Explanation of Organization as of Aug 2020-3

Summary (Business/Operations Focus)

Org design & headcount (as of ~Aug 2020)

• Total “seats/members” reportedly: ~50
• Sales/marketing: ~10
  • Described as “seller marketing” / trend-oriented
• Operations department: described as ~0? in one place, but the document indicates operations is a core function; detailed staffing is below.
• Operations staffing examples:
  • Purchasing: ~7 members
    • Purchase roles noted as “one or two” (suggesting variation in interpretation)
    • Named example: Nemour / mcniel (likely current personnel)
  • Checking/Picking: handled by delivery staff and/or stock controllers
    • Noted as ~2–3 members
  • Stock control: “stock controller” role(s) (~1 implied)
  • Operation control: 1–2 members
  • Grand relations / client relations inside operations: ~3 positions
    • Example mentioned in context: CEO Kim berly

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Core company operating model (who does what)

The model splits work into:

• Sales/Marketing (“selling marketing”)
  • Goal: increase sales and develop the market
• Operations (“operation department”)
  • Goal/mission: stable supply and maximum GP (gross profit)

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Mission & success factors

Mission: Maximum GP (gross profit)

Framed as:

• Gross Profit = Sales – Cost

To maximize GP:

• Increase sales
• Minimize cost

Operations success factors (two pillars)

1. Stable supply

   • Ensures clients can reliably order and receive:
     • good item
     • stable quality
     • on-time delivery
     • good price
     • payment/service reliability

2. Quality control (especially for delicate items)

   • Products described as:
     • valuable
     • delicate
     • easy to damage
   • Includes controls for:
     • delivery conditions
     • temperature
     • handling methods
   • Applies especially to fresh/frozen items.

Operations “zero accident” concept

Operations must prevent “accidents,” including:

• Running out of stock (client orders but nothing available)
• Delivery delays
• Low quality deliveries (leading to returns/complaints)
• Poor communication/slow response that harms client trust

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“Stable supply” as a daily execution engine

• Client types: restaurants, hotels, supermarkets
• Clients order daily based on needs.
• Operations keeps the business running even when sales/marketing activity is not daily:
  • Once clients list products (e.g., in menus), operations maintains daily fulfillment through reliable supply.

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Operations playbook / process flow (end-to-end)

1. Receive orders (Client Relationship: “CR”)

   • Receive client orders
   • Pass orders into operations

2. Operation controller

   • Receives order from CR
   • Sets required inputs
   • Uses invoices and coordinates internal controls

3. Stop/pick control (“stop controller”)

   • Picking: select items from stock
   • Preparation
   • Checking/verification: performed by stock control / other control roles

4. Delivery

   • Deliver items to clients

5. If out of stock → Purchase

   • If requested items aren’t available:
     • purchase consciously
     • avoid both stockouts and overstock

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Inventory strategy constraints (explicit KPIs/targets via principles)

Operations explicitly warns against two failure modes:

• No running out of stock
• No overstock

Rationale:

• Overstock increases cost while sales may not compensate, reducing GP.

Stable supply is summarized as:

• No stockouts + no overstock

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Concrete business logic: how constraints protect GP

• Stockouts
  • Orders can’t be fulfilled
  • Damages client relationship and revenue
• Delivery delays / poor quality
  • Clients may return items
  • Returns can force price reductions, which reduces GP

Therefore, operational execution directly supports the mission:

• Maximum GP

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Sources / presenters

• No explicit presenter names were clearly identified.
• Mentions include internal roles/people (e.g., “CEO Kim berly” and purchasing examples “Nemour / mcniel”), but the transcript does not clearly identify a speaker.