Case Study: BP Retail
Delivering industry beating results in declining markets
Designing and implementing category strategies that delivered financial and other key performance targets
Designing and implementing category strategies that delivered financial and other key performance targets
The Brief
Asked to design and implement category strategies that delivered financial and other performance targets such as cost, quality, delivery, innovation, risk management, quality & excellence in customer service for over 400 stores across the UK whilst ensuring that the optimal balance between value for money and cost savings was achieved.
The Approach
The starting point was to liaise with all stakeholders to understand current strategies and operational complexities. Emma then created supplier and product/service rationalisation through internal and external cross-functional reviews and developed category plans to maximise spend coverage and compliance whilst managing categories of expenditure. This increased space for new ranges to be introduced and promoted.
Working with large and complex supplier relationships, Emma ensured rigorous contracts for all critical, strategic and preferred suppliers were in place as well as specific monthly and seasonal promotions for those suppliers which were tracked and reported on weekly.
To reduce wastage in chilled foods and flowers, Emma created tools to drive supply chain’s progress and new sourcing solutions. Weekly communications with preferred suppliers and retail teams created a sense of identity, purpose & joint ownership for all teams involved.
The Results
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