/launch month of new item as well as the following information for the current item: minimum production run,  frequency of production runs,  ti/hi, case pack, supply chain process, shelf life, order minimum, lead time, seasonal movement, sales history, inventory amounts in the DCs and the inventory amount at the vendor’s production facility.

4.5.5 The Logistics Team Leader reviews the DC’s, the number of stores each DC services and all of the above information to create the forecast.

4.5.6 The Logistics Team Leader forwards the forecast to the buyer for their review and approval.

4.5.7 The buyer sends the forecast to the vendor and cc’s the Logistics Team Leader and the Logistics Analyst.

 

4.5.8 If POs need to be placed directly with the vendor, the buyer will communicate this to the DC buyers via the weekly EB Buyers Update.

4.5.8.1 The DC buyers should be given at least 2 weeks to place last POs.

4.5.8.2 DC buyers should not be expected to order more than 12 weeks supply (on-hand plus on-order).

4.5.8.3 For an item with a shorter shelf life, the amount ordered will be modified to ensure that short coded product isn’t shipped to the DCs and ultimately to the stores.  The DC buyers might stagger their last POs over a period of time to ensure they are continuously receiving fresh product.

4.5.8.4 The last PO place by date is determined by the time gap between the launch date of new item and the discontinuation of the current item, the weeks of supply of inventory of the old item in the DCs and the current program lead time.

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4.5.9 If a current vendor has a large amount of finished goods on hand and it has been agreed upon that we will order all the finished goods, an allocation will be created by the Logistics Team.

4.5.9.1 Allocation amounts are calculated so that all DCs have similar amounts of inventory/weeks on-hand and on-order.  Ideally all DCs should run out of stock of the current item inventory right when the new item delivers to the DC.

4.5.9.2  If the weeks of supply of inventory are imbalanced or last POs cause an imbalance, the Logistics Team calculates an allocation to balance out the week’s on-hand for all DCs.

4.5.9.3 The Logistics Analyst sends out the allocation to the DC buyers and asks them to place POs.  These POs bridge the DC’s inventory the old item until the new item arrives.

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  • STAKEHOLDER APPROVAL

 

Title

Department

Approval Date

Executive Coordinator

Exclusive Brands

5/7/15

Team Leader Logistics

5/7/15

Exclusive Brands Project Tracker

 

  • PURPOSE / OBJECTIVE

To ensure consistency with each Buyer’s Tab within the Exclusive Brands (EB) Project Tracker.  To create a streamlined organizational structure for the EB Project Tracker to make it easy for all support teams to find and update pertinent project information.

 

 

  • PERSONS AFFECTED / RESPONSIBILITIES

 

  • Buyer/Associate Buyer – To manage all project information on their respective tab.
  • Logistics Analyst – To manage project information in the Logistics section of each project, to manage each Buyer’s Canada Design Projects page and each Buyer’s In & Out Projects page.
  • Design and Compliance Team Leader- To manage project information in the Design section of each project.
  • Product Compliance & Nutrition Analyst – To manage project information in the IQ section of each project.
  • Testing Specification Analyst – To manage project information in the Testing section of their Buyer’s projects.
  • Product Developer- To manage project information in the IQ section of their Buyer’s projects.

 

 

 

  • EXCEPTIONS

The Supplier Quality Assurance (SQA) Team does not make notes in the Project Tracker.

  

 

  • PROCEDURES 

The EB Project Tracker is a tool to house all project information.  All information should be kept up to date and as “real time” as possible.

 

4.1 Buyer’s Sections/Tabs

4.1.1 Each Buyer will have their own tab within the EB Project Tracker.

4.1.2 It is the responsibility of the Buyer to keep the Current and Upcoming Project pages organized.

4.1.3 The Buyer should use the project templates on the “Templates” tab when setting up a project.

4.1.4 General project information or a short project summary go in the Buyer’s Notes section.

4.1.5 In the SQA section, the Buyer should list the name of the facility and location, if the vendor has more than one facility location .  If it’s a new facility, the buyer should also list the date they received the Facility Risk Assessment (FRA) from the SQA Team and the SQA approval status.

 

Buyer Tabs

eb1

 

Project Pages

eb2

 

Project Summary

eb3

 

4.2 Project Pages

4.2.1 Current Projects

4.2.1.1 Only projects that have been input into the Product Lifecycle Management (PLM) System should be entered on this page.

4.2.1.2 The Buyer creates the project section for each project.

4.2.1.3 The project timeline should mirror the timeline that is in the PLM system.

4.2.1.4 The Buyers should remove projects from the page once all tasks in the PLM system are complete.

4.2.1.5 Projects for Canadian dedicated UPCs and packaging go on this page and should have a coordinating project in the PLM system.

4.2.1.6 New Seasonal Item projects go on this page and should have a coordinating project in the PLM system.

 

4.2.2 Upcoming Projects

4.2.2.1 All projects that have not been input into the PLM System go on this page.  For example, all Request for Proposals (RFPs), in progress Product Change Requests (PCRs), etc.

4.2.2.2 The Buyer creates the initial project section for each project.

4.2.2.3 Projects move to the Current Projects page once the project has been entered into the PLM system.

 

4.2.3 Canada Design Projects

4.2.3.1 Canadian sticker projects go on this page.  These items do not have dedicated Canadian UPCs.

4.2.4.2 The Logistics Analyst creates the initial project set-up and manages all project information for each project.

 

4.2.4 In & Out Projects

4.2.4.1 Repeat seasonal items, that do not have a project in the PLM system, go on this page.

4.2.4.2 The Logistics Analyst creates the initial project section for each project.

 

4.3 Miscellaneous Information

4.3.1 All support teams are responsible for keeping their respective project information up to date.  The EB Project Tracker is a tool the Buyers use to manage all projects and ensure all deadlines are being met.

4.3.2 All project information should be updated each week by end of day Friday.

4.3.3 This tool should not be used in lieu of phone calls, emails or face to face interaction between team members.

4.3.4 The Buyers review their project’s statuses in the bi-weekly project meeting.

4.3.5 Ensure your computer is connected to the WFM Network when making project updates.  This ensures proper synchronization

  

 

  • STAKEHOLDER APPROVAL

 

Title

Department

Approval Date

Executive Coordinator

Exclusive Brands 1/8/16

Team Leader

Logistics

 1/18/16

Team Leader

Packaging & Compliance

 1/22/16

Team Leader

Supplier Quality Assurance

 1/18/16

Team Leader  Innovation & Quality

 1/13/16

Documents to Include in a Request for Proposal (RFP)

  • PURPOSE / OBJECTIVE

To detail a checklist of the documents to include in a Request For Proposal (RFP).  A RFP is a bid process. The process allows a buyer to collect and evaluate product samples, facility information, and competitive bids from a multitude of capable suppliers in an attempt to come out with a project partner for new item development or a re-sourcing of existing business.  The purpose of this procedure is to create efficiency and organization among the Procurement Team during the RFP process.

 

  • PERSONS AFFECTED / RESPONSIBILITIES
      1. Buyer/Associate Buyer – Compiles all of RFP documents to include in a RFP
      2. Vendor/Supplier – Reviews and/or completes all RFP documents and returns to the Buyer in a timely manner
      3. Testing Specification Analyst –  Creates the Testing Base Template
      4. Logistics Research Analyst – Updates the “Location of DCs” and “Store Listings” tabs in the RFP Bid Sheet, as needed.

 

  • EXCEPTIONS

Supplier Quality Assurance (SQA) documents are not needed for existing facilities.

 

  • PROCEDURES

The Innovation & Quality templates to send to the vendors participating in the bid can be found on the IQ SharePoint Site:

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The SQA templates to send to the vendors participating in the bid can be found on the SQA SharePoint Site:

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All remaining templates to send to the vendors participating in the bid can be found in the RFP Templates Folder located on the P:/ Drive:

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4.1 SQA Related Documents

4.1.1 WFM Supplier Survey

4.1.1.1  Send appropriate template for product type:

      • Food
        • WFM Supplier Survey_2014
      • Non-Food & Whole Body
        • WFM Supplier Survey_Whole Body_2014

4.1.2 WFM Acceptable Audit Company and Lab List

 

4.2 Innovation & Quality (IQ) Related Documents

4.2.1 Compliance Specification Template

4.2.1.1 Orange shaded cells to be completed by Vendor

4.2.1.2  Send appropriate template for product type:

      • Body Care
        • TEMPLATE – BODY CARE PRODUCT Compliance Spec
      • Supplements
        • TEMPLATE – SUPPLEMENT PRODUCT Compliance Spec
      • Consumer Products (i.e. foil, paper towels)
        • TEMPLATE – CONSUMER PRODUCT Compliance Spec
      • Pet Food & Pet Care
        •  TEMPLATE – PET FOOD PRODUCT Compliance Spec
      • Simple Foods (i.e. oils, chips)
        • TEMPLATE – FOOD PRODUCT Compliance Spec SINGLE COLUMN NFP
      • Foods needing extra ingredients for preparation, which results in the need for a secondary nutritional facts panel for the finished recipe(i.e. baking mixes, couscous)
        •  TEMPLATE – FOOD PRODUCT Compliance Spec DUAL COLUMN NFP
      • Variety pack food (i.e. assorted instant oatmeal)
        • TEMPLATE – FOOD PRODUCT Compliance Spec MULTIPLE COLUMN NFP

4.2.2 EB Sample Submission Requirements Form (BODY CARE ONLY)

4.2.3 Testing Base Template

4.2.3.1 Buyer requests this from the Testing Specification Analyst based on product type.  If a template needs to be created, the Testing Specification Analyst has 2 weeks to the create template.

4.2.4 Example of Internal Product Specification.  Send appropriate template for product type:

      • Example internal specification – Supplements
      • Example internal specification – Body Care
      • Example internal specification – Food
      • Example internal specification – Non Food

4.2.5 Shelf Life Validation Guidance Document

4.2.5.1 This document is only needed if the Testing Analyst identified this as necessary during the Claims Review.

 

4.3 Procurement Related Documents

 4.3.1 RFP Bid Sheet

4.3.1.1 Bid Sheet Tab

4.3.1.1.1 Buyer fills in white cells:  Projected Yearly Volume, Packaging Type, Item Description, Size and UOM.

4.3.1.1.2  Before sending to vendor, hit the “-“ at the top of column x in the bid sheet to collapse down the store distribution and retail costs, and protect the sheet with password “550”.

4.3.1.1.3  Vendor fills in orange cells.  Instructions are listed in white box at top of Bid Sheet.

          4.3.1.2 % of Shipments Tab

4.3.1.2.1 This tab helps the vendor calculate their transportation costs.

4.3.1.2.2 The %’s are a calculation of Private Label sales as a % of the DC’s overall volume.  These values were calculated by UNFI.

4.3.1.2.3 If your program is going to use any WFM DCs, you will need to edit the template:

4.3.1.2.3.1 For WFM Cheshire, add UNFI Chesterfield, UNFI Dayville and UNFI Hudson Valley % of Shipments together.

4.3.1.2.3.2 For WFM Landover, add UNFI York and UNFI Greenwood % of Shipments together.

4.3.1.2.3.3 For WFM Bell Gardens, use UNFI Moreno Valley % of Shipments.

4.3.1.2.2 If program is shipping to a consolidator, leave contact information for the appropriate consolidator; i.e. AmeriCold (frozen) or CaseStack (dry).  The Logistics Research Analyst will keep the consolidator contact information up to date.

4.3.1.3 Location of DCs Tab

4.3.1.3.1 This tab is only needed if program is shipping direct to DCs, and helps a vendor calculate their transportation costs.  Buyers should highlight in yellow the appropriate DCs in the “Ship To:” column.  This will let vendors what DCs they will be shipping to for a certain program.

4.3.1.3.2 The Logistics Research Analyst will keep all information on this tab up to date.

4.3.1.4 Store Listings Tab

4.3.1.4.1 This tab is only needed if program is shipping direct to DCs, and helps a vendor calculate their transportation costs.

4.3.1.4.2 The Logistics Research Analyst will keep all information on this tab up to date.

4.3.2 EB Claims Review Form.

      • EB Claims Review

4.3.3 rBST-free Compliance Document 11-1-11

4.3.3.1 This document is only needed if you have identified this as a claim on the Claims Review.

4.3.5 RFP Letter – This file is initially a Word file that you enter your information into & save as a PDF.

4.3.5.1 Buyer updates due dates, contact information and distribution information.

4.3.5.2 The vendor must sign Page 2 and email/fax it back to the Buyer.

 

4.4 Logistics Related Documents

4.4.1 UNFI HANDLING REQUIREMENTS  SHIPPING INSTRUCTIONS V2 3

4.4.2 CaseStack – Consolidation Information

4.4.2.1 These documents are only needed if you have plan on utilizing CaseStack for the distribution of the program.

4.4.3 AmeriCold – Consolidation Information

4.4.3.1 These document are only needed if you have plan on utilizing AmeriCold for the distribution of the program.

 

 

  • STAKEHOLDER APPROVAL

Title

Department     

Approval Date

Executive Coordinator

Exclusive Brands

10/18/13

Team Leader

Supplier Quality Assurance

10/18/13

Team Leader Innovation & Quality

10/23/13

Discontinued Items

  • PURPOSE / OBJECTIVE

To promote a consistent approach and a tracking mechanism to confirm that all product and vendor information is documented when discontinuing items.

 

  • PERSONS AFFECTED / RESPONSIBILITIES
  • Buyer/Associate Buyer – notifies vendor of discontinued items.
  • Exclusive Brands (EB) Executive Coordinator – approves financial liability for discontinued items.
  • Logistics- notifies all stakeholders of discontinued items, if applicable.
  • Senior Financial Analyst – manages invoices for financial liability.
  • Vendor – fills out inventory summary.

 

  • EXCEPTIONS

Sometimes a vendor will request to discontinue items for various reasons.  Same process follows.

  

  • PROCEDURES

4.1  Buyer identifies items to discontinue

4.1.1 Buyer gets EB Executive Coordinator approval on all proposed discontinued items before notifying the vendor

4.1.1.1 To get approval, the Buyer needs the most recent Vendor Report and the vendor’s on hand finished goods inventory.  With this information, the Buyer can estimate EB’s financial liability as well as determine weeks of supply.

4.1.1.2 The most recent vendor report will be saved on the Logistics SharePoint site, see below:

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4.1.1.3 If your vendor doesn’t have a vendor report on the Logistics SharePoint site, you can email the Associate Research Analyst and ask for an ad-hoc report to be ran.  Please allow 2 business days to accommodate all requests.

4.1.1.4 The Buyer will have to request the finished goods inventory from the vendor.

 

4.2  Buyer notifies vendor of discontinued items

4.2.1 Use discontinued item templates on the P-drive.

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4.2.2  Buyer completes “disco_notice” letter template.

4.2.3  Complete “inventory summary” template

4.2.3.1  Buyer completes white areas.

4.2.3.2  Vendor completes yellow areas.  Give them a deadline to complete.  Normally two weeks.

 

4.3  Buyer determines EB financial liability

4.3.1 Buyer reviews Private Label Vendor Agreement (PLVA) for inventory/packaging buy out agreement (standard is 90 days).

4.3.2  Buyer evaluates vendor’s inventory summary and calculates inventory buy out, if any.

4.3.2.1 Buyer should use last 52 weeks sales to calculate average weekly movement.

4.3.2.2 Buyer gets approval from EB Executive Coordinator for inventory buy out.

4.3.3 Buyer checks with Senior Financial Analyst to ensure vendor doesn’t have any outstanding invoices for withdrawals, recalls or design work

4.3.4 Buyer communicates approved financial assistance to vendor and requests invoice for this amount

4.3.5 Once invoice is received, forward it to the Senior Financial Analyst and cc the EB  Executive Coordinator

 

4.4  Buyer notifies Logistics of discontinued items

4.4.1 This occurs when all finished goods inventory that WFM is responsible for has been delivered to the warehouses, or to the stores if delivered direct to store, and the supplier has completed a physical inventory at their warehouse to confirm no remaining finished goods exists.

4.4.2  Discontinued Items Process:

4.4.2.1 Buyer notifies Logistics by updating the Private Label Order Guide (PLOG).

4.4.2.1.1 To identify items as discontinued on the PLOG:

4.4.2.1.1.1 Strikethrough font in the item’s row.

4.4.2.1.1.2 Change font color in the item’s row to red.

4.4.2.1.1.3 In column AT, add the announcement date of the discontinued item.

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4.4.2.1.2  Remove the discontinued item from the PLOG on the next PLOG update.

4.4.2.1.2.1 DO NOT delete rows when removing a previously announced discontinued item from the PLOG.

4.4.2.2 Logistics communicates discontinued items to all stakeholders.

4.4.2.2.1 The Associate Research Analyst sends out updated PLOG on subsequent Wednesday EB Spec Sheets email

4.4.2.2.2 The Logistics Team Leader (TL) adds items to the Vendor Out of Stock/Discontinued Items Report.  The report is sent out on the subsequent Wednesday EB Buyer’s Update email.

 

4.5  Buyer creates a discontinued items project in the Product Lifecycle Management (PLM) system

4.5.1  Use the product discontinuation project template.

4.5.1.1 Use the following naming convention when setting up the discontinuation project:

Disco – Description of product line or item – Vendor – # of skus – time frame

4.5.1.2 Project Name Examples:

Disco – Canada Seasonings – Frontier – 34 skus – Sept 2015

Disco – Mango Baobab Trail Mix – Golden Boy – 1 sku – Oct 2015

4.5.2  Within this activity, the buyer will communicate which products have been discontinued and if the vendor has been discontinued.

4.5.2.1 If the vendor is discontinued, then the buyer updates the PLM system and the EB Vendor Contact List.

4.5.3 Associate Research Analyst completes the following tasks:

4.5.3.1 Ensures discontinued items were announced on EB Buyer’s Update

4.5.3.2 Discontinues CU and TU in PLM System and records last ship information

4.5.3.3 Ensures all sub-teams have performed their activities in the PLM system

 

  • STAKEHOLDER APPROVAL

 

Title

Department  

Approval Date

Executive Coordinator

Exclusive Brands 1/13/14

Team Leader

Logistics

10/16/15

Team Member Senior Financial Analyst

1/12/14

Cost Changes

  • PURPOSE

To ensure consistency around the way the Exclusive Brands (EB) Procurement Team, receives, reviews, and approves cost changes submitted to WFM by our EB vendors.

 

  • PERSONS AFFECTED / RESPONSIBILITIES

 

  • EB Buyers/Associate Buyers- Executes cost change from initial request to completion.
  • EB Executive Coordinator – Reviews and approves cost change and acts as liaison for approval to publish cost change to regions.
  • Global Category Associate Coordinator – Reviews EB Suggested Retail Price (EB SRP) and acts as liaison for approval to publish cost change to regions.
  • EB Logistics Team – Communicates cost change to distribution center (DC) and regional buying teams.
  • Regional Grocery Teams – Implements costing, which directly affects buying habits.

 

 

  • EXCEPTIONS

For Perishables teams, some tabs of internal cost change document are not needed.

 

  • DEFINITIONS

Cost Change Form_v._1.0- File format sent to vendor to break down cost change request. Internal info tabs hidden.  File is password protected.

Cost Change Form_v._1.0 – 100 sku’s – Same as the above except form has spaces for 100 items.

 

  • POLICY/ PROCEDURE STATEMENT

Vendors should give 90 days notice for all cost changes.  Cost changes should be released to the regions with 30 days notice.  Proper execution of a proposed cost change is made of 5 basic phases for completion.  The cost change forms are located on the P Drive.

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5.1 Cost change is submitted by vendor or broker and reviewed for completeness by Buyer.

5.1.1  Receive and review cost change form for completeness.

5.1.1.1  If not complete, return the form to the supplier to have them complete missing sections, tabs or fields.

5.1.1.2  Make sure the vendor has provided comments in the “Vendor Rationale for Cost Change” section and/or provided additional documentation of the reasons for the proposed change.

5.2  Investigation of pricing legitimacy and acceptance.

5.2.1  Investigate rationale submitted as the causes that led to the cost change.

5.2.1.1  Check with Global Commodities Team to verify market related rationale are in line with what’s been submitted.

5.2.1.2  If change is an accurate reflection of market forces as they would pertain to the products involved, proceed.

5.2.1.3  If not, push back on supplier for a more appropriate cost level or refuse the change altogether.

5.3  Prepare and finalize the cost change form for internal review and approval.

5.3.1  Convert  external cost change template into the internal cost change template by unlocking and unhiding all tabs. (Password: 550)

5.3.2  Complete the “Buyer Data Input” tab, by pasting in both the dollar and unit sales by region data output from the shared MicroStrategy report titled “Cost Change Template”.

5.3.2.1  The cost change report can be found in MicroStrategy by searching the report name in the folder search function of the tool. (Note: Watch for regional gaps, and ensure the data aligns with the appropriate regions when gaps exist)

cc2

5.3.3  Complete the “Retail Review” tab

5.3.3.1  Delete all rows not populated with product information under the “EBT Product Info” Header (Columns B thru F). This step is crucial to ensure column totals are accurately calculated.

5.3.3.2  As instructed in the column header, select the appropriate category  and class from the two drop down menus.

5.3.3.3  Fill in the $% of Category, and $% of Class with data from current 52 week data cube.   The most recent family data cubes can be found on the Global Data & Analytics Team SharePoint site.

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5.3.3.4  Input the Competitive Info data with any Competitive Price Shopping (CPS List) match information from the most recent CPS List compiled by the Data and Analytics Team.   The most recent shopping list can be found on the EB SharePoint Site.

5.3.3.4.1 If item is a Trader Joe’s (TJ’s) Match, also fill out the TJ’s Pricing PowerPoint Slide.  This template is saved on the P:/ Drive in the same folder as the cost change forms.  This template should be submitted in conjunction with the cost change form.

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5.3.3.5  Input data for similar branded products sold by WFM. (Note: Pick the closest sales competitor of a like item from the data cubes and get their average cost and retail from the Regional Master Cost files).  The most recent cost files can be found on the Global Grocery SharePoint site:

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5.3.3.6  Reviewing the overall competitive landscape, fill in an appropriate “New Proposed Retail” for each product (Column AB).

5.3.4  Put final touches on the “Change Summary” tab.

5.3.4.1  Fill in the “Suggested Retail Adjustments” for each proposed retail that deviates from current.

 

5.4  Internal Review for approval to publish to the regions.

5.4.1  Send the completed form to the EB Global Coordinator for review, briefing, and follow up on any requested actions.

5.4.2  After approval, the EB Global Coordinator sends the completed form to the Associate Global Grocery Coordinator for review and approval to publish at suggested retails.

 

5.5  Implement the approved cost change.

5.5.1  Using the currently published versions of the PLOG, update the costs and any retails that have been adjusted.

5.5.1.1  Highlight, in yellow, all cells with costs and retails that have changed.

5.5.2  Update the revision date to the date of the very next PLOG release and input effective date details in the comments section (Note: Use the following convention for wording when applicable, “New costs effective with orders placed on or after” and include the effective order date.

5.5.3  E-mail the updated PLOG to the logistics team by 2 pm each Tuesday. Here is an example of a typical cost change communication:

 

Conagra Foods – 365 Pita Chips

      • New costing effective with POs placed on or after 10/1/13
      • Average % change – 9.7%

 

  • STAKEHOLDER APPROVAL

Title               

Department                   

Approval Date

Executive Coordinator

Exclusive Brands 11/22/13

Team Leader

Logistics

 11/22/13

Associate Coordinator Global Grocery

 11/22/13