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餐饮 | 可口可乐疫情后的供应链优化策略

发布时间:2020-08-19       点击数:64

可口可乐的SKU(Stock Keeping Unit最小存货单位)合理化工作将从个别产品扩展到整个品牌,首席执行官詹姆斯昆西在公司周二的盈利电话中说。简化策略到位在冠状病毒大流行的供应链压力下,为了激励公司成长,必须加快减少品类的工作,以提高业务执行、利润率和销售。


昆西说:“在大流行病爆发之初,我们的目标是无情地优先考虑核心品牌和SKU,以加强我们供应链的复原力。“过去几个月的学习 从我们已经加速的SKU合理化的洞察力,已经说服我们更深入地利用这个机会,来精简品牌。” 首席执行官说,第二季度将是公司最艰难的。截至6月26日的季度,净收入同比下降28%,营业利润率为27.7%,低于第二季度的29.9%。




在大流行初期,许多CPG减少了生产的SKU数量,以便更有效地分配宝贵和波动的供应和人力资源。可口可乐在本地化供应中也是如此 随着封锁命令的下达和世界各地中断的运输问题。




“我们正在转向在不同的消费者需求中优先考虑更少但更大和更强的品牌。同时,我们需要做一个更好的工作培育更持久的品牌, 离开和退出一些僵尸品牌,而不仅仅是僵尸SKU,”首席执行官说。


选择哪些产品线停止将是一个分析销售和业务投资水平的问题, 可口可乐有400多个品牌,昆西说,但有些单一品牌,“很少到没有规模”,仅占公司收入的2%。




减少SKU的动机也可能不仅仅是因为内部的原因, 因为商店在大流行病中适应新的杂货店购物习惯--消费者不希望停留在商店, 而是更快地进出商店(由于担心病菌),零售商也希望商店的产品更聚焦。所以可口可乐首席财务官约翰·墨菲(JohnMurphy)在5月份的RBC资本市场全球消费和零售会议上表示,我们更专注于核心的,用户熟悉的SKU。





Coca-Cola's SKU rationalization work will extend from individual products to entire brands, CEO James Quincey said on the company's Tuesday earnings call. Simplification strategies put in place to handle the supply chain stresses of the coronavirus pandemic inspired the company to expand and accelerate the work of cutting down variety to improve operational execution, margins and sales.

"At the outset of the pandemic, our goal was to ruthlessly prioritize core brands and SKUs to strengthen the resilience of our supply chain," Quincey said. "The learnings from the last several months and the insights from our already accelerated SKU rationalization has convinced us to go even deeper on this opportunity by streamlining brands." The CEO said Q2 would be the toughest for the company and the financial gain of reducing simplicity would come in later quarters. Net revenue was down 28% year over year in the quarter ending June 26 and operating margin was 27.7%, down from 29.9% in Q2 2019.

In the first example of this new strategy, Coca-Cola will discontinue the Odwalla juice brand by the end of July, cutting 300 staff and 230 trucks from its refrigerated direct-store-delivery (DSD) operation.

Early in the pandemic, many CPGs reduced the number of SKUs they produced to more productively allocate precious and fluctuating supply and human resources. Coca-Cola did the same amid localized supply disruptions and transportation issues as lockdown orders came and went around the world.

Some of the brands that trimmed SKUs said the cuts may be permanent, even when normal business returns. According to Quincey, Coca-Cola is in that category.

"We are shifting to prioritizing fewer but bigger and stronger brands across various consumer needs. At the same time, we need to do a better job nurturing and growing smaller, more enduring propositions and exiting some zombie brands not just zombie SKUs," the CEO said.

Choosing which product lines to discontinue will be a matter of analyzing sales and the level of operational investment they require to grow. Coca-Cola has more than 400 brands, said Quincey, but half of those are single-country brands with "little to no scale" that make up just 2% of the company's revenue.

"They’re growing slower than the company average but each one still requires resources and investments. So, in the case of a brand like Odwalla and its chilled direct store delivery, which has struggled over the last several years, we started to stop operations effective [July 31]. This gives us the flexibility to support our investments in brands like Minute Maid and Simply and to continue to scale rising stars like Topo Chico," said Quincey.

The incentive to cut SKUs may go beyond internal operations too, as stores adjust to grocery shopping habits in a pandemic. Because consumers are eager to get in and out of stores faster, retailers are more focused on core, familiar SKUs, said Coca-Cola CFO John Murphy at the RBC Capital Markets Global Consumer & Retail conference in May.

"I think for us, there is an opportunity to look very closely at our supply chain to optimize it, and to become an even better partner for our retailers," Murphy said.