How to Sell to Retail The Secrets of Getting Your Product to Market by Unknown

Author:Unknown
Language: eng
Format: epub

114

Plan Big

of developers, programmers, testers and other skilled people who can

translate the requirements into a usable tool. Each of those parties

adds their input to the process in a sequence, just like a pro duct on a manufacturing line. The output has to be to the quality standard

you’ve promised and delivered to the customer, one way or another, on time. Therefore, the principles of supply chain planning that we’ll consider here are applicable to both product and services suppliers. What we’re going to look at in this section is more about understanding

capacities, lead time, logistics, managing information flow, removing risk from the process, and knowing where the limit ations lie.

Breaking down each of the elements listed above – capacities, lead

time, logistics and information flow – Figure 6.1 highlights what

you need to know about each and why, in order to have a clearer

picture of your current scalability and what you might be able to do

to increase that, if required, in future.

figure 6.1 Supply chain scalability – key considerations

Consideration

What you need

Future actions

to know

to improve

Capacity: this is your

It’s imperative that you

When you understand

ability to create output

know what you can and

the current constraints

within a timeframe

cannot ask of your supply and limitations on your

based on your current

chain – so you need to

capacity, you can review

infrastructure.

know what the maximum options to increase that

output is by hour, day,

by adding in additional

week etc. You also need to resources, shifts,

understand when there is manufacturing lines or

planned downtime

whatever you need.

(Chinese New Year is

It’s also worth reviewing

usually one to watch for

local versus offshore

those who manufacture

options and third-party

in the Far East).

providers who might

Knowing this enables you be able to give you a

to confirm what you can

temporary boost in

or cannot deliver, and in

capacity, to overcome

what timeframe, to a retail peaks in demand, that

buyer.

could be secured on

a short-term, non-

permanent basis.

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