metro pakistan scm
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Copyright 2009 METRO Cash & Carry Pakistan Member of METRO Group
Sustain & Succeed
Best Practice Day 2009David Boner, Operations Director
Lahore, November 19 th, 2009
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Corporate Movie METRO Group
http://localhost/var/www/apps/conversion/tmp/scratch_3/VTS_02_1.VOBhttp://localhost/var/www/apps/conversion/tmp/scratch_3/VTS_02_1.VOBhttp://localhost/var/www/apps/conversion/tmp/scratch_3/VTS_02_1.VOB -
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1 Introduction of Metro Group
2 METRO Cash & Carry Pakistan
3 Global Recession & Shape 2012
4 Four Defining Business Model Pillars of MCC Pakistan
5 Supply Chain Efficiencies & Cold Chain Development
6 WEI JI
7 Conclusion
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Cross-divisional Service Companies
Cash &Carry Food Retail
DepartmentStores
NonfoodSpecialty
Sales Division of METRO GroupThe METRO Group is one of the Top 5 retailing groups worldwide with sales of 68 billion in
2008. The company has a headcount of some 290,000 employees and operates about 2,200outlets in 32 countries.
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METRO Cash & Carry is internationally leading in B2B Self-Service Wholesaling
Headquarters: Dsseldorf, Germany
Over 655 locations in 30 countries
More than 100,000 employees
Sales of 33.1 billion in 2008,
(over 80 percent generated
outside of Germany)
5.1 million m total sales area
Over 2 million customers everyday
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METROs main customer categories
Local producers
Key target groups
End-consumers
Importers
CBUTraderHoReCa Institutions
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2007 2009LahoreOct 2007
Islamabad
April 2008
Lahore 3
&
Faisalabad
Jan 2009
Karachi
Mar 2009
Five METRO wholesale centers in 18
months.Opened three wholesale centers infirst Qtr of 2009.
BUT.
METRO Cash and Carry entered Pakistan in
2007 with the aim to serve as a value driver forprofessional customers, suppliers andeconomy.
METRO Cash & Carry Pakistan
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Global Recession hit the business world And life wont get easier
Major markets went under severe economic crisis
METRO also felt the impact as our professional customers were effected
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The Big Question Was.
HOW TO.
Excel In Tough Times?????
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Cost
+Value
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Four defining Business Model Pillars of MCC Pakistan
METRO Cash & Carry Pakistans Local Adaptation
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Direct Sourcing
Increased Efficiency
Cost Reduction
Adds Value to the Supply Chain
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Implementing a modern cold supply chain (F&V)
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Implementing a modern cold supply chain (Meat)
Average shelf life increased to 5 days
Reduction in rejection rate Improved quality
Food grade material for packaging
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Implementing a modern cold supply chain (Fish)
Average shelf life increased to 10 days
Reduced post harvest losses
Value addition
Food grade material for packaging
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Wei Ji
Crisis
Opportunity
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Conclusion:
The global economic crisis gave us a
chance to excel because it is only in
tough times that you feel pressure.
This pressure leads us to think as
a team and provided us an
opportunity to prepare our selves
for devising & implement successful
futuristic strategies.
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Questions???