SUPPLIER SUMMIT
the worse. With a recession looming, those of you who have been here before will know there is a real need to focus on sales.” The questions that need to be asked of Suppliers by Partners, and of Partners by Suppliers, are what can be done, where can we be better, how can we strengthen our sales. Oates said: “Ask these questions of each other and you might be surprised by some of the answers.” There is plenty of good news though, Oates continued. “The good news is that NBG’s numbers are still positive. We know we need to be continuously improving, and also evolving.”
Oates then went on to explain the review of the NBG strategy that the Executive Board has undergone. The nine Partners on the NBG Board stand for three years each. The Board exists to support Partners in sustaining and expanding their businesses within the wider NBG partnership.
Oates explained that the NBG strategy has three core principles: Excellence in Buying, Supportive Community and Enhance Business Performance, and each of them has commitments that sit beneath. “Excellence in Buying: NBG is a buying group so achieving the best possible agreement and prices does remain our primary responsibility. We urgently need those prices to be right, so that we can remain competitive. Of course, those are difficult decisions for many Suppliers, we recognise that. We continue to be brand supporters, and we want strong relationships with all our Suppliers. That means we need those new products and services to promote and sell, because, after negotiations finish, growing together then becomes our primary focus.” The industry is still slowly but surely, adopting EDI commerce, Oates said, acknowledging that there is a long way to go in order to get a fully electronic supply chain. “We believe that we must get better at this at NBG. And that’s why leading the charge for us is important. The
January 2024
adoption of those systems and processes to make us more efficient and reduce costs is key to our strategy going forwards.” There are three initiatives to support this. PIM is the NBG’s electronic data management system. “We really have made massive strides with this,” Oates said, adding that the next big challenge is getting the right quality data from Suppliers. “Good data is key, and we really need our Suppliers on board with this. The better the data the more of the Suppliers’ products we can sell.”
If Suppliers have invoices to send electronically, NBG Partners can match them automatically, saving time and cost. That’s why, Oates emphasised, the board of NBG has set a target for all Suppliers to be electronically transacting their invoicing by the end of Quarter 1 2025. “That’s only a year and a bit away. The good news for the Suppliers who currently invoice direct at the moment is that those solutions are all available today via NMBS. Don’t get left behind.”
Finally, he said that the next big challenge is electronic ordering. The first electronic trials were completed towards the end of November last year, when NBG started sending orders from one of the Partners, Kellaway, who are on the Intact system, via NMBS OnePlace to Velux and back. Oates said: “This is a real gamechanger because it means reduced data entry, reduced cost, fewer errors, and speeded up transactions.” The plan will continue to be rolled out in Quarter 1 of 2024. I believe NBG has a real clear direction and it’s a really exciting time for the group.
“I believe NBG has a clear purpose and strategy with its future in the more than capable hands of its Partners. With the support of its valued Suppliers, assisted by the capable Central Team, and with the help of our friends in the wider industry, I look forward to seeing the National Buying Group going from strength to strength.”
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