SUPPLY CHAIN standard services as is expected from Subway the world over .

“ Ultimately , as a business we only have one customer and that is Subway ,” he says .

“ Subway as a brand receives the benefit from the fact that it can depend on a qualified organisation that is implementing its standards , ensuring it is working with the best suppliers and harmonising the business models across multiple markets .”

When IPC ( MEA ) was first formed it only operated in the UAE , over the past few years IPC ( MEA )’ s footprint has expanded to include Saudi Arabia , and more recently Turkey with plans to expand into Pakistan and South Africa . In order to achieve this growth , IPC ( MEA ) works on the sustainability associated with the relationship with Subway .

Naturally , the success of IPC ( MEA ) and any Subway franchisee lays in the overall growth in consumption and sales . IPC ( MEA ) operates in a number of diverse markets , each presenting different challenges that can factor into the success and growth of a franchisee . Understandably , diverse markets present diverse challenges .

“ With such varied markets , you have to ask yourself , how do you support them remotely ? If not , then how do you build towards that ? Is there a creative way to ensure that every single franchisee , regardless of location , is getting the service they deserve ?”

This isn ’ t a challenge unique to IPC ( MEA ) however , with IPC ’ s all across the world each

The year IPC Middle East & Africa was founded

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