SUPPLY CHAIN and consists of supporting the countries in delivering these values .
“ They can define the strategy and are responsible and accountable to deliver that . Their local strategic focuses are the base and is the local strategy document that defines how we want to harvest and leverage the priories and values of the customers .”
The classical wholesale model continues to be METRO Cash & Carry ’ s backbone , he says , but the company is building up constantly its food delivery and services arm , “ one of the biggest common denominators coming forward ”.
METRO Cash & Carry is also re-examining how its distribution network is structured , particularly on the fulfilment side . By building dedicated fulfilment centres , the company is further improving its response times to customers through increased proximity . Alongside expanding its own assets , the company has recently acquired a couple of competent and leading food service distribution ( FSD ) companies , including one key food supplier of upmarket restaurants in the Far East .
Technology is also playing a critical role and data itself is being fully realised as a commodity . “ Money used to be the fuel ,” Dittli explains . “ This has been replaced by a new currency : data . Technology managed in an agile way has become the key decisive enabler . Data has become the decisive element to make money or not , and technology is the key fundamental backbone to make that happen .”
Sustainable development Even before METRO Cash & Carry ’ s transformation , the company was well known for doing business sustainably , both when it comes to the environment and other businesses . Closer collaboration with suppliers has been central to this , with the aim of promoting a virtuous cycle . The company ’ s dedication has paid off , with Coca Cola or Procter & Gamble recognising METRO Cash & Carry ’ s efforts with a muchcoveted Supplier Excellence Award for Excellence in Collaboration . “ The suppliers realise that how we respond to these needs is about to change .
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