Tackling Shrinkage to Improve
Your Bottom Line
Breakout Session
Shrinkage Working Group
ECR Europe Annual Congress, Brussels
May 2004
Welcome
Colin Peacock
The Gillette Company
Co-chair, Shrinkage Working Group
Seminar Overview
• Purpose
– Enthuse the ECR community about the ECR
shrinkage reduction methodology
• Objectives
– Illustrate retailer & supplier collaboration
– Promote the ECR Approach
– Provide new knowledge
Agenda
•
•
•
•
•
•
•
•
Introduction
B&Q & Plasplugs Case Study
ECR Shrinkage Survey
Sainsbury’s & Menzies Case Study
Key Performance Indicator Research
Makro & Gillette Case Study
Wrap up
Q&A
Designing in Solutions
Eddie Joyce, Plasplugs
Gill Yardley, B&Q
B&Q
• Biggest home improvement retailer in the UK
• Employs over 36,000 people
• Turnover last year €5.7 billion
• Profit €546 million
• 1998 B&Q merged with Castorama to become
largest DIY Retailer in Europe
• 1999 B&Q opened it’s first store in Shanghai
Plasplugs
Fixings
Sharpening
Systems
History:
Founded 1970 in the UK
Family owned
Brand Values:
Leadership, Quality &
Innovation
Employees:
Over 350
world-wide
Turnover:
Circa €59 million pa for
the group
Tiling
Tools
Knives &
Blades
Old Packaging
B&Q – Reasons for Change
• Sales good – yet room for category growth
• Industry standard packaging - opportunity to improve
• High shrinkage (10%+) due to damages and theft
• Environmental compliance
• Space efficiency – packaging space hungry
• Requirement for suppliers to source tag
• Opportunity to reduce Environmental tax levy
• Customer wants to touch and feel the product
Plasplugs - Reason for Change
•
•
•
•
•
•
Improve visual display
Reduce returns
Introduce hidden source tagging
Reduce dependency on third parties
Improve tactile nature of packaging
Desire to strengthen market leadership
– Innovation and differentiation
– Add value to product
Old Packaging
The Process
• Both companies around the table to agree
requirements
• Plasplugs CEO involved from conception to delivery
• Support from B&Q Sustainability Team and
Commercial team
• Solution evolved over period of time
Evolution of Packaging
Blister, Card & Adhesive
Evolution of Packaging
Blister Entrapment
Evolution of Packaging
Blister-less - Only Card
Evolution of Packaging
Packaging Free
Plaspak Demonstration
Old V’s New
Tile Edge Nibblers
Old V’s New
Quik Tiler
Old V’s New
Tile Files
Old V’s New
Tile Scribe
Old V’s New
Tile Rack
The Benefits of Collaboration
•
•
•
•
•
50% reduction in shrinkage
33% increase in sales (€1.6M retail)
Space created raised sales further €1.5M
Customer can touch and feel product
Secondary use of packaging:
– Customers perceive this as ‘added value’
– Reduction in environmental levy
Additional Benefits to Plasplugs
• Design innovation has led to patented design
solution
• Return on investment within 18 months
• Packaging deliveries now minimal
• Plasplugs are at the cutting edge of innovative
packaging solutions
B&Q Tiling Accessories Display
In Summary
By innovation and collaboration benefits have
been seen by both Plasplugs and B&Q.
Key Benefits
•
•
•
•
Reduced shrinkage and stock loss
Enhanced presentation of the product
Better control of costs
Maximised space and profit per square metre
2nd ECR Shrinkage Survey
Adrian Beck
University of Leicester
Background and Methodology
• Last survey in 2000
• Need for a new benchmark
• Definition of shrinkage
– External Theft
– Internal Theft
– Process Failures
– Inter-Company Fraud
• Stock loss calculated at retail prices
Background and Methodology
• 26 countries surveyed (21 last survey)
• 250 retail companies and 44
manufacturers/suppliers contacted
• Total FMCG sector valued at €1,004 billion
• Sample represents 13.7% of retail
companies with a combined turnover of
€137.2 billion
Topics Covered in the Survey
•
•
•
•
Counting the cost
Location of the problem
Extent of co-operation
Measures used to tackle shrinkage
Counting the Cost
Sector
Value (€ billions)
Retail
% of
sales
1.84
Manufacturer
0.57
5.7
Total
2.41
24.2
18.5
Counting the Cost
• Total loss equates to:
– €66 million per day
– €46,000 per minute (€4.1 million for this seminar!)
The Retailing Shrinkage Iceberg
49%
51%
Unknown Loss
€9.5 billion
Significant
increase in
known loss
Location of the Problem
24%
5%
71%
Manufacturer
Distribution
Retail
Distribution
Retail
Stores
€5.7 Billion
+
€1.2 Billion
+
€17.3 Billion
=
TOTAL
€24.2 Billion
Causes of Retail Stock Loss
InterCompany
Fraud
7%
External Theft
38%
Process
Failures
27%
Internal Theft
28%
Retail Company Co-operation
Security/Loss Prevention
Store Mangt
Board of Directors
Auditing
Supply Chain Mangt
Logistics
Finance
Human Resources
IT Dept
Buying
Legal Dept
Planning and Design
Marketing
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Per cent
High Involved
Regularly Involved
Hardly Involved
100%
Spending on Stock Loss
Measures
Value
Per cent
Contract security staff
€ 950 million
33
In-house security staff/loss prevention/audit team
€ 419 million
14
Electronic tagging systems
€ 370 million
13
Closed circuit television
€ 298 million
10
Intruder alarm systems
€ 182 million
6
Cash protection equipment: safes, caches
€ 170 million
6
External security measures: shutters, bollards, fences
€ 164 million
6
Staff training on stock loss
€ 151 million
5
External audit companies
€ 44 million
2
Specialist display equipment
€ 29 million
1
Other
€ 133 million
5
Total
€ 2.9 billion
0.29
Causes and Spending on Shrinkage
60
Spending
60
Cause
50
40
38
30
27
28
26
20
10
9
4
7
0
External
Internal
Process
Inter Company
Other Survey Highlights
• Companies that:
– have a corporate policy
– prioritise stock loss
– provide bonuses for good stock loss results
– have good intra-company co-operation
– carry out shrink reduction projects…
… have lower levels of shrinkage
For a copy of the final report
contact:
Adrian Beck: bna@le.ac.uk
WELCOME
The UK Magazine Market
An Insight Into Shrink
David Morton
Chris Price
25th May 2004
EXECUTIVE SUMMARY
Aims & Structure
A story about addressing SHRINK In the UK Magazines sector
 Sector complexity .. Process Issues
 How working together with wholesalers achieved results
 How Sainsbury’s managed to reduce shrinkage by 25%
 Explain how shrink on News & Magazines
is a broader Industry issue
 Industry-wide approach .. Results .. €3m+
 Approaches, Learning's & Blue Book
The UK Magazine Sector
The Magazine sector is worth €2.5 Billion Euros per year
Publishers
Wholesalers
MD
WHS
DN
Retailers
Consumers
LARGE
Medium
Small
Ind
10 Main
Publishers
3,000 Titles
160 Categories
55,000
3 major
5 Independent •Small number of big players
100+ Depots •Big number of small players
Menzies Distribution - The Facts
International services group .. time critical logistics: T/O €1.8bn
 Newspaper & Magazine distribution (UK) .. 4,000 employees
 1500 van routes ..




Every morning
To 22,000 retail outlets ..
From 30 depots
520,000 lines / 24 hours
 Unsolds scanned every day.
JIT .. Cross Dock .. Consolidation .. & .. Reverse Logistics
Sainsbury’s – The Facts
 Sainsbury’s stores sell over
1200 magazine titles
 A UK Market share of 5.5%
 Top 100 titles count for
74% of turnover
 Losses running at over
6% of sales
 WE HAD A PROBLEM!
Sainsbury’s - First Steps - Alone
Initial internal review :
 Complex area .. Not main focus of Supermarkets
 Inconsistent Store Procedures
 High level of ‘Rejected Returns Credits’ (Sale or Return)
 Wholesale supplier input .. End to End process
You will see . . How ECR provided the “introduction” agency
You will hear. .How Sainsbury’s were not alone
The Sector
The Publisher & The Product
The Publisher
 Determines look, feel, & quantity ‘created’
 Places (Pushes) into the market .. advertisers, not just sales
 Sale Or Return … reverse logistics
The Product
 Each issue uniquely ‘created’ ..new barcode
 Magazines are not like tins of beans.
The ‘Creative’ mix means risk of:
 Poor attention to practical detail …
Product Challenges
£2
€2.90
£1.75
€2.55
Product Challenges
Disney and Me
PC Gamer Presents
Sector Tensions & Shrink
Market Tensions !!!
Shrink hit the Industry agenda late 2002 … and went TOP!
 Retailers clear… “It’s Publishers’ and Wholesalers’ fault”.
 Publishers clear…. “No it isn’t”
 Wholesalers …. The meat in the sandwich!
Industry-wide collaborative project group formed
 Establish .. Define .. Recommend .. But an uneasy background!
End-To-End
Industry-Wide Shrink Initiative
A Meeting of Minds? ……. More a Clashing of Heads!
Deal in Facts …. Not Noise!
 Definition … Principles … and Method
 ECR Blue Book … Recipe !
Our Principles
 All committed .. Solve .. Don’t just shift the problem!
 Overall structure .. prioritise
Industry Shrink Group
Modus Operandi
Adopt a process
0.Wake Up
Up
 Research





Map key processes, together
Establish interdependences
Highlight pressure points
Measure .. Identify costs
Identify solutions .. Prioritise
1. Plan
6. Evaluate
Evaluate
&
2.Map
2.
Map &
Measure
Measure
5.Implement
5.
Implement
3. Analyse
Good News (of sorts)
 We were not alone .. Shrink affects all supply chains
4. Develop
4.
Solutions
End-To-End Roadmap
Fishing for Detail
Build a structure to identify,
log & relate ‘points of failure’
Wholesaler
supply
process
inadequate van
lighting
poor
accountability
Product
characteristics
bar code
W/S
misdelivery
printing error
Cover price/file
mismatch
other live
misleading product
title supplement
Title
description/
cover
mismatch
poor cover
positioning
wrong info on
file
Too much
product
supplied
W/S miscount
W/S misplace
pick
single delivery
(not SBR)
local v H/O
range disjoint
non-standard
shape/size
W/S mis label
full/odds
bundle
identifies
wrong issue
W/S mispicks
over/under
picks wrong
title
poor
accountability
Incorrect price
H/O
file
information
updates
first time title
has appeared
price variants
with same bar
code
h/o information
update late
late info. from
publisher
unauthorised
titles /excess
copy supplied
insecure back cover mount
door area
removal
In store
staff
lack of
procedure or
facts
stockroom
title v cover
Rejected
delivery(unacceptable
poor transit
condition)
packaging
Collusion
at back door
In transit
W/S to retail
collusion
between driver
another
customer/outlet
printer/
publisher/
carrier to W/S
poor security
Robbery
in depot
W/S or
publisher
planned or
opportunist
Theft
poor product
covermount/
packaging
with consumer
'sweethearting'
staff
abuse honesty
box
display
consumers
Fraudulent
claim of short/
non delivery
Lack of audit
parcel theft by
another
Individual
physical theft
product not
returned
staff
awareness/
process
Booked-in
against wrong
shop a/c
shop save/
forecourt
Scanning
inaccuracy
use of dump
key
inherent error
rate
missed product
staff training,
discipline,
holiday /
sickness
Booked-in
against wrong
suppier
identifies
regional/format wrong title(covariants
wrapped
supplement)
Unrecognised
product on file
SUPPLY
ISSUES
LIVE
PRODUCT
poor stock
control system
singles/small
at W/S preprocess
Theft from
made up
returns parcel
at back door
from
stockroom
difficulty in
checking
supplies
from
stockroom
not left out
In store
process
home delivery/
shop saves
Special
accounts
Claim for short
supply not
made/made
late
LIVE SUPPLY ISSUES
firm sale
publisher
product status
change
operator error
completion
errors
staff
awareness
Returns note
Damage
not received by
stockroom
not actioned by
stockroom
Opt not to
return
holiday
returns note
completed by
more than one
person or at
different times
Fraudulent
claim
covermount
missing from
partwork
Validation
rejects credit
partworks
manuall count
Returns notes
incorrectly
completed
weekend
sickness
poor staff
awareness
poor title/issue
I.D
Lack of audit
poorly secured
internal
transfer from
another store
sub retail account
booked out
forecourt wrong a/c
home delivery/
account
shop save
too late
Staff not
customer
promotional
return
misplaced on
point
product /
display
poor initial return late
shelf fill/
staff dump
replenishment
Multi-locations
product fall
behind display
stockroom
Vouchers not
sent back
properly
RETURNS
ISSUES
OFF-SALE
PRODUCT
Returns not
booked out sent back
not dispached
lost in
wrong W/S properly
store, back
door
stores not
1st f/s issue
return known
partwork
crowded
late/f/s product
discounting/
display
procedures
give away to
off site/remote
and awareness
clear
stockroom
Staff coverage
miscounted
to wrong W/S
dual W/S
staff
supply awareness
process
too many
returned
system error
poorly attached
Lack of audit
muliti supplier
W/S not supply
time window
too tight
W/S
Not collected
Theft
Staff coverage
unidentified
parcel keyed
after cut off
Mis-scan Stickers
over/under
No cover
mount
poor handling/
packaging
at back door
in full or part
W/S not recall
title
left wrong
place
Non standard
shape/size
Cover damage
- no bar code
Collusion
varying time
windows
local weeklies
wholesale too
set-up as
slow to scan
dailies for
too late query
recall
resolution
Bundles lost in
transit
loose product
poorly
packaged
Bundle
unidentified at
no label
scan
in transit
between driver/
another outlet
procedures
Frequency of
collection
affects W/S
process time
makes
returning
difficult
Not booked-in/
checked
W/S
lack of documentation
informed
continuity
staff
awareness
Damage
not read
Stickers
Display/
handling
problems
lack of audit
new title/one
shot
affects 'at risk'
time in shop
Full bundle
short(assumed
quantity at
retail-individual
copy scan at
W/S
Bar code
incorrect info.
from publisher
retail poorly
label
Product
characteristics
Systems/
Information
publisher
bundle
mispack
over/under
SHRINK - CAUSE & EFFECT
RETURNS ISSUES (OFF
)
Systems/
Information
Wholesaler
returns
process
poorly labelled
confusion over
related box
(forecourt,
shop save)
price
SHRINK - CAUSE & EFFECT
SUPPLY ISSUES (LIVE PRODUCT)
staff canteen
from wrong
account
In store
process
RETURNS ISSUES
Prioritising
Hot Spots & Quick Wins
Severity x Probability = Focus Factor
Score
5
4
3
2
1
Severity of Failure (S)
Major Loss Impact
Some Loss Impact
Individual Item Loss
Possible / Uncertain Loss
Little Impact
Probability of Occurance (P)
Daily / Inevitable
Weekly / Repetitive
Every few weeks / Occasional
Every few months / Rare
Rare & Irregular
Focus x Addressability = Quick Win Factor
Score
5
4
3
2
1
Time / Effort to Address (A)
Can do easiliy & cheaply / Weeks
Needs some effort but little cost / Quarter
Minor systems & protocol effort
Requires development over months
Major systems & Commercial issues
Objective Priorities
 Hot Spots
 Quick Wins
Industry
From Analysis to Actions
Objective build up as a team .. Scoring .. Reviewing .. Etc
 Mutual, logical view .. As part of Big Picture
Leads To 4 Key Action Areas
Credit Claims
Period
Product
Identification
Key
Areas
In-store
processes
 Small steering group
 Manage specific work parcels
 Firm, objective co-ordination
Supply
Management
 Rigorous & robust
Key Achievements to Date
Credit Claims: New ‘synchronised’ period
 Benefit ~ €3m p.a. to Retail from July 2003 .. -23%
 Audited … Hard wired … Sustainable Step Change
Product Identification: Error Reporting
 Measure .. report .. inform .. educate
 Web based ‘National Title File’
 www.nationaltitlefile.co.uk
Publisher Notification Form
Date
Publisher
Title on Calendar
Title apparent on
magazine
Issue
On Sale Recall
Price
Barcode
04-Mar-04
Seymour
Disney & Me special
Finding Nemo
Finding Nemo
27-Feb-04
09-Apr-04
£1.99
977146959500002
Key Achievements To Date
Supply Management: Sales Based Replenishment
 Modelling & pilots .. lead to Best Practice Guide
 Menzies Test .. 6 depots, 218 customers, 100 titles
 Benefit .. Sales +2.6 %, Returns -51%
In Store Process: Best Practice




Simple guide produced to benefit all retailers
“3 Areas where Shrink eats away your profits”
“If you do nothing else .. Do This”
“Golden Copies!”
ECR .. Leads to
Joint Sainsbury’s-Menzies Action
Sainsbury's & Menzies Shared common Roadmap approach
 Address holistically .. Big Picture .. Not Knee Jerks
 Resource jointly .. Sainsburys team + Shrink Doctor
 Leverage from Industry work




A clear joint Brief
Aim for understanding and sustainable actions
Target ‘Hot’ stores
Map .. Benchmark .. Quick Wins
Sainsbury’s Issue Identification
Mapping, Analysis & Risk Assessment points to
Key Issues
 Procedure & Training
 Processes
 Management Information
Poor Data
Management
Returns
Process
Theft \
Security
Colleague
Issues
Stock
Holding
Stocktake
Dual Supply
Actions & Achievements
Procedure & Training
 Introduced a supplier funded Colleague handbook
 Built Wholesale relationship & Raised our Internal profile
Process
 ‘Invoice Matching’ .. More robust store charging system
 Simple & more robust stocktaking process
Information
 Produce timely Management information throughout estate
 Wholesale data feed of “rejected” returns
Shrinkage down 25% .. Sales up 10% .. At Pilot stores
Key Learnings
Sainsbury’s-Menzies Collaboration
 Got stuck in .. Dug out the facts .. Learned from the front line
 Whole new meaning to the word “observe” .. Objective appraisal
 Did it for real bottom up, In detail .. Identified the basics
 Knee Jerks – Only deliver short term results
 Sustainability .. Comes from End to End process understanding
 Retailers / Wholesalers encouraged to do more
There are NO short cuts!
Key Learnings
Industry Collaboration
Industry-wide Collaboration can be done .. But it’s a Journey!






Requires clear systematic focus .. And the right people
Blue Book .. supported move from Subjectivity to Objectivity
You CAN move from ‘Them & Us’ to … ‘US!’
Technical analysis .. & .. ‘People’ issues
Its about Solving! .. Not shifting!
Within the Big Picture .. for Sustainability
The journey continues .. We are still walking & talking together
In Conclusion
Measuring Stock Loss:
Developing a KPI
Dr Paul Chapman
Cranfield School of Management
Issues to Consider
•
•
•
•
•
A clear definition of “Stock Loss”
The scope of the issue
Method of calculation
Methods of valuation
Focused management action
A Clear Definition of “Stock Loss”?
• Internal theft + external theft + process
failure (including waste) + inter-company
fraud
• All inputs that cannot be accounted for
The Scope of the Issue
• Holistic, supply chain view:
– raw material to shopper, e.g. the cow to the fridge, including
returns
• Being practical:
– Limit the start of the supply chain to either:
• Declared production in the factory
• Product in manufacturer’s DC
– Limit end point in the supply chain to either:
• The shelf
• The checkout
Method of Calculation
• Total Stock loss = Known loss + unknown loss
– Discrepancy between book stock and physical stock
– Net inventory + net movements
– (opening stock – closing stock) + ((purchases + incoming
transfers) – (sales + outgoing transfers))
• Where known loss:
= Known theft processed + Known errors processed
(including: write offs; damage; donations; mark downs; cost of sales
adjustments; out-of-date; tasting)
ow
at
by
3P
Ls
t
s
po
r
ns
C
s
es
RD
oc
Pr
tio
ns
e
ns
at
e
am
ag
D
on
a
Tr
a
es
in
Lo
ss
es
Lo
ss
es
O
th
er
D
D
ed
M
ar
k
of
D
n
100
Lo
ss
e
ic
Pr
ow
ow
n
Kn
nk
n
O
ut
U
Percent
Categories Included
Store issues
Supply chain
75
50
25
0
Methods of Valuation
• Loss as a percentage of sales
Total stock loss
Sales
X 100%
• Value of loss calculated at either:
– Sales value
• Gross including VAT
• Net excluding VAT
– Purchase price
– Transfer price
Method Used
45
40
Per cent
35
30
25
20
15
10
5
0
Retail Sales
Value
Cost Price
Cost Price +
Other
To Conclude:
Deliver Focussed Action
• Use your data
– Top level KPI reveals total opportunity
– Cascade measure to expose under performance
• Know how to take action
– The ECR Roadmap
• Dedicate the capacity to implement
• Drive progress against targets
Makro & Gillette: on track with
the ECR Shrinkage Roadmap
Werner Cooreman, Makro
Dieter Mertens, Gillette
Programme
•
•
•
•
•
•
Profiles
Collaborative objectives
Phase 1: defensive
Phase 2: innovative
Phase 3: the ECR shrinkage roadmap
Take away
Profiles:
the retailer - the supplier
> 1,2 billion €
> 70.000 SKU
> 3.600 employees
> 1 million customers
Collaborative objectives
Evolution of Objectives through phases of
improving collaboration
Less
Shrink
Less Shrink +
more sales
better
performance
mid
2002
mid
2003
2004
Phase 1: defensive
• PHASE 1:
– Makro Call
– Shoplifting
– Safercases
Results
Shrink: - 80% (approx.)
Phase 2: Innovative
• PHASE 2:
– Gillette Call
– Shoplifting + Back office
– Clamshell C&C pack
Results
Shrink: stable at 0.2%
Sales: + 131% (pilot test)
Phase 3:Using the Roadmap
• PHASE 3:
– Full Collaboration
– Holistic approach
– Store supply chain solution
Results
Shrink: - 20% (Q1); ongoing...
Sales : + 18% (Q1); ongoing...
Phase 3:Using the Roadmap
0. Wake Up
1. Plan
6. Evaluate
2. Map &
Measure
5. Implement
3. Analyse
4. Develop Solutions
Illustration Road Map by video
Phase 3:Using the Roadmap
Plan
SHRINKAGE
- 10 %
October 2003
SALES
Mach3 family
+ 20%
October 2004
Map & Measure
-2000,00
Focus on Mach3 Family
(12 pack & 4 pack)
-1500,00
-1000,00
-500,00
1
0,00
GI LLE T T E CONT OUR P LUS 10 M E SJE S
GI LLE T T E GI I 10 M E SJE S
GI LLE T T E GI I P LUS 10 M E SJE S
GI LLE T T E M A CH 3 12M E SJE S
GI LLE T T E M A CH 3 4M E SJE S
GI LLE T T E M A CH 3 A P P A RA A T
GI LLE T T E M A CH 3 A P P A RA A T COOLB LUE
GI LLE T T E SE NSOR 10 M E SJE S
GI LLE T T E SE NSOR E X CE L A P P A RA A T
GI LLE T T E SUP . SI LV E R 10 M E SJE S
Analysis
Process Map
MAKRO - GILLETTE
PILOT FMEA FOOD
DEURNE
1. Camion komt
toe aan de V
PROCES FLOW CHART
1. ONTVANGST
2. Chauffeur
biedt pakbon in
2 ex aan loket
aan
3.
Ordercontrole
in BORISdoor
bediende
4. Levering
krijgt GO
nummer
Exemplaar met
sticker voor
leverancier gaat
in bakje
Process Map
5. Chauffeur
krijgt pakbon
met sticker
voor 'Makro'
terug
6. Chauffeur
ontlaadt pallet
(geen zegel)
7. Chauffeur
biedt pallet aan
bij ontvanger
Indien levering
klopt, worden
de doc
gewisseld door
ontvanger
8. Ontvanger
voert 1e
Controle uit
9. Chauffeur
voert door naar
transitruimte
NAAR 2e
CONTROLE
8A. Controleert
het document
8B.Telt het
aantal
eenheden/colli
vermeld op bon
8C.Vergelijkt dit
aantal met
paklijst
Root causes analysis
Failure Mode & Effect Analysis
Possible Solutions
Gillette 10 step process
Implementation
1.secure storage

4.check delivery

3.fast tracking to secure area

5.visible location

Implementation
6.Anti-theft fixtures

8.regular counting

7.frequent replenishment

9.staff awareness

Evaluation
• Overall preliminary results:
Shrink (3 phases): - 85%
Sales (3 phases): + 18%
• Positive acceptance on the workfloor
• Roll out solutions (10 Steps) in other stores
• Final evaluation due October 2004
Take away
• Use of the roadmap requires commitment
• Loss prevention is about simple issues:
stock control, identifying opportunities,…but
with great impact
• Collaboration works
Thank you for your attention !
Wrap up
John Fonteijn
Royal Ahold
Co-chair, Shrinkage Working Group
An Invitation ...
• Join our working group
• Use the Road Map
• Share your results
ECR Shrinkage Award
• To the person / organisation that has made the
most significant contribution to shrinkage
reduction in 2004 – 5.
• Judging criteria:
– Approach
– Results
– Dissemination
– Sustainability
Thank you
Q&A