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 and

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at that time , believe it or not , back

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in uh back in the eighties , uh we were

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basically following a business model

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that had been um put in place for over

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a century which was buying product and

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sending it to a warehouse , so we would

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buy bulk coffee , we would buy bulk

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sugar , send it to the warehouse and

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then the warehouse would break it down

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and send those products to the defects

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worldwide , so that the inventory model

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and so forth was really something that

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just we kept doing because that's how

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we had supported the troops for many ,

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many 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 Yvette bourque and so forth . We

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were all about the same age . Uh and we

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got uh we got looking at how the

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commercial sector provided product .

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So then I , we learned and evolved into

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the subsistence prime vendor . Now he

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had 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 people's , 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 they're 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 gave

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them the assurance that there was gonna

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be chow in the morning or dinner and so

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forth . We were now asking trust us ,

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trust us to deliver on time several

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times a week . Uh , and it's gonna be

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fresher product , we're going to get

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better prices and you'll get more

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variety because we changed the menus

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and we started to look and work with

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companies like Cisco , Us Foods and

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those other big distributors that you

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probably are familiar with on the

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highway . Um , so , so that was a

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culture change

