Philippe Sabra, a leading figure in the Accastillage Diffusion brand, is leaving the boating equipment center after 32 years in the store network animation and development departments and as purchasing manager. In the second part of this interview with BoatIndustry, he talks about his experience in purchasing and management of deck equipment stocks, the changes in communication and customer profiles.
What major changes have you experienced in purchasing and sourcing?
We used to all have double-digit growth. That hasn't been the case for 20 years. The competition means that we have to be more aggressive when buying, that there is more fighting. In terms of supplies, I have always been very careful about the quality of what we buy. We have always had a very limited Asian purchase, with quality control. A 5T stainless steel shackle must not break at 3T. Buying in Asia is a lure. At first, you make more margin and you sell a lot, but then you lose your customers and you break the image of your brand. On 10 Meuros of purchase per year, 250 000euros came from Asia.
There has also been an evolution in relationships with suppliers. Before, we used to shake hands. Now, we have to contract a little more, both for the regulations and for more security. That doesn't mean that it was better before.
How has inventory management evolved in the deck equipment industry?
In 30 years, we have increased the volume of the warehouse 4 to 5 times. Today, with Covid, there is a desire to overstock to compensate for supply shortages. We manage to maintain a correct service rate, but below the objectives and the years before. We are in markets where volumes are very low, even though Accastillage Diffusion is the leader. The distribution of volumes can be erratic. We are therefore obliged to have 3 months of sales in stock. Thus, we have gone from 20% of the references in stock at the central office at Intermer, the rest being sent to the store directly by the supplier at the negotiated rate, to 80% in stock. We are moving in the direction of increased centralization. This allows us to have availability in store. By being able to buy by the unit from the central office, the franchisee can have twice as many references as an independent with the same investment in his stock. This has also allowed us to move up one or two steps towards the source and thus improve margins.
Has there been a change in the products purchased?
The clientele has gone from 80% sailing to 70% motor sailing. This is not insignificant! This has led to the introduction of motorboat products that did not exist in the AD catalog 30 years ago. It is a less attentive and emotional clientele with its boat. The boats have less consumables (ends, sails, etc.). So we had to adapt to this clientele and to these products.
Has the communication of the riggers evolved?
Before, we used to reach 100% of the target with an ad in 2 or 3 magazines. Today, we have to do both webmarketing and some advertising on the Internet sites. The latest innovation in Accastillage Diffusion stores is the installation of screens that broadcast loops managed directly by the central. The stores can personalize it with some additional information. This allows to manage the communication outside the catalog.
