Articles by "Travel & Entertainment"
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Office Amenities Shouldn’t Break the Bank

From a talent retention and recruitment standpoint many organizations have found themselves investing heavily in perks and amenities catered to employee satisfaction.  In addition, companies that rely on client facing interactions often find themselves offering similar perks to their guests and visitors. The purpose of this blog is to provide insight and guidance on how organizations can offer a strong menu of offerings to employees and guests that can boost morale while protecting your bottom line.

Breakroom Essentials 

Just about every office space in the country offers simple amenities such as coffee and water.  In fact, hot coffee and a water cooler for employees is just about as consistent as pen and paper in today’s day and age.  However, many employers simply accept this expense with very little market intelligence and true understanding of the costs and additional benefits associated with these perks.  Historically offices tend to delegate this task to HR or a front of house receptionist to simply order and restock product once inventory starts to decline.  If you’re a large-scale corporation with numerous facilities across the country this practice could be creating quite a sizable dent from an annual expense standpoint.  

The saying “power in numbers” especially holds true within this unique category.  The ability to understand the total value of these small incremental purchases, location-by-location within your company portfolio over the course of a full calendar year can be staggering once fully realized.  More often than not this category is simply treated as a sunken cost in many organizations, when in all actuality there is a lot of flexibility and cost savings opportunity once your purchasing power is realized and out to bid with suitable providers.

When it comes to identifying suitable providers to bid on this opportunity the first key metric to understand is the coverage area and range required to service this category.  The end goal is to hopefully identify a single source capable of providing competitive pricing while also servicing and delivering to your entire portfolio.  Utilizing one supplier capable of satisfying this need enables a streamlined category management and communication process while also opening the door for product standardization company-wide for even greater discounts.

Product consolidation is the next critical piece when it comes to successfully managing this category.  Historically product selection is rogue across the board with brand preferences varying by location.  Leveraging your total annual spend within a select group of standardized products across your entire portfolio will immediately establish strong discounts when compared to the unit price you were originally acquiring similar products at.

Supplier Consolidation Leading to Expansion of Amenities 

If your organization successfully consolidates this category to one awarded supplier, a world of additional value add opportunities and additional perks will be made available to your employees.  In particular, national providers such as Aramark or Sodexo may offer additional services to high volume locations with amenities such as cafes staffed with baristas capable of providing beverages and fresh food options.  

If properly negotiated and discussed with your national provider at the time of contracting, you may be to obtain these perks at no additional cost to your company which would establish a win-win for all parties involved.  Your awarded national provider would establish a small revenue stream within your organization while employees have the added perk of a full-service café just steps from their desk.  This drastically improved food and beverage service offering helps instill strong morale for employees while also establishing greater productivity with food and beverage options housed inside your facility.


In summary, food and beverage amenities provided to your employees are a crucial yet often overlooked expense within many organizations.  If this category is properly managed and effectively consolidated the reward of a strong culture and boost in employee morale can be realized while also managing to obtain significant cost savings.






It has been 7 weeks since Popeyes released its new Spicy Chicken Sandwich and still no information on the when the controversial sandwich will be made available again.

For those without a social media presence, the release of Popeye’s new Spicy Chicken Sandwich has spurred a massive social media debate (now called “the chicken wars”) over which fast-food giant - Chick-fil-A or Popeyes has the superior spicy chicken sandwich. The chicken wars debate has even created a secondary market for the Spicy Chicken Sandwich – listings for the Popeyes sandwich were found on Craigslist and eBay for up to $500 per sandwich.

Apex Marketing Group estimates that Popeyes reaped $65 million in equivalent media value as a result of the social media Chicken Sandwich Wars. This led to passionate fast-food fans on both sides of the argument to restaurants - eventually making Popeyes sell out of its sandwich within just two weeks of the launch date.

Popeyes has since made a statement claiming the sandwich will return but provided no other details. The lack of details surrounding the return makes me question if this is a supply chain issue or a marketing tactic.

Marketing Tactic: Consumers love what they can’t have or what isn’t readily available to them.

The use of product scarcity has long been a promotional tool utilized by the restaurant industry with the use of “limited time offers” such as Starbucks’ Pumpkin Spice coffees to McDonald’s one-day-only Szechuan sauce inspired by the TV show “Rick & Morty”. Now with each product potentially going viral on social media – it’s not out of the question that Popeyes may be dragging their feet with the sandwich relaunch only to capitalize on the consumer’s suspense when the product is released as a full-time menu item.

Supply Chain Issue: How does a chicken restaurant run out of chicken?

It seems that Popeyes’s management team drastically underestimated the power of social media and the popularity of the new chicken sandwich. While the general public may think Popeyes missed out on several million dollars of revenue due to its product shortage, it is the lesser of two evils. Consider that the majority of the 2,500 Popeyes locations are franchisees, they are generally against new products as they exposes a franchise owner to the financial risk of keeping perishable excess inventory and ultimately forces the owner to take a loss. While the management team may have temporary lost potential revenue, the revenue will be made up on re-release and they have gained the trust of their franchisees with their new product.

Another argument for the Spicy Chicken Sandwich shortage is a potential supply chain issue – the hype and craze of these social media “chicken wars” have strained the supply of chicken. Poultry companies are expected to process a record-setting 43.3 billion pounds of chicken this year. To add that strain, almost every single one of Popeyes competitors has since launched a spicy chicken-focused marketing campaign, which has the consumer’s flocking to these restaurants.

Considering it takes 7- 9 weeks for a broiler, a chicken raised to be harvested for its meat - I expect Popeyes to resume selling the chicken sandwich by mid-Q4 2019. As someone who has yet to try the sandwich – I certainly won’t miss it the next time it is released.





ICYMIM: October 23, 2017

Source One's series for keeping up with the most recent highlights in procurement, strategic sourcing, and supply chain news week-to-week.  Check in with us every Monday to stay up to date with the latest supply management articles.

What is Your Spend Analytics Persona? Understand Your Requirements to Find the Best Technology Provider
Spend Matters Analyst Team, Spend Matters, 10/23/2017
Procurement, finance, supply chain and IT organizations are all different in their own ways. All of these categories have their own little spin to it, but they all fit together like a puzzle. The Spend Matters Analyst Team put together this article to go over how each of these five different categories fit together. The main purpose of these five categories is to help benefit stakeholders within the company. 

It's Hard to Find Fraud in Big Spend Stacks ...
Michael Lamoureaux AKA The Sourcing Doctor, Sourcing Innovation, 10/17/2017
T&E spend, travel and entertainment spend. Organizations have business trips all the time, they send out employees on trips for work, most of the time these trips turn into a big expense for companies, but how do they cut down on T&E spend? Many companies are looking into different approaches to cut down on T&E spend. 

Upwork Releases 'Freelancing in America' Report: Will Freelancers Be the Majority by 2027?
Sydney Lazarus, Spend Matters, 10/23/2017
"Which do you consider more stable, freelancing or traditional employer-based work?"
Research is now suggesting that freelance work can be equally beneficial. Freelancers Union has recently published a article on how freelancing in America is going to become the new thing and it is rising in numbers. Freelancers are more opened to change, which we see everyday in procurement offices. Is freelancing the way to go? We will have to see. 

Ever think about the supply chain that goes into an Event? What about a specific event such as the Kentucky Derby? If you are like me, this past weekend I watched the 143rd Kentucky Derby where Always Dreaming brought home the roses. But, the race itself has a long history and is more than just about the horses….and even the fashion. The Derby itself is an incredible event and requires a fully developed supply chain.

The supply chain affects all personnel involved in the Derby:

The Owners, Trainers, Jockeys…and horses: The infamous Garland of Roses that decorates the winner of the Derby has an impressive supply chain itself. Interestingly enough, the Kroger’s Company has been providing the Kentucky Derby’s annual Garland of Roses for 29 years. And the journey of these roses actually begins in Bogota, Columbia. Kroger partners with the Rainforest Alliance and Passion Growers Farm to procure these iconic flowers. What’s truly captivating about this partnership is the commitment to sustainability and innovation in the supply chain. The Rainforest Alliance certifies that Passion Growers Farm utilized sustainable environmental practices in order to grow the roses. After the roses have been distributed to Louisville, a team of master florists is ready to hand-sew more than 400 roses into the garland. The history and tradition of the roses has attracted audiences of 150,000 or more annually, and what is even more compelling is the amount of attention to the supply chain in order to present the roses to the Derby winner.

The Spectators: How about a mint julep? During the 143rd Kentucky Derby, bartenders served approximately 127,000 mint juleps. The history of the Julep is just about as rich as the Garland of Roses. The link between juleps and the racetrack dates back to at least the 1820s, however it wasn’t until 1939 that the mint julep became the event’s official drink. Now, what about the supply chain aspect of the julep? Where does the mint come from? The Derby’s mint is locally sourced from Dohn and Dohn Gardens, a farm in the middle of Pleasure Ridge Park, not far off Dixie Highway. For the Derby, there are usually about 800 dozen bunches of mint used. The locally grown mint pairs great with the bourbon, but in order to produce this many bunches of mint, farmer Bill Dohn must employ some local help as well. Middle and high school students come after school to cut the precious crop.

The Horses: When thinking about betting on your favorite horse, you might choose them based on their name, their lineage, their thoroughbred appearance, but what about their horseshoes? Now, I too wouldn’t bet on a horse just because of the look or make of their shoes, but this is an integral part of giving the horse a leg up in the race. (Pun intended). Edwin Kinney, owner of Thoro’Bred in Anaheim, CA has nailed his shoes to legends of facing, including Secretariat. This company makes more than 500 shoe varieties from tons of aircraft-grade aluminum and ships them to distributors and race tracks around the world. The farriers then at the race adjust and hammer the shoes into hooves sometimes with only a few minutes to spare before the starting gun at the race. While the farrier trade remains old school, horseshoe manufacturing is fueled by computers. Forging molds, or dies are drawn digitally by designers in 3D and sent to computer controlled routers for cutting. What used to be done by simple milling machines taking a week or more can now be done in about four hours.

What is unique about the roses, the mint, and the horseshoes in the Kentucky Derby? The roses were sourced with sustainability in mind. The mint is sourced locally. The horseshoes are sourced around the world, but customized to the horse. Each aspect of the Kentucky Derby has a developed supply chain spanning near and far which ultimately culminates on Derby day. Without these supply chains the event wouldn’t be what it is today. Without the horseshoes, the horses suffer. Without the mint, the mint juleps suffer…and spectators as well! And without the Garland of Roses, what is the Kentucky Derby? These aspects of the Derby make it the race so iconic, and it is important to reflect on the supply chain that brings it all together. 
As a strategic sourcing and procurement consultant, I have experienced first hand the importance of understanding your stakeholders. All too often, procurement groups are simply engaged to get the lowest possible price - and while this may simply do the job in certain categories, it doesn't always apply in more intricate categories such as IT and Marketing. When it comes to this area of spend, simply getting the lowest priced product for service doesn't appeal stakeholder groups or address the needs of the department. 

Understanding your sourcing requirements and your stakeholders requires communication and research - and in the case Event Sourcing, participation. I personally and highly recommend, attending the Client’s or stakeholder's event that will be going through a sourcing initiative, especially those that are more large scale in size, whenever possible. It is imperative to understand the breadth, size, purpose, culture and message of the event to properly source this type of category. Event sourcing not only takes into account the bottom line and long item lists, but it includes creating a customized an event look and feel, and ensuring the message of the event is filtered through to the audience.  

I have attended multiple corporate Annual Meetings over the last few years as a direct employee of the company and also has an attendee for sourcing purposes. As I am currently sourcing a likewise event, with an attendance of over 5500 employees, I was lucky to not only attend the event myself, but invite the alternate suppliers bidding on the event; this strategy is usually not accepted by the client, but in this case I was lucky enough to detail the importance of their attendance. The alternate supplier’s attendance was imperative to the sourcing processing for the following reasons:
·       Breadth, scope and size of the event and rooms/space utilized for event execution
·       Look and feel of the décor, set-up and staging
·       Creative and customization requirements
·       Attendance size
·       Production and A/V needs and requirements
·       Meet with the Event Manager/Coordinator
·       View Floor plans and production schedules
·       Understand company culture and importance/sensitivity levels of the event
Post the attendance of the event, not only was the incumbent pleased with the first step of the sourcing process, but each alternate supplier was very thankful in having the ability to see the event first hand as well as obtain business requirements, scope of work and necessary floor plans for bidding purposes.
On my side of the business as the RFx distributor, it was very insightful to hear the questions being asked, the needs to properly bid out a large event and have the ability to answer any of their questions. Also, allowing the alternate suppliers and myself to attend the event, it provides everyone the ability to view all of the tangible and intangible aspects of the event; therefore ambiguity of the event is taken out of the equation. On my end, this helps with supplier scoring and review and removes much of the back and forth that can and will happen. This also removes the variability of each supplier making numerous assumptions and keeps each supplier on an even playing field.
Overall, explaining the importance of not only your attendance but the alternate supplier’s attendance at the event is imperative for an event that is culture and message heavy. This, at times, may be a hard ask, but detailing the reasons as to why alternate supplier attendance is important will make the supplier scoring, selection and negotiations a much smoother process for all parties involved.
Image result for septa philadelphiaSEPTA and Supply Chain Preparedness

Contingency planning is important in any business. Previously, I wrote an article regarding Preparing Your Supply Chain for Unexpected Weather, and the need to have a contingency plan developed in order to prevent disruptions in your supply chain.  However, contingency planning is not only critical for weather disasters, it is also critical in other instances as well, for example, labor strikes.

Being that Source One is located in Philadelphia, the need for contingency planning these days is heavily apparent. CNN reported as of midnight Monday, October 31st that Philadelphia public transit workers were going on strike. “The Southeastern Pennsylvania Transportation Authority, known as SEPTA, said the strike would affect all subway, buses, and trolley routes in the city. About 800,000 people use the city’s transit system daily.” SEPTA’s Regional Rail, which covers a limited area, will be the only option for public transport in and around the city.

How can businesses prepare and prevent disruptions? Below are some of the tips included in my previous article regarding preparing your supply chain:

Identifying your suppliers
Considering potential threats
Analyzing Demand
  Filling the gaps

In anticipation of the strike, SEPTA did release a contingency plan. In reviewing the plan in comparison to my tips for preparing a supply chain, let’s see how SEPTA shaped up in disaster preparedness.

In Identifying “suppliers”….SEPTA scored Moderate. Although SEPTA has service Regional Rail Lines that are continuing to operate, they are operating near capacity. Additionally, since SEPTA workers are union labor, they do not have a way to push past the strike until the contract issue is resolved. And lastly, the Regional Rail Lines may be making adjustments to their schedules or routes in order to accommodate passengers.

In considering potential threats…..SEPTA scored Poor. Union labor strikes are always going to be a threat for SEPTA. Resolving contracting issues prior to contract expiration is crucial. There are more than 4,700 union members who are part of the strike in the City Transit Division, and although SEPTA might know this is a potential threat, having a back-up plan or other means of transport for affected public transportation users is part of disaster preparedness.

In Analyzing Demand….SEPTA scored Poor. There are over 800,000 people who use the transit system daily and need the public transportation for work especially. It is not helpful to expect Regional Rail lines to solely accommodate this many people since the Regional Rail Lines are already operating near capacity, and the demand for public transportation is not going to diminish.

In Filling the Gaps…SEPTA was Poor, yet again. If SEPTA’s contingency plan states that, “Center City Regional Rail Stations in the evening will be working to answer travel questions and help customers, but it is important to remember with Transit services not in operation it may not be possible to complete your trip,” you can be sure that a best practice of filling the gaps in disaster preparedness was not checked off on SEPTA’s list. Filling the gaps would mean providing transit users with other means of travel, whether it be taxis, Uber, Lyft, other buses, etc. for the same cost as what they would be paying to take SEPTA.

All in all, the delays and frustrations are apparent regarding the SEPTA strike. Contingency planning and supply chain preparedness is not only important when weather disasters hit, but it is important to analyze any potential threats your business might have, and we are seeing that a big threat to SEPTA and operations is the union labor strike. These employees are critical to operations and there was not enough preparation in advance of the strike to prevent delays and shut downs in transit operations.

Image courtesy of globalbusiness.travel
                Hostels have a strong relationship with backpackers and student travelers, but recently business travelers have started to take advantage of this cheaper alternative to a hotel when traveling internationally.  As someone who has spent some time in Europe as a student traveler, I have stayed in my fair share of hostels and have noticed the diversity in the demographic of those staying in the hostel.  Hostels are no longer just a place for backpackers to rest their head before departing on the next leg of their adventure, but are a gathering place for young people, families, and business people alike who are looking for an alternative to expensive hotels in the city center. 
In a recent article in The New York Times, "Hostels Gain Popularity With Business Travelers", one man discusses his experience staying in a hostel in Copenhagen that changed how he approaches lodging when traveling abroad.  As international travel gains popularity, hostels need to find a competitive advantage to attract more customers; this has led to an increase in the number of amenities offered and an improvement in the facilities.  Previously, when you were staying at a hostel you booked a bed in room shared with anywhere from 2-20 strangers, but hostels now offer private rooms and bathrooms.  Some of the other amenities offered include free Wi-Fi, meeting rooms, and bars with an open atmosphere that is appealing to those traveling alone. 
Gone are the days of hostels being solely a backpacker’s heaven.  Now when you walk into the lobby of a hostel it would not be uncommon to see business men working on their laptops at the bar next to a group of 20 something’s hunched over a map planning their sightseeing tour.  

 


A recent study done by Oxford Economics and sponsored by the U.S Travel Association has brought to light some interesting information. Organizations that did not cut back on business trips to meetings and conferences during the recent recession report being more profitable than those businesses that did scale back on travel. The study was conducted to show the effects business traveling can have on a company's bottom line as organizations slowly begin to invest in business travel once again.

 This analysis was conducted as a follow-up study to information gathered in 2009 when companies began reacting to the recession and declining profits by cutting out significant expenses, such as travel. Information for this study was collected and analyzed from government data spanning 14 different industries over an 18 year time period. Following this analysis, 298 business travelers were also surveyed in November 2012.

According to the report published by Oxford Economics, data analyzed from both the Great Recession and recovery has revealed that the companies that grew the fastest during this time were the ones that made significant investments in business travel. Similarly, statistics included in a recently published document by the U.S. Travel Association state, "for every dollar invested in business travel, businesses benefit from an average of $12.50 in increased revenue and $3.80 in new profits".

Of those who traveled during the downturn, only 4% believed that cutting travel expenses during the recession helped improve their company’s bottom line, while 57% said it did not. Business travelers also estimated that failing to travel could result in up to a 28% loss of business. In addition, roughly 40% of respondents believed they were twice as likely to earn new customers in face-to-face meetings than through other channels.

The findings of this report speak to the importance of face-to-face meetings with customers. Business travel now has a proven return on investment and can be one of the best tools an organization can utilize to attract new business while retaining existing clientele.
Summer is right around the corner and Source One is gearing up  for a full season of events across the country.  If you're in town and you'd like to  schedule a  meeting with someone from Source One, if you're interested in attending any of our events, or even if you just want to go out and grab a drink and a bite to eat, let us know!  We enjoy getting the opportunity to catch up with our existing clients and business partners as well as chat with any potential  new customers.  Check out our schedule below and stayed tuned for more events to be added.

April
29th: Raleigh, NC-  Steve Belli and Joe Payne will be attending the 27th Semi-Annual Supply Chain Resource Cooperative Meeting entitled "the Future of Procurement" being held at the NC State University Club.  For more information on this event please  visit the SCRCM site.

 
May
7th: Chicago, IL- Kicking off Corporate United's  2013 SYNERGY events, Steve Belli and Bill Dorn will be attending the  Chicago SYNERGY Conference. Click here to register for this event.

 
June
7th: Widener University Chester, PA- Source One's Dave Pastore and Jen Ulrich in collaboration with The Association of Accountants and Financial Professionals in Business, will be presenting their topic  "Collaborate with Procurement and Improve Your Bottom Line".  Register here to purchase your tickets for this speaking event.  Attending this presentation qualifies for CPE credits.

 
27th: Washington D.C. - Source One's Bill Dorn and Steve Belli head to the nation's capital for the Washington D.C. SYNERGY Conference hosted by Corporate United. Click  here to register for this event.

 
September
24th: Minneapolis, MN - Join Source One at Corporate United's Minneapolis SYNERGY Conference. Bill Dorn will be featured as a guest speaker and will giving an informative presentation entitled "Technology in Procurement and Sourcing". To be a part of this event, please register here. 

 
Be sure to check back frequently as we add more events to our calendar.  If you'd like Source One to be a part of your event please contact us at info@sourceoneinc.com. 

 
We hope to see you soon!
Many people I know that live outside or not far from the city rarely go into it for one main reason – parking. The Philadelphia Parking Authority (PPA) is one of the most hated organizations in the country. A&E even has a hit TV show about them (“Parking Wars”) which is now in its fifth season.

As if the holiday madness wasn’t bad enough, parking in the city presents some big hurdles – completely different signs/rules on every block, not enough, change, broken meters, just to name a few…and that’s if you’re able to find parking at all. You need a Ph.D. to decipher the rules on some of these signs (1hr parking M-W from 9am-4pm, 3hr parking Tu-F 5pm – 9pm, 2hr parking Sa-Su 7am-11am except holidays, No parking W from 1am-7am, No stopping any other time – Tow away zone). What?!

In recent years the wonderful PPA has tried a number of things to help the citizens of the city of Brotherly (and Sisterly) Love. A few years ago they instituted a pre-paid card reading system into the current meters. This allowed people to purchase a card at PPA offices or on-line in set increments - $5, $10, $20, etc. This never truly caught on as the cards were not that easy to get when you needed them, the meters still broke, and they were only installed on certain blocks. So if you bought a card for $20 and then parked on a street with meters that didn’t accept them – you are out of luck. What they tried more recently to “help” us citizens was to install parking payment centers in which you could use cash (dollar bills or change) or even a major credit card to pay. You chose the length of time you wanted, paid, and a piece of paper prints out with how long you have. You would then place it in your curbside windshield. Again, only a certain blocks throughout the city have these. That also eliminated those few times you could get lucky and pull into a spot with cash already in the meter. I am sure them helping us while making more money was no coincidence. Despite (rather because of) these so called improvements, the rates have continuously increased and are now $3.00 an hour in center city.

All of these things deter so many people from coming into the city and spending money. I can’t tell you how many times I had to leave a romantic dinner or in the middle of a great conversation at a bar with friends to have to run a few blocks to feed the meter – just to find that the meter maid had been standing there waiting to write me a ticket.

Well Philadelphia could follow San Francisco and make an improvement that might actually help. San Francisco is planning on launching a new service that allows people to feed their meter using their cell phones. The person will have to download an app and the city will alert drivers via text message that their meters are about to expire. Not only that, but they will have the option to put more money on the meter remotely using their phones! There will be a service fee of $0.45 per transaction. Is it worth $0.45 to not have to leave the restaurant/bar/store in the freezing cold to run a half mile to catch the dying meter? Oh yeah.

What is the PPA doing for us this holiday season? Free metered parking on January 1st and 2nd. Thanks.
With summer in full swing and several weddings in the pipeline, I’ve started to do some hotel shopping only to find that hotels are implementing some new tricks to help their bottom line. I guess you could say they are taking after the airline industry when it comes to charging penalties when your plans change. However, hotels are making airlines look like the good guys when it comes to accommodating changes and being more flexible with our travel plans.

The Wall Street Journal shares the experience of one individual, Cy Yavuzturk, who was charged $868 when he cancelled his three-day reservation for a hotel stay in Washington, D.C. He did not even receive the option to change his reservation to a later date. Apparently, this policy is not anything new. The article states that “hotel chains and independent hotels have been adding nonrefundable restrictions to their normal discounted rates for several years, industry executives say.” However, recently this trend has picked up some steam.

Expedia, Travelocity, and Orbitz are a few online travel sites that offer discounted hotel rooms in the form of special deals. When advertising these discounted rates, the nonrefundable stipulation is not mentioned. Another misleading part of the whole scheme is that “Expedia and Orbitz say on their websites that they don’t charge reservation cancellation or change fees. They don’t – it’s the hotels that impose the nonrefundable rules and collect the cash when someone does cancel.” Hotels argue and say that the only way they are able to offer discounted rooms is if they are pre-paid for and nonrefundable. There are some hotel chains that choose not to follow suit and do not charge a nonrefundable rate. They are most likely the same ones not offering discounts.

Some hotel chains should reconsider this cancellation policy, or it might not sit well with loyal customers. Airlines at least offer you the option to change your flight to a later date. Hotels should accommodate this request as well. In a follow up article to the original story, it was reported that in 2010 “U.S. airlines collected $2.3 billion in reservation change and cancellation penalties.” I wonder what 2011’s numbers will be for hotels.

Hotels and online travel sites are pretty much left saying caveat emptor. It’s up to us the customers to pick the rate we want and deal with the consequences. If we want to save 20% on a hotel room, we better not cancel. If we have even the slightest inkling that a change might be needed, we should reconsider and be willing to pay a higher rate with a 24-hour cancellation window. Mr. Yavuzturk thinks that “penalizing a traveler at full cost without the traveler having used any portion of a service is unreasonable.” I agree. Usually when a deal seems too good to be true is because it is. When taking advantage of a discount, be sure not to discount any of the fine print.
Having recently returned from an international business trip, it didn’t take me long to realize that even nuts and pretzel bags are limited now. Not long ago a “full” meal was offered on most international flights free of charge. Not that I crave airplane food -- but it is clear evidence that most airlines are struggling as much as other industries these days. The problem is not the food or the extra charge on bags and carry-ons or the $6 M&M candy bag; it’s the price-to-service ratio.

I remember when “the adventure of flying” was an exciting part of the trip. The experience of purchasing the ticket, packing and the actual flight were things I looked forward to enthusiastically. Today that experience has changed dramatically; purchasing a ticket is now a negotiation struggle that involves tracking prices every day for a week across several different airlines in order to find the optimal seat for a reasonable price and maybe grabbing some extra leg room for an extra $35.

Packing is now an intellectual challenge that requires stuffing as many clothes as possible in the minimum space, as every extra sweater may mean an extra dollar on weight surcharge. Arriving at the airport involves the psychological thrill of having to strip halfway in public to demonstrate you are not a major threat. And finally, after all this is done and you feel ready to exhale and relax a bit, you may have a few minutes to buy a snack and a magazine before you are chained for three hours to a seat designed for a human three-quarters your size, which gives you enough time to pray and offer that sacrifice to the sky lords to ensure you make your connection in time.

The truth is that passengers only suffer a portion of what the commercial aviation industry is experiencing. Every day more sophisticated technology and complex search engines increase the already fierce competition between airlines. Airline pilots and crew members have had their salaries cut and pensions terminated and the costs and risks of flying a plane and running an airline are rising exponentially, particularly in terms of fuel and insurance.

It is noticeable how airlines have tried to cut their costs and expenses during recent years without increasing prices on tickets that are already unreasonably expensive -- not because they are deeply concerned about our wallets, but because they need to stay alive in the market. Naturally, “perks” like food or space were the first on the cutting list; but hey, we are used to that now and, it’s not like we could do something about it. I instead, the real concern of today is the price for jet fuel (oil), and how that will impact the fare cost.

Oil is a volatile commodity that dictates a huge part of the costs and prices of many industries, especially the airline industry, which had to develop protective financial instruments to secure the prices they pay for fuel. Airlines and financial institutions have created options to hedge fuel costs to prevent paying for fuel once it reaches a determined price. This “protection” works in favor of the airlines when prices of fuel are rising. The offset cost of buying the option works in the same way as a regular insurance premium and compensates for the potential cost and risk of prices going up. The problem comes when this protection works against the airlines and the intended purpose. Thus, if an airline hedges on a set price of oil and commits to pay this price regardless of the price fluctuation, it incurs the risk of the fuel prices falling below this mark and will still be locked in to pay a higher price for fuel, as well as the extra cost of setting the financial instrument. This has already happened to some airlines in recent quarters.

Despite the many hedging models developed by financial institution and airlines, the reality is that the risk of incurring i higher operative costs cannot be eradicated -- airlines fares are subject to changes on a complicated mix of commodity prices, seat demand, competition, seasonality-- and on top of that -- political stability. Most likely, we – the consumers – will soon see these risks reflected in the price of a seat. Eventually costs may pass onto us as the airline paradigm has shifted. Today the major focus for airlines is not “generating savings” …it’s simply staying alive and remaining competitive while preventing airfare costs from forcing them out of business.

Sadly, much has changed since the days when all an airline had to do to save $40,000 was to cut one olive from every salad served in first class. Airlines won’t go anyway, but the pleasant experience has faded, unless of course, that you (or better yet, your employer) can afford to cover the cost of leather seats up in first class.
If they haven’t already, many people are beginning to plan their vacation trips for 2011. A major concern for what destinations fall within your budget is often the airfare. Well people should be prepared for a shock this year and may want to re-consider the recently popular “stay-cation.”

Airlines are trying to keep up with the continuously rising oil prices and have already increased their prices four times since the start of 2011. This is very worrisome when you consider that in all of 2010 they increased their prices only three times.

According to the Bureau of Transportation Statistics, prices this year are getting close to their highest levels – which they reached in 2008. The price of jet fuel has increased 58% since last summer to $2.99 a gallon. Oil prices also increased more than $12 a barrel last week putting it over $98 a barrel. With these price increases, fuel now accounts for about 40% of airlines’ costs – which is up from about 30% last year. This is partly due to the violent conflicts occurring in Libya, which is a major oil producing country. If things continue to worsen there we may see continuous substantial increases.

The rise in fuel costs will have a direct effect on airlines’ profits – especially considering the top airlines posted a skimpy profit margin of just 3.3% in 2010. These increases could dramatically hurt the already ailing airline industry and could lead to further surcharges and fees.

These increases may change the way Americans view air travel overall and we will most likely see a greater push toward more easily accessible vacation destinations this summer. I shudder at the day when the Jersey shore becomes the biggest vacation bang for your buck. Yet another reason, among many, that I hope the conflict in Libya and the Middle East comes to a quick and peaceful resolution.
According to AAA, the number of Americans traveling for Thanksgiving holiday this year will increase to about 42.2 million travelers, or up 11.4 % from 2009.

Even if you are not one of the many people traveling over the holidays, you probably heard about the new security procedures the TSA has implemented in many major airports involving the full body scanners. There have been a ton of reports in the news about how Americans feel this technology is impeding on their personal privacy. Many have refused to go through the scanners and are then subject to a “vigorous pat-down.” So basically it seems as though Americans are more concerned with their insecurities about security officials seeing an outline of their “muffin tops” than they are about the Jihad currently being unleashed onto the world.

Despite all of the backlash from the public, the TSA and Department of Homeland Security maintains that this level of security is required to preserve a safe level of air travel. Regardless of how you feel about these procedures, Homeland Security officials are at least trying to utilize technology to make traveling in these tough times a little easier. Last month they began testing the latest generation of bottled liquid scanners. They tested all different kinds of liquids - from soda and alcohol to shampoo and lotions. Other versions of liquid scanners have been tested for over a year at airports throughout the world but the technology wasn’t quite there in order for them to be used widespread. This new version uses magnetic resonance to read the liquids' molecular makeup, regardless of what container the liquid is in. In less than 15 seconds, a light at the top of the metal box, which is about the size of a small refrigerator, will flash either red or green indicating it is safe. It is so sensitive it is able to distinguish between different types of sodas and even between red and white wine. If these scanners are successfully implemented it would eliminate the need for travelers to put all of their liquids less than 3.4 ounces into small clear plastic bags and pack any other liquids into their luggage.

Homeland Security has already spent more than $14 million developing the liquid scanners, and the Obama administration has committed tens of millions of dollars to deploy more state-of-the-art equipment to U.S. airports. They hope to have these liquid scanners operational in many major airports within the next two years.

So while the security lines may still be long and you may still have to deal with full body scanners and aggressive pat downs, at least you’ll soon be able to bring those bottles of Pantene Pro-V and Diet Cherry 7-UP on the plane with you.
Over the past few years travelers have experienced increased fees for various reasons, 9/11 for one was a big contributor to increased airline fees. Others that have added to the mix are the high costs of fuel as well as the decrease in pleasure related travel. The airline industry, like many others, is a supply and demand business and must find ways to accommodate for added costs. These added fees can account for up to seven percent of an airline’s operating revenue according to an article posted in the Philadelphia Inquirer. The article also noted that five major airlines, American Airlines, Delta Air Lines, United Airlines, JetBlue Airways, and US Airways will not be charging customers for carry-on luggage like some other airlines will soon do. This even comes at the wake of financial losses for some of these companies. I suppose they have come to the realization that travelers will only take so much before “flying” to the competition.

What this all boils down to is understanding the value that a company provides for the cost. I know that when I travel I look at the costs to drive my decision making. This might change depending on the duration of the flight. A few years ago I had quite the fiasco with a trip to Cabo San Lucas that went from two short flights to three long flights. A person can really take the time to evaluate an airline when they spend all day flying! Some airlines provide movies, others don’t, some provide free in flight concessions, others charge an arm and a leg. Again, as someone who does not frequently travel I do not take this into as big of a consideration as someone who might travel weekly or daily for business. Airlines need to factor in what costs and amenities will drive a customers decision to move forward with a purchase in its favor or against it. This is certainly something that Spirit Airlines will be evaluating come August when the new fees go into effect.
I recently had the privilege of attending ISM’s 94th annual International Supply Management Conference and Educational Exhibit in Charlotte, NC. Over the course of the early set-up hours of Sunday morning, I was amazed as the baron concrete convention center transformed into a virtual wonderland of signs, booths, promos, and freebies. From posters, banners, and flat-screens to racecars, rubber-band-balls, and fire-sharks (what the heck is a fire-shark?), the conference was a regular cornucopia of direct marketing. As a fist-time attendee, staring down aisle after aisle of promotions, I couldn’t help but wonder what everyone-exhibitors and visitors-were hoping to get from this event. By the end of the final day, I had a pretty good idea.

The Purchasers
I decided to classify the first group of ISM patrons as the “purchasers”. The purchasers came to learn. Whether they were purchasing managers, VP’s, or CEO’s, this group of people were on a serious mission to broaden their understanding of the latest developments in the sourcing industry. Some took advantage of the educational sessions ISM offered, others were there to scope out the vast array of industry solutions, and many came to do both. This group of individuals put their time in on the floor, asked plenty of good questions, and most likely got more than their time and money’s worth from the exhibit. Whether it was knowledge learned in a session or an intro to the perfect solution for their company’s unique supply chain challenges, everyone in this group took something of value away from the conference.

The Pitchers
The pitchers came to town for business. They recognized the conference as a great opportunity to get face-to-face with their target market, and they jumped on it. With dollar and resource investments that ranged from “eh” to over-the-top, each of the pitchers came to play ball. These ISM patrons passed the hours with pitch after pitch to potential clients and customers. Every question asked was an opportunity to differentiate themselves from the competition, and every contact made represented a new lead into potential business. As a member of this particular ISM “group” I can say, especially after the 12 hour Tuesday session, that the conference was quite an undertaking. As a secondary benefit, the pitchers also got a chance to see the ways in which the competitive landscape of their market is shifting and evolving.

The Partners
For every two exhibitors that were competing for the same market, there were most likely two companies that offered complimentary services and/or products. This situation created a fertile environment for partnership development. Over the course of hours of exhibiting, hob-knobbing, dinners, and drinks, many of the pitchers and purchasers discovered opportunities to partner with other pitchers and purchasers (say that five times fast. If you’re actually trying, we’d probably get along). As a result, many companies walked away from the show with the promise of expanding their current business base, breaking into new markets, and improving their overall business models via partnerships.

The Posers
While this group of attendees was the minority, there were enough of them to warrant mention. Some attendees, would-be purchasers and pitchers alike, were not spending their time in Charlotte all that wisely. Included in this group are the executives who made record time through the exhibit Sunday night, the trick-or-treaters just looking for enough chatch-skies to prove to the boss they were there, and the salesmen who thought the convention was a three-day frat party. This group should be particularly ashamed of themselves in the face of the current economic climate. While half of accounts payable is being laid-off, these particular individuals were blowing through company cash under the pretence of industry education. With that being said, there were also some purchasing professionals that were so dedicated to their craft that they picked up the bill to attend the conference on their own time even after their company had to cut the convention from the yearly budget. Kudos to them. For what it’s worth, you’ve certainly earned our respect.

Overall, the conference was a great experience. I, even as an exhibitor, learned more than I could have ever expected, our company was able to develop some solid leads, and quite a few doors were opened for partnering opportunities. If you were able to attend, I hope you took as much away from it as I did, and, if not, I hope you have the opportunity to go next year.
I used to have a romanticized view of business travel. Dressing up all nice, jumping from here to there, shaking hands, getting things done. That is, until I got thrown under the business travel bus. The following is a blow-by-blow account of a recent daytripper I had. And I assure you, the Beatles’ idea of a daytrip would have been infinitely more enjoyable.

I wake up at 5am for an 8am flight. I hardly got any sleep that night due to anxiety over the meeting I was going to conduct. I thought I gave myself enough time to get to the airport, but I was dead wrong. I seriously thought I would miss my flight. And there are only two flights a day to my destination, so if I missed the first, I was SOL and would miss the meeting. I park in economy to save my company a few bucks. When the bus back to the terminal picks you up, it doesn’t go right back to the terminal. Hell no. They weave around the parking lot in a serpentine motion like those old mercury mazes we played with as kids that are now deemed hazardous. Those buses make sure every seat is taken and every inch of handrail has a person on it which has a hand on that person which also has a hand on that person.

I finally get to the airport security line to see it’s mobbed. I was so disheveled, distressed, disconsolate, dispirited, disparaged, and despondent, the guy who checked my license against my boarding pass asked me, “Dude, are you OK?” I miraculously make it to my gate right before they stop boarding. Just to cool my jets (no pun intended (who the hell am I kidding?)) I spent the first 30 minutes of a four and a half hour flight reading my newspaper. The other entire four hours was spent preparing for the meeting. Reading RFP’s, company bios, internal docs, you name it. Reading for procurement isn’t exactly like reading Hunter S. Thompson. This is dry, desiccated, dusty, depleted, devoid of all humor material.

So I land safely. Maybe Sully was flying my plane. I meet up with an associate and we take a 20 minute cab ride to our meeting which after tip cost about $90. The meeting went fairly well and was productive, with the exception of the fact a few times I mispronounced the name of the company I was presenting to. It reminds me of that old root beer commercial where the job applicant pronounces his would-be employer’s name “Dumbass”, rather than “Dumass” (think French, emphasis on the second syllable).

Meeting’s over, straight back to the airport in another $90 cab schlep. Again, the security lines are packed. It was like herding cattle. These were the people who took a half-day on Friday to make a weekend trip and have no clue about security procedures and hold up the line like a whinny old lady making a return at a department store. And the TSA and DHS doesn’t make it any easier. You have to remove your belt (among other things), as if my leather Banana Republic belt can be used as a weapon of mass destruction. The best I can do with it is strangle a rude security guard. So as I’m proceeding through the security line, my pants start creeping down on me. I inadvertently created a new class of traveler: the business skater punk. I wonder if I can get rewards for that.

So me and my associate finally have some room to breathe and we eat dinner. We’re bs-ing about the meeting and other random stuff when I ask how we’re doing on time. Turns out, my associate’s flight is 20 minutes from taking off, meaning boarding is just about done. So he jets (again, no pun intended (again, who am I kidding?)) before the check comes. That’s fine by me, but I’m not much better off because my flight takes off 20 minutes after his and we’re eating in a terminal that’s not where my flight is.

I take a tram to my terminal and as I’m walking there, impending doom hits. Keep in mind, I just ate nachos with three different salsas, a burger, fries, and I drank two beers. Nature’s calling. I figure if the plane isn’t boarding, I’ll go in the airport head and all will be well. No, didn’t work that way. As I got to the gate, they called to board the last section of the plane. Now I need to wait until we hit cruising altitude which takes a good 20 or 30 minutes. That’s not including time spent taxiing on the runway and waiting in line behind other planes.

We finally hit cruising altitude and Glen Quagmire announces over the speaker we’re leveled off and he’s turning off the “fasten seatbelt” light. Apparently everyone else on the plane had the same idea as me. Before Quagmire could finish his sentence, there was a mad dash to the bathrooms. Panda-freakin’-monium (good use of tmesis (look it up)). Now I have to wait in line behind a bunch of people, including kids who don’t know how to be considerate.

That emergency eventually had a happy ending, although it’s never fun answering the call in an airplane. I finally get back to my bleacher seat to do some leisure reading. I touch down around quarter to one, and get back to my apartment at 2am. I pop open a Weyerbacher (excellent PA brewery, you should try one) watch a little TV, and go to bed at 3am, 22 hours after I woke up. What does this have to do with sourcing you ask? Absolutely nothing. This is just a rant. But the morale of the story is: Damn, business travel sucks.

BTW, this blog post had more force to it and is way funnier unedited. But the higher-ups thought it was too much and as a result it got cut, chopped, edited, and showered-down. If you like crude and crass humor, you can email me for the non-pc version at pyurkon {at} sourceoneinc.com


Flights will never be the same. They are not a refuge anymore, no longer a mini escape from the hustle and bustle of reality. If you have a wireless device and a fully charged battery then you are now able to surf away, but of course you'll have to pay. A Wall Street Journal article titled "The Latest Hot Spot Is on the Plane" was released a few weeks ago and reported that Delta Air Lines will soon be offering Internet access on its flights. American Airlines has already begun to offer the product on a select few planes. Passengers will be able to upload and download files, surf the Web, e-mail clients – basically perform every function normally done in the office, except talk over the phone. Relatively soon, other airlines are going to jump on the bandwagon. Many are still in the midst of testing their equipment to ensure a smooth transition.

The greatest benefit of this new development will not be for those who purchase the product on flights, but rather for the airlines offering the new technology. I do not doubt a demand for Wi-Fi will exist, but there will also be a handful of fliers who will refuse to pay for something that is usually offered for free in coffee shops and even some airports. Once having paid, there may even be a benefit to fliers besides staying connected. If Wi-Fi becomes a hot commodity, airlines may begin to remove the nonsense fees they have recently begun to place on their customers. Airlines could receive a significant amount of cash generated from this new product. Have a look at the article for more pricing details.

As airlines explore more opportunities to stimulate cash flow, they should also consider taking a look at what upsets their customers the most – lost luggage. Looking for ways to eliminate costs and also please customers is an opportunity that should be seized. Some airlines have made changes to their handling process and have been more than satisfied with the results. Take a look at WSJ’s article, "The Airlines' Bag Reflex," for a more in-depth overview. The article states that it costs an airline approximately $90 to return a lost bag to its proper owner. This $90 eventually turns into about $4 billion a year for the global airline industry. Wow. It would of course take some extra money to look for a more efficient process to handle bags; and it is understandable that airlines may not have the budget for such a drastic change considering the economic trends.

If this is the case, however, then how are airlines affording the installments of Wi-Fi in their planes? Because there will be immediate results in the form of revenue that would cover the cost of investment. If the economic conditions were different, maybe airlines would become more focused on the long run and fix their luggage problems. They would save a decent amount of cash and retain more customers; but that is not likely to happen anytime soon. If I had it my way, I would rather say hello to my bag at the terminal than to the Internet in the sky.
An AP article published on July 30, 2008 titled Delta To Double Baggage Fees peaked my attention in the high-season of summer vacations. Starting on Thursday, 7/31/08, ticket purchases for travel starting August 5, 2008 will have this increased fee to check a second bag on domestic flights. Mind you First Class, BusinessElite and Medallion customers (a.k.a. “preferred customers”) can still check up to three bags at NO CHARGE! This occurs all in the name of rising fuel costs. To top it all off, Delta is reviewing a decision made by several other carriers to impose a fee on a customer’s first bag checked.

Those that use to travel with numerous clothing options for each day of vacation for example, may now be faced with a tough decision when preparing for flight reservations. What about families which indulge in souvenirs as ritual when vacationing? Any carrier who is increasing fees for first, second and third bags checked will certainly be looked at more closely when travelers are planning their flights. This may combat rising fuel costs slightly for Delta but may ultimately lose patrons shopping for the better airline carrier baggage fees (i.e. Southwest does not charge for the first and second bag checked per customer). Carriers might want to take the time to perform a total cost of ownership analysis when making such changes to their policies. There may be a better solution than penalizing the travelers who do not pack light!
Senator John Warner of Virginia proposed earlier this month to reinstate a national speed limit with the hopes of reducing fuel consumption on a nationwide level. The suggestion implies that the nation should return to a national speed limit of 55mph.

Congress first instating the 55 mph speed limit in 1974, due to an energy shortage caused by the Arab oil embargo. At that time, studies showed that the country saved 2% of highway fuel consumption due to the national reduction in speed. That national speed limit was repealed in 1995, at a low price point of crude oil.

Proponents of the national speed limit argue that with 24 years of traffic growth, the amount of fuel we could currently save today would be significantly higher. However, we have had 24 years of significant engine development, road development, and aerodynamics development to our vehicles. I have been unable to identify any RECENT data that shows that 55mph is the way to go.

For better or worse, I drive a vehicle with a larger engine. I know that I get better gas mileage and lower RPMS driving closer to 65mph on PA highways than I do 55mph. My motorcycle’s sweet spot, in 6th gear is around 65 as well. How can the Energy Department properly conduct a study of this magnitude when we literally have thousands of different types of modern and older vehicles on the road today that needs to be studied?

How do you factor in that an average 1 hour drive now increases an additional 9 minutes, and on the return trip you are now on the highway alone for 18 minutes more per day. The congestion of everyone being on the road for longer each day can only increase the amount of fuel consumption.

Now, I am not suggestion that the idea of 55mph is completely wrong, but let individuals and corporations study it themselves. They know what types of vehicles they are driving and can accurately determine what works best for them. Everyone has heard of UPS’s reduction in left hand turns that lead to an estimated $600million in savings, so let them study what works best for their fleet, don’t mandate something across the board which may actually hurt private individuals (through lost wages from more time on the road to potential increases in fuel consumption).

To really get to the heart of the fuel consumption problem, we should not be looking at speed limits anyhow. More should be done to investigate congestion on non-highways with people sitting at traffic lights through multiple red lights, or through tollbooths that cause rapidly moving vehicles to sit in idling traffic for minutes on end to pay a $.50 toll (I am talking about you New Jersey).

I understand the need for toll roads, but let’s think of a way to increase the use of systems such as EZpass, and the removal of the traditional toll-booth. Or let’s get our traffic lights actually synchronized so you don’t sit at a light two or three times as it changes. The average 10 mile commute in my (suburban) area takes 30-40 minutes, the bulk of which is sitting at traffic lights. Adding an extra lane or studying the traffic patterns better would be the best way to reduce fuel consumption. Let me decide on my own what mile per hour speed is best for my vehicle the few times I can actually reach the speed limit.