WEBVTT

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we were looking at how we were

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supporting our troops with traditional

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feeding in what we call defects , uh

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the the mess halls , if you would . Um

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and at that time , believe it or not ,

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back in uh back in the eighties , we

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were basically following a business

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model that had been um put in place for

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over a century , which was buying

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product and sending it to a warehouse .

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So we would buy bulk coffee , we would

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buy bulk sugar , send it to the

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warehouse , and then the warehouse

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would break it down and send those

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products to the defects worldwide .

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So the the inventory model and so forth ,

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was really something that just we kept

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doing because that's how we had

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supported the troops for many , many

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years , including up and through

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Vietnam . Um So one of the things that

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uh we looked at in those early days

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were with mr molino and made if

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incentives and people like keith ford

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and Evette burke and so forth . We were

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all about the same age . Uh and we got

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we got looking at how the commercial

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sector provided product . So then

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we learned and evolved into the

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subsistence prime vendor . Now he had

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uh May was upstairs working on medical

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prime vendor , I was downstairs working

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on subsistence prime vendor and that

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was the start of the the re engineering

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of the business processes that we up

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until this day , we continue with many ,

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many generations each time trying to

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continuously improve the product and

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solution for the war fighters . At

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first , in some situations , some

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employees felt threatened um because

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the skills necessary to do prime vendor

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contracting were all knew , we were

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moving out from a transactional

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environment to one where we were trying

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to maximize the buying leverage of of

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the agency . Uh So we had to do a lot

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of training , we had to do a lot of

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changing of peoples , uh , positions

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where we didn't need as many inventory

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managers because we weren't keeping the

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stock levels that we had before . It

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was a challenge to the workforce , but ,

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and and it was also a big challenge to

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our customers because for customers

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were familiar with going through a

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warehouse . Okay , let's say a

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warehouse or two , there's probably 10

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or 15 at Fort Bragg and being able to

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see and touch the product . And that

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gave them the assurance that there is

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going to be chow in the morning or

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dinner so forth . We were now asking

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trust us , trust us to deliver on time

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several times a week , uh , and it's

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gonna be fresher product . We're going

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to get better prices and you'll get

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more variety because we changed the

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menus and we started to look and work

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with companies like Cisco , Us Foods

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and those other big distributors that

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you probably are familiar with on the

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highway . Um , So , so that was a

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culture change .

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Yeah .

