Their usual practice is to find the best place of origin and get the best products. For example, Belgian chocolate, French cream, walnuts in Yunnan, China, auricularia auricula in Gutian, Fujian, Xiaoqiuer in the northeast, etc.
A cake buyer revealed that the butter needed for croissants was bought in France, which is quite famous in the world. Finally, they found a butter supplier with French AOP (Certificate of Legal Protected Area of Origin).
To a great extent, Sam's procurement is not just the work of "physically moving" goods from their place of origin like ordinary retailers. To some extent, they have more pursuits, that is, to strive to build a "Sam standard" higher than the market standard and deliberately be different.
The above cake buyers also mentioned that the more difficult part of croissants is the on-site production of stores. For this reason, Sam has specially set up a constant temperature and humidity fermentation room, which is patrolled by special personnel, in order to seize the moment of "fresh hair". The oven is equipped with a unique "oven tuner" to ensure uniform heating and stable dough quality. These control standards are difficult for most bakeries to achieve.
The basic conditions of such a high-density and high-originality commodity development system are: supplier resources.
Undoubtedly, the basic advantage of Sam member stores is the global supply chain of the parent company Wal-Mart. Sam and Wal-Mart are two independent management, operation and procurement teams. However, according to minibus, Sam can also share Wal-Mart's supplier resources and logistics resources.
A Sam store employee was quoted as saying: "We have local retailers and suppliers in various countries, and mature and stable cooperative logistics providers in global international air and sea trade. We have a feeling of mutual trust. Whether it is to contact the resources of the most upstream suppliers or to connect logistics and transportation, we can supply the world's selected goods to the China market. "
However, the specific division of labor of Sam's so-called "joint development" commodity development model is roughly: judging and determining the direction, taste and specifications of new products through insight into the needs of members and accumulated membership data, while suppliers invest raw materials, equipment and technology to manufacture products that meet Sam's standards.
In other words, Sam is more of a brain, and suppliers are mainly responsible for the corresponding landing work.
Features of Sam store:
First of all, fast-moving consumer goods, which mainly eat and drink, are no longer the focus of Sam members' consumption, and the proportion of household expenditure has declined. The core of Sam's concern is how to get half a step ahead of its members. Show the potential demand of specific goods that members need in the store, but not clearly expressed, thus bringing surprises to members, thus stimulating sales and improving user loyalty.
Secondly, Sam thinks that the category covered by Jia Yun is the general trend of category growth, which has the characteristics of low purchase frequency and high commodity value, and most supermarkets are afraid and unwilling to do it. So it is an opportunity for Sam to differentiate and enhance the stickiness of members.
Third, Jia Yun's business is purely online. Zhang Qing said, "This is the real e-commerce business in Sam. That is to use omni-channel operation as a tool, not an end, so as to operate all categories that cannot be supported by the store online. "