EXECUTIVEPROFILE
How important is a national network? by 10 times for about 3 months.
JPC: We realized through our work with supplying food to
the Olympics that a lot of people value a national network, Have you ever thought about opening a retail store?
multi-temperature of food distribution, with temperatures JPC: It is a different business, but we’d be happy to part-
including -18C, 5, 17 and Ambient. A lot of people value ner with someone to open a gourmet store, in fact we sup-
our supply chain and distribution system, especially given ply many gourmet stores in China. Down the road we’d be
our volumes. Before we had 3 business units -- retail, food more looking at building and promoting our own brands.
service and wholesale -- then we added a new busi-
ness unit which we call food supply chain which is
very similar to QSR (Quick Serve Restaurant) in the
US. It gives us the ability to take care of the supply
chain for major food and retail chains. We do the
importation and we also own the goods.
Who are your customers?
JPC: We now supply all Carrefour stores in China,
but Carrefour and other foreign retailers are only a
part of our business. We have around 2,000 cus-
tomers in 66 cities in China which include all the ho-
tels chains, bakery chains like 85C, Paul, Christine
and others. We also supply Lianhua, Lotus, Hualian
and other Chinese supermarkets which need im-
ported products.
Where do you see the biggest potential in your
business sector?
JPC: We see massive growth in the distribution of
the product made in China mainly by international
companies. Basically all the big international play-
ers today who have been here for 5 years or more
are looking for people like us to help them access
the thousands of customers in food service.
How much lead time do you need for delivery?
JPC: Depending on the product and location, in
most places, even Kunming, we are able to deliv-
er on every Friday to their store. The order might
be placed on Monday the week before, on Friday
Jean Pierre Chesse founded food importer Sinodis in
it leaves the country of origin, arriving in China on 1996. 10 years later with 2,000 customers and a cash
Monday, clearing customs on Tuesday and arriving
injection from Edmond de Rothschild Private Equity
China, the company is primed for growth.
in Kunming by Friday. To be able to do this, you need
to carry a large range of quality imported products
that arrived the same day in China from various countries. Is there a Chinese competitor that can do what Sino-
Such unique multi-temperature supply chains allow us to dis does?
offer freshly made products with a long remaining shelf JPC: Brands will not entrust somebody without very good
life for our customers. logistics, and who don’t understand the market and brand
building. You don’t want to put your brand into someone’s
How did the milk scandal impact your business? hands who doesn’t really know the business. There are few
JPC: We had a stock of 3 months of imported milk prod- companies who can do what we do.
ucts at the time and that was consumed in 2-3 weeks.
We tried to control the inventory but it was absolutely im- Any impact from this global economic situation?
possible. By the time we realized there was a crisis, we JPC: I think the main impact is for exporters, we are still
started to put massive quantities of President milk on the strong in the retail side. We have such a range of custom-
sea very quickly, that’s why the first milk that came back ers, from retail to supply chain and they are still doing
to the shelf was President milk. Our sales volumes went up very well.
www.chainaonline.com MAY/JUNE 2009 11
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