Grandpa's Got Some New Moves

At 67 years old, Chicago-based Newark Electronics can rightfully stake a claim to being the grandfather of electronics distributors. But far from resting on its laurels, this spry senior is using some newfangled software to make tailored e-catalogs...


After considering its options and reviewing providers' offerings, in February 2001 Newark went with an e-catalog solution from Santa Clara, Calif.-based Cardonet, a privately held company founded in 1997 and funded by a group of venture capital firms that includes Sequoia Capital, Giza GE Capital and Yozma Venture Capital. Cardonet targets both the buy side, with software that builds a unified catalog using information pulled from multiple supplier catalogs; and the sell side, with software that syndicates a supplier's catalog to multiple customers, each of which may require different content and formatting.

Using Cardonet, Newark was able to extract product data from its existing catalog systems and consolidate the information, in a uniform manner, in an internal master catalog. With the data residing in the master catalog, Newark's staff is now able to create a profile for each customer, a template that specifies the type of information that the customer wants to see, as well as how the information is presented.

For example, a profile can include customer-specific pricing, product sets, delivery schedules and data formats. The software then automatically pulls information out of the master catalog to generate an e-catalog that can be made available to the customer either through the Newark Web site or through the customer's e-procurement platform. Because Cardonet built its software on a so-called open architecture, Newark was able to use its own pricing engine with the system rather than employing the software provider's built-in pricing engine.

The Cardonet implementation took two months and cost Newark about $150,000 for the software and consulting services associated with the installation. The software provider's services group worked with Newark to automate the catalog management and syndication process, training the distributor's staff and working with them to prepare the first couple of custom catalogs. Cardonet's strategy is to help its customers own the catalog-generation process as rapidly as possible, according to Itay Meiri, Cardonet's CEO. The idea behind our system is that we want to enable the customers to do it themselves.

When Less Is More

Having implemented the Cardonet system in February, Newark set a target of bringing 60 new custom catalogs online in 2001. By mid-2001 the distributor had 45 catalogs online, with 60 further requests pending. Newark found that the turnaround time to get each custom catalog online fell from about two weeks to less than a couple of days, while the distributor can now post catalog updates within a day.

The new software also allowed Newark to reassign one of the two SQL programmers working on the custom e-catalogs and replace him with a lower-level operator. Meanwhile, the time necessary for procurement managers to put a catalog iteration through a quality assurance process fell from about two hours to 15 minutes because, as Chien puts it, we have a very high level of confidence that the data is right and that it's clean and the way the customers want it. Newark has not tried to quantify its return on investment in the e-catalog software in terms of salary savings, but Chien cites a ballpark estimate of a 200 percent improvement in productivity and a payback period of less than one year.

For customers, the transition to the new software has been transparent, Ahrens says, except that Newark now is able to get a new e-catalog online more rapidly than in the past. That reduction in the implementation period can help reduce the time it takes for a Newark customer to begin deriving benefits from an e-procurement platform, which in turn can strengthen that customer's loyalty to the electronics distributor. Everything you hear about implementing e-procurement right now concerns the lack of enabled suppliers, Ahrens says. To be able to tell someone that you can literally be live with them in less than a week's time gives us a huge competitive advantage.

Will Newark's newfound ability to rapidly deploy online catalogs spell the end of the paper catalog? Chien doesn't think so. He believes that, with 200,000 copies going out semi-annually, the catalog continues to support the Newark brand. There are things you can do with a big paper book that you can't do electronically, Chien says, such as attaching notes to a page or photocopying an entry. So we see the need for both. The catalog will be around for a while, just like our sales branches and our call centers. Our objective is to offer all the channels to the customer and let them choose what is most cost-effective for them.

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