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| Success Stories - CARREFOUR
MAF |
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Interex Balkans operates in
3 Balkan countries and plans to open other countries
in the very
near future. |
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| PARTICIPANTS |
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| #2 worldwide in
Retail, Carrefour maintains a solid pattern of growth and profitability. Majid
Al Futtaim group wasassociated with Carrefour group for the purpose of
developing the concept of hypermarkets in the Middle East. |
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| RELEVANT FIGURES |
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| ~ 700 millions
euros |
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| Consolidated Sales for
UAE, Oman, Qatarand Egypt for the year 2002 |
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| 1995 |
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| Opening first
hypermarket (Dubai - UAE) |
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| 2002 |
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| 4 countries: UAE,
Egypte, Qatar, Oman /12 hypermarkets |
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| 2004-2006 |
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| 6 new countries:
Lebanon, Syria, Jordan,Kuwait, Bahrain, Saudi Arabia / 30hypermarkets |
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| 100 000
products |
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| Number of item
references managed intotal |
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| 55 000
products |
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| Minimum number of item
referencesmanaged by store |
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| CONTEXT |
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| In the general framework of an
all-out redefinition of organizational processes (accounting, orders,
merchandiseacquisition, follow-up on purchases and sales, billing, supplier
negotiation, unification and standardization ofinformation systems), Carrefour
MAF was looking for modular and open-ended solutions that could take up a key
rolein the restructuring task. |
| Identified needs are twofold |
| - Set up a group referential. |
| Each
country had its own referential. |
| Listed
data lacked uniformity. |
| Consolidation at various structure levels were
laborious if at all possible. |
| - Redefine a purchases-monitoring
process based on a "mixed" organization. |
| Purchases management is decentralized: Each country,
or even each store manages its ownnegotiations. |
| It is
not possible for the group to exercise any influence in international
negotiations |
| The
group has no visibility on store actions: |
| - It is not possible to follow up
on negotiations based on store's real TO. |
| - No margin or purchase TO
analyses are available. |
| - Information exchange among
various organizational levels are not fully reliable. |
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| IMPLEMENTATION |
| General definition of metier
processes |
| - Implement: ibs REFERENTIAL
and ibs DEALS at the core of the organizational strategy. |
| - Define the role of each
participant and each entity for an optimized and reactive purchases
control. |
| - Allow a "mixed" purchases
organization providing for store involvement in managing sales and
billing. |
| - Define a project perimeter
providing for short-term results and mid-term evolutions. |
| Referential |
| - Unify supplier management |
| - Redefine and standardize product
set management |
| - Identify international suppliers
and create a unique suppliers/product sets base |
| - Preserve specifics of each
entity |
| Deals |
| - Audit information of back-office
systems |
| - Proof and validate purchases TO.
Align them with accounting sales |
| - Implement purchasing
methodology |
| - Automate processes and
information flows |
| ORGANIZATION |
| HQ |
| - Management of a single base for
international suppliers and reference product groups |
| - International negotiations |
| - Follow-up on national and
international contracts |
| - Consolidation of purchases and
sales Tos |
| - Analyses of all-country
margins |
| Country |
| - Management of country
referential |
| - National negotiations |
| - Complement to international
negotiations |
| - Follow-up on national and
international contracts |
| - Country-level purchases and
sales consolidation |
| - Country-level margin
analyses |
| Store |
| - Integration and validation of
purchasing sales - accrual - billing Private label analyses |
| Group’s Agenda |
| - Organizational structure -
ibs DEALS |
| Implementation of mixed model |
| Definition of elements |
| Control
of purchasing process |
| - Data reliability / flow
management: - ibs REFERENTIAL |
| Data
quality |
| Redundancy avoided |
| Information shared and consolidated at all
levels |
| - Automation of information flows
- ibs DEALS |
| More
control |
| More
coherence |
| - Visibility and flexibility -
ibs DEALS |
| Diffusion of information |
| Follow-up by group and by country |
| Level of
secured access adapted to group/country/store and to Merchandise Structure |
| - Purchases performance - ibs
DEALS |
| Improvement of negotiations |
| International negotiations |
| National
negotiations |
| - Time savings - ibs
DEALS |
| Task
automation |
| Automatic consolidation of purchases, sales and
margins |
| Automatic billing |
| Redefinition of efficient processes |
| - Evolution |
| Natural
integration of new countries |
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| For more detail information,
please view the following PDF: |
| - Carrefour MAF - Soft Solutions :
ibs Deals - ibs Referential |
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