CANADIAN TIRE SUPPLY CHAIN ORIENTATIONIn-class and blended

A Series of In-class Presentations for Canadian Tire SCA TrainingCanadian Tire Retail HQ employs approximately 70 Supply Chain Analysts, who are responsible for inventory ordering and flow for their stores.

Each new SCA must undergo an intense 6 week in-class and hands-on training program. Included is some of the material developed for the program.

INTRO TO DEALS

Objectives By the end of this presentation, you will be able to:

Explain the purpose of different types of deals as defined by Canadian Tire.

Explain how deals are communicated to dealers using deal letter and the deal schedule by describing the entire process.

Introduction to Deals

A deal is…….

The mechanism used at CTC to proactively solicit orders from stores.

Deal series is......

A grouping of Deal numbers, generally assigned in ranges as a means of identifying the type of deal, e.g.  300-series are Promotional deals and 500-series are Spring/Summer Placing and Seasonal deals.  

Group ActivityRight hand side of the room to build, using Lego   a ‘structure’ without Additional/Instructions or timeline. You have 5 min. to complete

Left hand side of the room will observe the activities

The Canadian Tire Dealer Model

September 2011

Learning Objectives Summarize Canadian Tire’s pull model for dealers to the

extent that it influences the role of the SCA

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Canadian Tire Dealer Model

Activity

Express how you felt while shopping at a CTC store where you had a:

great experience! ‘not so great’ experience

List the factors that you noticed in both instances

Create a list of Dealer competencies10

Canadian Tire Dealer Model

Dealer Key Competencies:

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Canadian Tire Dealer Model

Successful

Dealer Candida

te

Inherent Leadership

Abilities

Strong Interpersonal Skills

Passion for Serving

Customers

Natural Aptitude

for Business

Ideal Dealer Profile:The types of competencies identified through the selection process applicable to bothInternal and External candidates

1. Natural aptitude for Business

2. Inherent Leadership Abilities

3. Strong Interpersonal Skills

4. Passion for Serving Customers

Becoming a Dealer A potential dealer goes through

three stages before they can be signed a store of their choice. Selection process

Three Interviews• Training

• RLDP• Store placement

• Minimum two year period

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Activity #1 You will be given dealer qualifications,

which we have discussed in class. Determine which of the four competencies

fit in the specific strategy. Put your dealer qualifications in the

subcategory in which it belongs. The Activity will be finished when we all

agree.

Activity 2

Each group will be a Dealer and given a store at a specific location and size (A-F). They will be given a list of products from each division, i.e. Automotive, Living, and Fixing & Playing.

 Each group will be assigned a store:Gananoque , Ont.

First opened on Nov. 1st, 1939 but renovated multiple times over the years! 8 service bays; 138 parking spots Ground Coverage: 28,9302 St-Eustache, Qué. First opened on Dec. 1st, 1964 and renovated multiple times over the years! 16 Service Bays Ground coverage: 100,0002

Merritt, BC First opened on May 10, 2004 4 Service Bays; 165 parking spaces Ground Coverage: 39,4982

Each “dealer” is to determine how much of each product they would order – High, Medium, Low or None, and provide the reasons why. What did you factor in your decision; cost; turns; etc.

Introduction to Merchandising& Financial Metrics

January 2011

Learning Objectives Explain the importance of the relationship of Category

Management to SCAs Describe what a Super Thursday meeting is and explain

what and SCA’s accountability is and how it will be measured when attending these meetings

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What is the role of Merchandising at CTR?

To ensure sales, the Merchandising team implements strategies to makes sure that our products are visible and that they are presented to our customer in an appealing, ‘sellable’ way.

Merchandising at CTR is the promotion of our merchandise sales by coordinating purchasing/production, marketing, advertising, display and sales strategies to increase retail sales

The Four “P’s”• PRICE – competitive shops, to gather data on where

our competition have set their prices to ensure CT is on-strategy; markdown management ensures we clear through discontinued merchandise

• PLACE – introduce new merchandising solutions to improve shopping experiences; POP provides helpful information to the customer to enable them to make informed purchase decisions

• PROMOTION – Flyer offers ensure that we have a compelling range of promotional offers to drive customers into store; demo-mercial support is dedicated to innovative products or key categories to reinforce that Canadian Tire is a destination on choice for these items

• PRODUCTS – rebalancing the assortment to ensure we have the appropriate mix of the right national brands and private label offerings to deliver on strategy; innovation helps to seek out opportunities to differentiate CTR in the market through innovative new products

The Category Management Discipline aligns the team to…

…identify, create, & satisfy demand…

…through strategic allocation of finite resources…

…to drive profitable growth…

CATEGORY STRATEGIES

AnnualPlanning

Post Mortem

In-YearPlanning

INTEGRATED PLANNING

CONSUMERINSIGHT

How Merchandising Works

Three Divisions Automotive

o (tires, brakes, pressure washers, power sports)

Livingo (paint, lighting, home décor,

BBQs, Patio)Fixing & Playing

o (Hockey, Golf, Camping, Power tools)

LOB vs. Category

What is a Category?A category is a sub-set of an LOB (often there is more than one category in a LOB). For example there are four distinct categories of products within the ‘Camping’ LOB: Camping Accessories, Camping Appliances and Coolers, Camping Furniture and Tents and Shelters.

What is an LOB?LOB stands for ‘Line of Business’. It is a group of products that are related to a customer’s common need e.g. ‘Camping’ is an example of an LOB

Merchandising Team Structure

President

Senior Vice President (SVP)

Associate Vice President (AVP) - Line of Business

Owner (LOB)Category Business Manager (CBM) – Category Business

Planner (CBP)

Category Implementation Specialist (CIS)

Planning Level

Executional Level

Category Business Manager (CBM)

Category Business Planner (CBP)

Space Planning Specialist (SPS)

Supply Chain Analyst (SCA)

Marketing Pricing Specialist (MPS)

Category Implementation Specialist

(CIS)

Cross-Functional Support Groups and Touch Points