HOW TO MAKE MONEY IN WHOLESALE AND DISTRIBUTION … · 4. Amazon spends billions of dollars each quarter on shipping. Amazon is attempting to reduce these costs by taking over these

© 2017 Ultra Consultants | www.ultraconsultants.com 1

HOW TO MAKE MONEY IN WHOLESALE AND DISTRIBUTION WITH AMAZON IN THE MARKET

http://www.ultraconsultants.com

© 2017 Ultra Consultants | www.ultraconsultants.com

CONTENTSExecutive Summary

Disruption

Amazon

Rethink Everything

Make It Happen

Technology’s Call to Action

About Ultra Consultants

About the Author

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EXECUTIVE SUMMARYThe internet and ecommerce have created companies seemingly overnight. Amazon, in particular, has disrupted both B2C and B2B businesses.

This paper provides an explanation of the depth of this disruption by researching key players and Amazon’s role. To combat this disruption, best practices are recommended that all distributors should be following, and a project methodology is outlined, one that drives business process improvement to reach best practices. The paper closes by highlighting the areas of best practice most closely tied to the disruption by Amazon.

DISRUPTIONWhat has happened, is the internet. Just as fast food companies were created with the advent of the car, the internet and ecommerce have created companies virtually overnight. Amazon, while well-known for focusing on the consumer, sells many of their products direct to businesses. Amazon has disrupted both B2C (Business to Consumer), affecting the likes of Walmart, and B2B (Business to Business), affecting everyone else.

Alibaba ships over five times the number of packages of Amazon. Started in 1999 by Jack Ma (an English teacher), they mostly offer the goods of others for sale. Alibaba began in the B2B space by offering to companies outside of China access to businesses inside of China via the internet. Their website offered the ability to search for both importers and exporters. Alibaba has entered all facets of ecommerce including, mobility, media, hosted computing, and selling directly to consumers. Today, Alibaba’s pre-IPO valuation is greater than that of E-Bay and Amazon combined. Alibaba is the world’s largest retailer, but does not own the products.

Facebook is second in valuation only to Alphabet (Google) among companies whose business is driven mostly by the internet. Facebook was open to everyone (started with college students) in 2006, and today their revenue is acquired through advertising with over 3 million active advertisers (active being defined by placing and add within the last month). Facebook leads all social logins with a market share over 60%, and in social mobile logins over 75% market share. Facebook is the world’s largest media company, but they don’t create the media.

Airbnb is a broker of hospitality services, established in 2008 under the website airbedandbreakfast.com, because it’s founders could not afford the rent of their apartment. They have proprietary data about their customers’ travel preferences. They are paid in three ways: by their customers who list their lodgings on the Airbnb site, through commissions for placed bookings, and through advertising. Today Airbnb has over 3 million listings in almost all countries throughout the world. Airbnb is the world’s largest hotel chain, but does not own any hotels.

Uber is a car sharing service founded in 2009. The rating of both drivers and customers enables Uber to self-monitor both experiences. However, they are investigating in driverless cars, which would drastically change their balance sheet. Today, Uber’s private valuation is valued at more than either GM’s or Ford’s public valuations. Uber is the world’s largest taxi company but does not own the cars.

New digital rules are developing. Alibaba drives selling relationships across languages and distance. Facebook allows us to stay connected with friends and share our thoughts immediately. Airbnb has disrupted the lodging market by providing access to millions of rooms, which meet our individual profile. Uber self regulates their experience with ratings.



TODAY, THE CONSUMER EXPERIENCE IS ONE WHERE WE WANT AND RECEIVE WHATEVER WE WANT, WHENEVER AND WHEREVER WE WANT IT.



AMAZONAmazon was created in 1994 by Jeff Bezos, and 18 years later was equal to Walmart in market value. On the 20th anniversary of their IPO (5/15/17), Amazon’s market cap is almost $460 billion, while Walmart is almost $230 billion, twice Walmart. Amazon has about one-third of all online retail sales in the US, compared to 5% for Walmart. Their Amazon Web Services (AWS) hosting/cloud services have a 40% worldwide market share, compared to that of Microsoft Azure, Google, and IBM which are just over 20% combined.

Amazon’s growth comes from both brand awareness and loyalty, as over half of all people buying on Amazon go directly to their site. Helping fuel the stickiness of the Amazon customer experience is Amazon Prime, which has seen its subscription service grow dramatically in the last two years. All of this comes from Amazon’s vision statement: “Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.”

What does all this mean, and where is Amazon going? Amazon continues to follow and achieve, as much as one company can, their vision as THE place to go buy anything. Amazon is dominating the market and increasing its market share, however they are not able to do everything at once. Amazon is careful in determining where they want to extend their brand.

Amazon is opening its own brick and mortar locations, with multiple flavors:

• Amazon Books is a book store. The company that put bookstores out of business is opening a bookstore? At the center of the store is their technology: Echo, Kindle and AmazonBasics (technology products). It is the user experience of interreacting with these new technologies that is the real purpose of these stores. This idea is “echoed” in the planned locations of these new stores in Chicago and New York in prime shopping districts. Also, an Amazon Prime member will receive further price reductions on books.

• Amazon Go offers a grocery deli experience and grocery staples, with technology showcasing the customer experience for which the Amazon brand is known. The shopper scans into the store as they pass through the entrance (like showing your badge at Costco). The Amazon Go store knows you are there, and anything you pick and place into your bag is “placed” into your online Amazon cart. As you leave the store your credit card is charged.

• Amazon’s pickup and drop off locations are popping up everywhere, offering the ability to pick up your Amazon order or drop off your return to Amazon, entirely skipping the UPS or USPS middleman. Of course, Amazon does not own its own fleet of trucks (yet).

Beyond their ecommerce site (with multiple methods of selling products or referring business), and brick and mortar stores, Amazon is chasing three additional distinct revenue streams, two cost saving streams, and one massive new market.

1. Amazon Basics, Kindle and Echo are just the beginning of the Amazon technology product offering: Their own products with the Amazon brand name. However, it is Echo and its ability to become your personal assistant, potentially replacing Siri (on Apple operating systems) or Google in your life. Searching the internet is just one of the features, others include buying products, and monitoring and turning on or off household appliances. The personal assistant will disrupt how we currently interact with a search engine.

2. AWS is their most profitable business and growing. AWS grew 43% in Q1 of 2017 year-over-year, reaching $3.7 billion in revenue and at an annual run rate of $14 billion. This is just the beginning as more and more devices are connected to the internet (see IOT).

3. Amazon is targeting Netflix with Amazon Prime Video, offered globally. This is one market where a company



that is not Amazon dominates the landscape. However, with of Amazon’s money, it would be hard to bet against their eventually having double-digit market share, and knockoff Netflix as the market leader.

4. Amazon spends billions of dollars each quarter on shipping. Amazon is attempting to reduce these costs by taking over these duties, as seen in its opening its own locations for pick up, testing drones for home delivery, and leasing trucks and planes.

5. Artificial intelligence (AI) drives algorithms for demand forecasting, product search ranking, product and deals recommendations, merchandising placements, fraud detection, translations, and more. This technology is at the core of improving operations, improving customer service and reducing costs.

6. Amazon is investing billions of dollars in India, soon home to the largest population of a single country in the world. Amazon is offering Amazon Prime now and will be offering Prime Video with Indian content. This is an effort to beat Alibaba to what will someday become the world’s largest group of consumers.

What does all this mean? Amazon wants to own the customer experience by offering exactly the products customers want through AI, at exactly the place and time (your home in two days, for example) for free. However, Amazon is also taking on the likes of Alibaba, Google, Netflix, Apple, Microsoft, IBM, UPS, and FedEx, all at the same time. Therefore, do they want to offer everything? Or do they want to be the conduit to and from everything?

RETHINK EVERYTHINGAmazon and the internet are the disruption to the wholesale and distribution market. Amazon buys both products and shipping costs, and therefore, can offer a lower price. Even if they are not in your specific product offering or market, they are affecting it. Consumers and business buyers expect the Amazon experience: we want what we want, where we want it, as fast as possible. What can you do about this? You can’t ignore your customers.

Therefore, rethink everything, including your role, as leaders, in your organization. Are we focused on selling to individual customers, buying and inventory, marketing, or shipping? As business leaders, you need to be focused on the strategy of your business, versus the day to day operations of buying, selling and fulfilling. That conversation on strategy should first begin with the market (assuming the right people are in leadership to run the day-to-day operations).

Strategic Questions to Ask

Amazon knows the market based on the buying patterns on their ecommerce site and is utilizing AI to delve further into the analysis. It is likely your company does not have this information, but that does not mean you should avoid the following questions as the first step in the strategy conversation: What is your market, who are your customers today and tomorrow? What is your product offering? Are there any holes in your customer base and/or your product offering? Is your product priced properly? Are you offering your product in all the right channels and marketplaces? Are you doing everything you can to market the product to your customers and future customers?

Understand Your Business Processes

The second step can be found in understanding what Amazon has brought to the market (after product and price); they have brought instant gratification to the customer. All of us have experienced the ease of use of their application, the ability to see the availability of products at various prices, and ultimately the date when we can expect to receive it. Amazon has improved the entire buying experience, which after the product offering is determined, is mostly made up of operational business processes.



Therefore, to compete in today’s market and meet your customers’ expectations, rethink all the major business processes of the organization. These processes are traditionally referred to as the following:

• Procure to pay (sourcing, planning, buying, receiving, and paying for the finished goods)• Order to cash (quoting, customer orders, ecommerce, pick, pack, ship, and accounts receivable)• Warehouse management and logistics (cycle counting, stock rotation, staff planning, space planning,

carrier planning, etc.)• Record to report (general ledger, balance sheet and income statements)

How far has your organization pushed into best practices in those four areas? To determine your progress, specific questions need to be asked about each area.

Procure to Pay

• Does your purchasing team have a sourcing database in a system outside of Excel? How easy is it to buy from new organizations (is there a pre-approval process)?

• Do you have a system to forecast future demand (sales) beyond “same as last year”?• Do you have and S&OP process to discuss the forecast, and turn in it into an inventory plan (by month

for at least 12 months), complete with agreed upon service levels?• Do you have a vendor portal to communicate with suppliers?• Are you tracking vendor performance, and are the vendors improving?• Do you track inbound shipments (by product and lot number), and can you divert the shipments

without ever crossing your dock doors?• Are more advanced receiving processes (e.g. license plating) part of the process?• How is quality maintained, when a customer calls, or by established processes (e.g. receiving

inspection)?• Do you have an automated three-way match for accounts payable?• Do you have a separate defined business process to work with drop ship suppliers?

Order to Cash and Ecommerce

• Do you have a database to keep track of prospects and opportunities?• Is it possible to create a quote for a prospect and convert it to a sales order creating a new customer

(without retyping the order or the pricing)?• Can a customer create a shopping cart online and call in to work with a customer service person

to edit the cart?• Is the ecommerce site easy to use and easy on the eyes, e.g. “Amazon like”?• Do you have a defined IT roadmap and tools for ecommerce and integration?• Can pricing be setup in the system, to meet the customer needs e.g., waterfall from product category

and customer group down to specific SKU’s and customers?• Is the pick, pack, ship process driven by printing paper, or by technology (e.g., hand held bar code

scanning, pick to voice, etc.)?• Are more advanced picking processes driven by technology (e.g. zone picking)?• Are other forms of automation being used, e.g. carousels, pick by voice, etc.?• Is bank reconciliation automated?• Do your customers pay on time, and why or why not?

Warehouse Management

• Do you have a cycle counting program, and is it performed in the system or Excel?



• Is workforce planning integrated with customer orders and forecasts?• Is warehouse space planning integrated with customer orders and forecasts?• Are you able to track a lot number or serial number of the product from receipt to the box that it ships in?• Are you considering autonomous vehicles?• Does the system recommend restocking shelves, and do you follow the recommendations?• Do you have a defined carrier management program complete with metrics?

Record to Report

• Are you able to close the books within two days of the end of the month?• Are you able to roll up financial statements across organizations in one system?• Are journal entries automated?• Are balance sheets and income statements created outside the system in Excel?• How difficult or easy is it to determine cash availability or needs?

MAKE “IT” HAPPENUltimately you will need to step back and rethink all your operational process, which probably evolved over time, and to purposefully determine the best way for your company to “make it happen” for your customers. Transforming your business processes requires creating a new vision of the future state of your business from your current state. This is not a re-engineering project; it is a re-design. Re-Engineering is a complete rethinking of the business model, products and customers. A re-design assumes you have the right business model, but you want to do it better. In a current state to future state re-design, there are five areas of focus:

Project Organization

A successful business process transformation (re-design) project requires a team of business process owners. This team of business process owners determines the project scope, objectives, and measurements of the project. Your team needs to make sure all participants in your project are in alignment and have a common understanding of these focus areas:

• Building your steering team• Allocating your project team• Aligning process owners• Defining your project charter

The project charter is critical in this effort. This document insures alignment. All project team members and steering team members should sign this document. An executive session is required to review your business process at a high level, to review and refine your strategy, including the development of business scorecards. These scorecards may already exist, but they may well need to be re-thought. These scorecards involve identifying current key business metrics and determining future benchmarks to help monitor and manage your company’s ability to meet your customers’ needs and profitability.

Current State Analysis

Analyzing your current state processes begins with more metrics, by detailing further the key performance metrics and their value, down to the individual value stream business processes previously defined. Examples include productivity (order processing time), quality, overtime, and inventory levels. An integral part of the current state analysis is business process mapping. Depending on your industry, these can include processes like quote to order, order to cash, and procure to pay. Your team needs to create these maps by:

1. Beginning with level zero2. Defining the level one inventory list of processes


TRANSFORMING YOUR BUSINESS PROCESSES REQUIRES CREATING A NEW VISION OF THE FUTURE STATE OF YOUR BUSINESS FROM YOUR CURRENT STATE.


3. Mapping at a level two the sub processes of each value stream

By engaging in this business process documentation and creating visual maps, it is easy for your team to identify waste and redundant data and communicate these concepts back to the steering team.These current state opportunities are documented as opportunities to be addressed in the future state processes. You can then prioritize these improvement opportunities based on cost, timing, change difficulty, and benefits. This is the foundation of your business case for change.

As part of this business process analysis, your team should develop an understanding of, as well as documentation for, each off the following:

• Business operations• Business processes• Software systems• Master data and information flow• Technology infrastructure

Visioning and Education

Before your team begins to define your future state, they need to understand “what is possible” with a new enterprise software solution, and “bolt-on” products. They need to invest time in researching solutions without calling in the vendors (this will slow down the process). Much of this information can of course be found on YouTube, or the websites of the various vendors and partners. However, the key is for your team to develop insights into the latest industry best practices.

Each member should research their area of expertise. Then as part of your visioning workshops, each team member should combine best practices for your industry with enabling technology solutions to construct your future state. This is a PowerPoint followed by a white boarding session that may quickly move into brown paper mapping. Each functional expert on your team needs to educate your team on applicable terminology and best practice process flows. Additionally, each expert may want to enhance the education experience with videos they found during their research.

The team needs to achieve alignment with the future state vision across functional silos. It is with this alignment that your team will be positioned to move into a more detailed future state opportunity stage that will define enabling system requirements. Also, through this education process, your team may uncover and hopefully resolve organizational change management issues.

Future State Opportunity

Your team will evolve into sub teams based on the value stream cross function processes (e.g. order to cash). Each value stream team should have a leader who facilitates multiple workshops to develop your future state. These workshops should mirror the breakdown of the sub processes (level 2) developed previously. This development of the future state process, utilizing what we know about the current state, is also known as “business process redesign”. These workshops will help you identify the gaps between the current state and industry best practices.

These workshops serve to identify areas where you can eliminate waste and improve your business productivity (adding on to the previous listing of improvements from the current state meetings). The design of the future state becomes clear as your team develops a line of sight from the future state to qualified benefits. This critical activity should feed into the development of key statements that articulate the business purpose and value of change. All this information should be presented to the steering team for approval as part of a future state design review meeting.

Business Case for Change

The business case for change is the justification for your project to redesign current business processes. It is a



compilation of business value statements that are the goals your company is striving to achieve. The future state vision that began during the Visioning and Education steps is taken and translated in this step into a credible business case. Each of your process owners develops a business case for their domain of responsibility with assignments they can confidently achieve. The business case for change is important because it is used at every major milestone to confirm decisions and actions are aligned with attaining project expectations. This information should also be communicated to the steering team, potentially as part of the future state design review.

Project Charter and Transformation Roadmap

With the information that has been created, your team can create the first draft of your project charter. Your team then develops a project roadmap that defines the deployment strategy for the transformation. The project enters the implementation phase, and should seek out the steering team at regular intervals.

TECHNOLOGY’S CALL TO ACTIONAs Amazon continues to drive out the waste in their operations, there is no room left for your organization to operate less than optimally. While the advantage Amazon has is their size, the advantage of your organizations is your focus. Your company can take on an improvement project, outlined above, and complete the identification of the improvements in two to three months. The implementation of these ideas should move into a continuous improvement model, that follow a plan, and are implemented logically and in sequence and with each improvement idea continually challenged for additional benefits.

Within all our businesses we have key areas that, while not completely unique, are unique to the chosen business model. For example, some distributors own their own trucks and distribute the product directly. Amazon is challenging the ability of everyone’s organization in a few areas. These functional areas can no longer be just good enough; your customer’s expectations are driven by their experiences with Amazon and other online distributors, regardless of whether these companies are your true competitors. It is either assumed by your customer that your business will be able to perform these functions at a very high level, or the perception will be that you are not concerned about your customer.

Ecommerce

This may seem obvious, but it is amazing how many organizations continue to offer solutions that are, frankly, just OK. The technology is there. With ecommerce, it is important to first select a web commerce platform that can grow with your company. These tools are customizable, and provide your web developer a framework for managing content, creating the look and feel, adding shopping cart functionality – the entire ecommerce experience of the customer. Along with the web commerce platform, your information technology organization should select an integration platform as a service (iPaaS) tool. iPaaS is a set of cloud-based tools that create integration between applications (e.g., between your ecommerce platform and your ERP system).

Amazon has set the bar for ecommerce transactions, regardless of whether it is a B2C or a B2B offering. At the very beginning of the experience is your search engine and the recommendations provided by your site. Searching should be easy, and the site should help find what is needed, recommending alternatives just as a store clerk would if shopping at a brick and mortar store. All the attributes that are associated with an item should be available for search. Eventually, building the cart, saving favorites, and reminders being sent to the creator of the cart are all common place features of ecommerce shopping. As the checkout happens, the ecommerce site needs to communicate seamlessly with the ERP system to price the cart, including shipping and taxes.Integration with credit card processing is necessary to pay for the goods, and required by law to happen outside of the ERP. Adding in B2B capabilities that create shopping carts by contact and an approval process are critical to play in this market.

The above features of an ecommerce site at face value seem to be obvious, but require planning and effort by your



IT organization in conjunction with your marketing and sales teams. The amount of time your IT organization should dedicate to ecommerce is probably between 25% and 50% of your organization’s effort (directly related to the amount of sales achieved as a percentage of sales).

Demand and Inventory Planning

At Ultra, we are consistently amazed with the number of organizations we meet that are not using demand and inventory planning software. One consumer good client purchased and manufactured finished goods to the sales goal (ignoring demand patterns) with a product that had a six-month lead time, which resulted in one inventory turn per year. Amazon is using AI and its huge database of customer habits to drive their algorithms of demand and inventory planning. While this is exclusive to Amazon, it does not mean smaller companies should give up. There are software applications, many in fact, designed to help forecast demand and plan inventories. These software applications are not expensive, are typically cloud-based, and may already be integrated with the ERP system you are using today. So how is it these tools fail to be used?

The forecasting process begins with editing sales history, considering products that were out of stock (missing sales), as well as promotions (sales spikes). After the sales history has been fixed for events that are not going to recur, this information should be fed into a forecasting algorithm. Many of today’s packages offer multiple methods of forecasting, and will project which method has the least amount of error (most accurate). Along with the forecast, these tools will calculate the required safety stock to meet an expected service level. The resulting forecast can be edited by customer group, by customer, by item group, and by item for events that are planned in the future that did not take place in the past. This edited forecast and safety stock should be used by Master Production Schedule (MPS) and Material Requirements Planning (MRP) to drive purchases and kitting.

Ultimately the buyer is presented with recommended purchase orders and an inventory plan that should be executed. The key to this process is to trust the numbers and not attempt to second guess the results. The demand and inventory planning software solutions will also provide screens showing slow moving items, excess, and obsolete inventories. To head off this drag on capital, a demand manger would review the previous periods forecast looking for forecasts with large amounts of error (usually anything plus or minus 20%). It is this review of where inventories are not in line and previous periods forecast that will improve future forecast accuracy and drive down inventory levels to better meet the customer’s future needs.

3rd Party Providers and Drop Shipping

One of the big advantages Amazon has is its ability to offer what appears to be unlimited options of products within a category, and multiple sellers. This ability to work with others to meet a customer’s desires is one of the cornerstones of the Amazon experience. To compete with Amazon is to source better, but without the need to carry the items in inventory. A wholesaler / distributor needs to keep the customer on their ecommerce site by providing all the products that the customer may want within a category, as well as complimentary products and substitutes. The best method of providing this service to your customers is to find other distributors that source these complimentary / substitute products, to offer these products to your customers, but to ship from the 3rd parties inventory.

Drop shipping is a critical capability to meet your customer’s needs. The customer order line should be able to automatically create a PO and send it to the supplier. The supplier should ship the product directly to the customer. At time of shipment the better drop shipping suppliers will be integrated with your systems, automatically updating the tracking information. This notification also services to create accounts receivable and an invoice for customers that were on account (non-credit card purchases). These transactions should be integrated and part of the ERP, requiring no human intervention, unless there is an issue with the drop ship supplier meeting the demands.

Warehouse Technology

The Industrial Internet of Things (IIoT) is here. All of our devices are connected. Amazon is pushing hard to reduce



operations costs. Amazon may even create its own shipping company. UPS, USPS and FedEx will compete in this market, and a strong relationship with at least one of these providers is required. But it is operational excellence, and the ability to reduce costs, that will allow today’s wholesale distributor to be profitable. The technology to automate the warehouse exists. If you are still using paper, why?

The process begins with receiving goods on an advance shipping notice (ASN). This ASN should be integrated with your ERP system, in such a way that during receiving the purchase order is scanned and the skid put away, without needing to scan every box / item on the pallet. The pallet could be mixed and its license plate should be able to move, carrying with it all the products. The signal to pick an order should not be given via paper printing. Rather, a hand-held device should signal the picker, who may only pick goods in their zone, and the order is then combined in the packing area. As the customer order is packed, the system should inform the packer of the exact box size, and which items go in which box. A nested container is then ready for shipping. The system should have complete knowledge down to the lot (or serial) number of each item and the box that it shipped. The shipment should be integrated with the shipper’s system, automatically feeding back tracking information at shipment.

Next on the horizon is autonomous vehicles in the warehouse. Just as Uber is looking to replace the driver, autonomous forklifts will eventually replace the employee shipping the product, further eliminating errors in the process.

ABOUT ULTRA CONSULTANTSUltra Consultants has a deep passion for helping our clients realize technology-driven business transforma-tions that deliver measurable and impactful business and technology improvements. Our focus is on man-ufacturing and distribution companies. Our knowledge of industry best practices and enterprise software solutions enables our clients to realize their transformation goals:

• Dramatic improvements to existing business processes structured upon industry best practices and differentiating business models.

• Accelerated process for selecting and successfully implementing the best enterprise and related solu-tions that align to the needs and future goals of our clients.

• Negotiated software purchase agreements and implementation services that deliver the best Total Cost of Ownership for enterprise and associated technologies.

• Successful realization of ROI goals and aspirations of our clients through Business Analytics, Process Excellence, Lean, Six Sigma, and other proven methodologies.

Driving these four strategic activities is a highly professional and competent Ultra team to facilitate the com-plexities of risk management and change throughout our clients’ organizations.

www.ultraconsultants.com




ABOUT THE AUTHORGeorge TrudellPartner

George Trudell has over 30 years supply chain and technology experience helping mid-sized manufacturing and distribution companies improve their businesses. He worked in industry for 15 years as a Corporate Director of Supply Chain, Planning Manager, Strategic Planning and Master Scheduler. He has worked in consulting for over 15 years, from Senior Consultant to Partner at Grant Thornton, McGladrey, and now Ultra Corporation.

George has selected and implemented ERP systems at each step in his career, leading ERP projects from both perspectives (industry and consulting). In 2010, George re-joined Ultra after working for Ultra for 3.5 years in the early 2000’s. As a consultant he has led over 60 ERP Selection and Implementation projects, working with all major ERP and CRM vendors including SAP, Oracle, Microsoft, Infor, QAD, Epicor, IFS, Sage, and Netsuite. His ability to lead his clients through process change enabled by ERP systems is his strength. George has deep experience with both process and discrete clients and ERP projects. George has his BBA from The University of Michigan’s Ross School of Business and his MBA from Northwestern University’s Kellogg Graduate School. He is APICS certified, and taught classes and spoken at conferences and dinner meetings, on the topics of Business Process Improvement, ERP Selection and Implementation.


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HOW TO MAKE MONEY IN WHOLESALE AND DISTRIBUTION … · 4. Amazon spends billions of dollars each quarter on shipping. Amazon is attempting to reduce these costs by taking over these