MAKING IT CLICK: CHOOSING APPROPRIATE TECHNOLOGY TO RUN YOUR GOOD - - PowerPoint PPT Presentation

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MAKING IT CLICK: CHOOSING APPROPRIATE TECHNOLOGY TO RUN YOUR GOOD - - PowerPoint PPT Presentation

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An An NG NGFN N Webina inar MAKING IT CLICK: CHOOSING APPROPRIATE TECHNOLOGY TO RUN YOUR GOOD FOOD BUSINESS July 24, 2014 Presentation Outline Technical Orientation Welcome / Introduction John Fisk Wallace Center at Winrock

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MAKING IT CLICK:

CHOOSING APPROPRIATE TECHNOLOGY TO RUN YOUR GOOD FOOD BUSINESS

An An NG NGFN N Webina inar

July 24, 2014

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Presentation Outline

Technical Orientation 

Welcome / Introduction

John Fisk

Wallace Center at Winrock International

Community-Based Food Business Financing

Questions and Answers

Upcoming Opportunities, etc.

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WALLACE CENTER AT WINROCK INTERNATIONAL

  • Market based solutions to a 21st Century food system
  • Work with multiple sectors – business, philanthropy,

government

  • Healthy, Green, Affordable, Fair Food
  • Scaling up Good Food
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NATIONAL GOOD FOOD NETWORK: VISION

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NATIONAL GOOD FOOD NETWORK: GOALS

Supply Meets Demand

  • There is abundant good food (healthy, green, fair and affordable) to meet

demands at the regional level.

Information Hub

  • The National Good Food Network (NGFN) is the go to place for regional food

systems stories, methods and outcomes.

Policy Change

  • Policy makers are informed by the results and outcomes of the NGFN and have

enacted laws or regulation which further the Network goals.

http://ngfn.org | contact@ngfn.org

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6

Communi ty of Practice

Networki ng

Conference s Webinars Peer to Peer

Research New Info New Audience s Technical Assistance Strengthen Food Hubs Study Hubs Regional Networks

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Presentation Outline

Technical Orientation

Welcome / Introduction 

Choosing Appropriate Technology to Run Your Good Food Business

Saloni Doshi

New Venture Advisors

Questions and Answers

Upcoming Opportunities, etc.

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Saloni Doshi Associate Denver, CO

Making IT Click: Choosing Appropriate Technology to Run Your Good Food Business

NGFN Webinar July 24, 2014

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Objectives

Lay foundations to help food hubs:

  • 1. Assess their technology needs
  • 2. Structure a search for technology solution(s)
  • 3. Evaluate and select the right technology solution(s)

for their needs What we’re not doing today:

  • Evaluating specific software systems
  • Troubleshooting specific challenges
  • Discussing how to best work with software provider

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My background

  • Strategy consultant
  • Food hub feasibility and business planning
  • Technology development strategy
  • Technology selection for startups and Fortune 500 companies
  • Food entrepreneur, evaluator and user of tech systems
  • Researcher of food systems tech landscape

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My background

What I’m not:

  • Technology entrepreneur
  • Developer
  • Food hub operator or grower

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Your background

Majority of attendees are:

  • Food hubs, some with in-house processing
  • Nonprofits
  • Producers

Other categories:

  • Technology providers
  • Consultants
  • Technical assistance providers
  • Funders

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Your background

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In-house Outsourced Strategic Tactical

Different solutions for different needs – QuickBooks, QB inventory module, Salesforce, Wordpress, etc Single ERP system that addresses majority of needs across business – purchasing, inventory, invoicing, logistics, ecommerce. May have QB separately. “Manual” solutions,

  • ften using Microsoft

Office or Google applications In-house system designed to meet unique model. Addresses many needs across business – purchasing, inventory, invoicing, logistics, ecommerce.

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Technology philosophy

  • Technology should enable your business strategy – it

is not the solution

  • Investments in technology are best made after

strategic and operational foundations of a business are stable

  • Technology should be adapted to meet a business’s

processes needs, not vice versa

  • Don’t waste time reinventing the wheel

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Selection considerations

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Functionality needs Ease of use Pricing structure Total cost of ownership Platform and architecture Open source versus closed Data and IP ownership Integration Deployment approach Security and data protection Responsiveness, flexibility Return on investment

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Technology search process

NEEDS ASSESSMENT BUILD PIPELINE AND RESEARCH EVALUATE AND SELECT

Build process flow

  • Current state
  • Gaps, issues

Requirements

  • “Ideal” state
  • Prioritization

“Ideal” state for

  • ther needs,

prioritization Identify potential software solutions Assess features through meetings, demos Consider in-house development Free trial period Gather feedback from team Develop model for ROI, evaluation

ASSEMBLE TEAM

Identify expertise needed Select individuals Establish roles

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Build process flow

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The term “food hub” describes a myriad

  • f business types

Common business models include

  • Traditional aggregator
  • Processor
  • Broker / sales agent
  • Ecommerce or marketplace
  • CSA aggregator
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Build process flow - framework

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Business overview

Describe your vision and mission, and core operations and revenue streams.

List functions

  • Crop planning
  • Grower

communication

  • Sales and marketing
  • Purchasing
  • Receiving
  • Inventory

management

  • Order fulfillment
  • Logistics
  • Accounting
  • Food safety

Define process

  • How is the function executed?
  • Who is involved in each step?
  • How is information gathered, used and shared

in each step? Current technology

  • What technology solutions are currently

being used to track, use and share data?

  • What “non tech” solutions are being used?
  • Who are the users of these solutions?
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Process flow example

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Food Hub

In-season updates Price list Purchase order Sales order Product / invoice Order fulfillment Delivery / invoice

Buyers Growers / Vendors

Identify buyer demands, grower capacity, gaps. Weekly updates on upcoming inventory Inventory Full item list, by “on order”, “committed”, “in stock”, “backorder”. Based on inventory, JIT, forecasted sales, grower supply Receive / pick-up product, verify and sync into inventory Pick lists  pack / check and load orders. Food safety and Recall Record temps, track inputs to manage recalls. Maintain all organics certification records. Accounting / Reporting Maintain revenue, COGS, SG&A, A/R, A/P, payroll. Report on financials, sales, inventory, ops, etc. CRM Track pipeline, communication, targets Payment & Reconcile Payment & Reconcile Routing, record issues, confirm receipt Avail product, price. Based on grower supply, inventory Preseason crop planning

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Process flow example

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Food Hub

In-season updates Market CSA Purchase order Profile, weekly orders Product Order fulfillment pick lists  pack / check / load orders. Delivery

Customers Growers / Vendors

Historical eval, grower capacity, gaps. Weekly updates on available product, price Limits, sites, etc Based on weekly CSA

  • rders and subs

Sub in products, halt service, etc Receive, verify product. Food safety and Recall Record temps. Accounting / Reporting Maintain revenue, COGS, SG&A, A/R, A/P, payroll. Report on financials, sales, inventory, ops, etc. CRM Track sites, vendors, customers, targets With customer list. Routing, record issues, confirm receipt Online portal Minimal inventory Payment Recurring, single payments, etc

Site coordinator

Payment Preseason crop planning

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Build requirements list

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Function Process Current tech Ideal state Prioritization

  • How is the

function executed?

  • Who is involved

in each step?

  • How is

information gathered, used and shared in each step?

  • What technology

solutions are currently being used to track, use and share data?

  • What “non tech”

solutions are being used?

  • Who are the users
  • f these solutions?
  • In an ideal world,

how would this step be automated?

  • How would

technology make it more efficient and effective?

  • Who would be the

primary data inputters and users?

  • How would this

solution benefit the business?

  • How high

priority is tech for this step? What is the “trigger” to make this high priority?

  • What is the

minimum now?

Business overview

Describe your vision and mission, core operations and revenue streams.

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Return on investment evaluation

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Total cost of

  • wnership
  • Acquisition price
  • Ongoing price

Perpetual license SaaS subscription Percent of sale

  • Other costs: Staff

time, hardware Cost and pricing implications

  • Ability to pay
  • Impact on cash

flow – early on and longer term

  • Implications for
  • ther investments

Impact on business

  • Growth in supply

and revenue

  • Minimize labor

through automation

  • Minimize data

issues

  • Meet regulatory

and customer req’s Common method for evaluating technology decisions is to assess the cost/ benefit of each option through a return on investment (ROI) calculation. Increase in income / total cost of solution

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Technology landscape

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ERP: General

  • ACCTivate
  • Blue Ocean Systems
  • Edible Software
  • FoodConnex
  • NetSuite
  • Produce Pro
  • Silver Creek

ERP: Food Hubs

  • Delivery Biz Pro
  • Food Network Software
  • Local Food Marketplace
  • Local Orbit

Online Marketplace (B2B, B2C)

  • Farmers Web
  • FarmLogix
  • Good Eggs
  • iGrowerTrade
  • Local Dirt

B2C/CSA Exchange

  • CSAware / Local Harvest
  • Farmigo
  • Whole Share

Farm Systems

  • AgSquared
  • Farm Works
  • FarmKeeper

Function Specific

  • ADP
  • FoodLink
  • HarvestMark
  • iTradeNetwork
  • Quickbooks
  • Salesforce
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Kathy Nyquist Principal Chicago, IL (7 (773 73) 24 ) 245-3570 3570 ne newven entur turea eadvis dvisor

  • rs.

s.ne net Saloni Doshi Associate Denver, CO (732) 895-2360

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Questions and Answers

Saloni Doshi

New Venture Advisors (732) 895-2360 saloni.b.doshi@gmail.com

John Fisk

Wallace Center at Winrock International contact@ngfn.org

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Presentation Outline

Technical Orientation

Welcome / Introduction

Choosing Appropriate Technology to Run Your Good Food Business

Questions and Answers 

Upcoming Opportunities, etc.

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Webinars are Archived

TOPICS!

http://ngfn.org/webinars

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NGFN Webinars

 3rd Thursday of each month

3:30p EST (12:30p PST)

 August 21 - Ins-TRUCK-tion Manual: Lease, Buy, or Other?

http://ngfn.org/webinars

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Get Connected, Stay Connected

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http://ngfn.org

contact@ngfn.org