AL-FUTTAIM RETAIL

food and beverages sector , having worked for major companies in the UK as well as for a number of the Middle East ’ s biggest F & B operators . Starting in Kuwait some two years ago and then moved across to be Dubai based while still covering MENA operations . It is that local experience that will allow for a smoother expansion for Gallager , and not the steep learning curve that comes with a new geographic location .

“ In setting up any new food and beverage supply chain , it is essential to have the right foundations to deliver from the start and will support the business expansion and exceed expectations on cost and product quality . There are always going to be challenges , but if your foundations are strong , they can be overcome with the minimum commercial impact ” he says .

In supplying the products for its franchises , Gallager explains , “ there are two main product types , proprietary products from the brand

Number of employees at Al- Futtaim Group

principles and locally available ”. To ensure the best commercials without losing the quality , a localisation strategy is needed . All the products are approved by the brand principles . The aim is to match products locally available in the Middle East with an equal product to the brand principles home country product , reducing the requirement to directly import and carry that cost and risk of direct importing . The goal of this is to keep costs down and give high levels of security of supply whilst start up volumes are small . For the proprietary products , Gallager explains , “ Once it ’ s imported , I have the ‘ control ’ product that I can try and match ,” he says . “ For example , in Dubai there are a number of manufactures that can produce an equivalent product meeting the brand principles spec and requirements but manufactured locally . Removing the costly reliance on importing from America or Europe .”

While Gallager admits that matching

146 November 2017