Englewood Construction announces six Chicago-area projects
Chicago Englewood Construction announced on Thursday six new projects, including a five-store build-out for New Zealand-based jeweler Michael Hill and a new Pei Wei Asian Diner in Willowbrook, Ill.
Averaging 1,000 sq. ft., the five new Michael Hill stores will occupy space formerly leased to Whitehall Jewelers and Lundstrom Jeweler stores.
“The stores will feature clean and modern lines with dark millwork and flooring accented by horizontal lines of jewelry cases that pop with strategic lighting. It’s taking the mall jewelry store concept to a sophisticated new level,” said Bill Di Santo, president of Schiller Park, Ill.-based Englewood Construction.
The five new Michael Hill stores will be located in Chicago suburbs, including Bloomingdale, Niles, Norridge, Schaumburg and Vernon Hills. Work for the multi-store project has already begun and is slated for completion in mid-September. Serving as architect for all five stores was Norman, Okla.-based The McKinney Partnership.
In September, Englewood Construction will also begin work on a new Pei Wei Asian Diner, a P.F. Chang concept, in Willowbrook Town Center. The 3,201-sq.-ft. Willowbrook, Ill., location will be the third Pei Wei for the Chicago market, and is slated for completion in December. The Willowbrook Pei Wei restaurant was designed by Aria Group Architects, out of Oak Park, Ill.
The due diligence retailers must take before turning sourcing operations over to an agent
Earlier this year, the world’s largest retailer, Wal-Mart Stores, agreed to turn over purchasing operations for certain apparel lines and other goods to Li & Fung, the world’s largest sourcing agent. The deal could generate $2 billion in revenue for Li & Fung this year alone, helping the Hong Kong-based firm reach its 2010 revenue target of $20 billion, more than triple its sales of 2004 (Bloomberg, Jan. 2010).
But the landmark deal marks more than a boon for Li & Fung. It also foments the popularity of a growing trend: Retailers of all types are shifting product sourcing to agents. The benefits for such a shift can be compelling: a quick boost to cash flows, reduced overhead and minimized operational complexity.
But despite the many reasons retailers may choose to outsource some, most or all of their sourcing activities, there are also several potential pitfalls to doing so (we stress the word “potential” here because they are not inevitable and they can be avoided through striking the right contract with an agent and managing the relationship carefully). The two major types of possible pitfalls are product cost increases and being one step removed from manufacturing.
Product cost increases
Sourcing agents make money through the commissions they charge retailers. For most retailers, such commissions will be higher than the cost of a well-run internal sourcing office. In addition, those commissions can increase if a retailer misses the revenue target it sets with an agent. Furthermore, a retailer who aggregates purchases of fabric, trim and other product components and negotiates big price concessions with suppliers can face higher component costs by going through an agent who doesn’t negotiate the piece goods directly with the mills and suppliers.
Being one step removed from manufacturing
This can lead to time-to-market, quality and compliance problems. Even within their four walls, many retailers are familiar with delays and dropped handoffs in design, development and sourcing operations. Putting sourcing into someone else’s hands runs the risk of additional delays and dropped handoffs, especially if both organizations lack the technology to link their systems and product development processes. In addition, a retailer has to be sure that a sourcing agent maintains the retailer’s product quality standards. Furthermore, many retailers have adopted corporate social responsibility (CSR) standards that determine labor, environmental and other practices. Certain manufacturers used by a sourcing agent may not comply with those standards. All told, inserting another party between a retailer and its product suppliers can increase the risk that its goods arrive late, are of inferior quality or are manufactured through undesirable practices.
Unfortunately, these pitfalls and many others are often overlooked during the due diligence phase of this major financial decision. A retailer’s fixation on the cash it will receive for its sourcing operations can lead to inadequate upfront attention to product cost, quality and cycle time setbacks that will offset some of the deal’s benefits.
We are not suggesting retailers should shy away from exploring outsourced sourcing to agents. However, because products bring customers in the door, a sourcing relationship that goes sour can have a devastating impact on a business. In light of the magnitude of what’s at stake, we argue that turning over sourcing to agents is a board-level decision, one to be scrutinized with the same rigor as an acquisition or divestiture. From the due diligence phase to contract negotiations and sourcing agent management, successful deals are those that optimize the potential financial and strategic benefits without putting the product offering at risk.
Peter Brown is vice chairman of Kurt Salmon Associates, a leading consulting firm to retailers, consumer products companies and healthcare providers and suppliers (Kurtsalmon.com). Jeremy Rubman is a partner of the firm. He can reached at [email protected].
A&P to sell seven Conn. locations
MONTVALE, N.J. A&P announced that it has entered into an agreement with Big Y Foods, to sell seven store locations in northern Connecticut. The sale of these stores is part of a comprehensive turnaround strategy initially announced by the company in late July. The stores are expected to close at the end of October.
“We continue to evaluate our operating footprint and its alignment with our turnaround strategy. These seven stores were clearly outside of our core markets and their sale was necessary,” stated Sam Martin, president and CEO of A&P.
Martin continued, “The company faces many difficult decisions over the next several months which are required to strengthen our foundation and improve our performance going forward. As we implement these initiatives, we remain mindful of the impact on our associates. I would like to thank the affected associates for all of their hard work and dedication over the years.”