Fall 10

Final Deliverable

Caribbean Supply Chain

CU Student Team: Amanda Buss Amanda.Buss@Colorado.edu 720.352.4000 Janaki Douillard Janaki.Douillard@Colorado.edu 303.718.7052 Mileta Gebre-Michael MiletaGM@Gmail.com 303.931.1094 Ellen Hammock Ellen.Hammock@Colorado.edu 620.341.8368 Vail Resorts Client Representatives: Kevin Snyder KSnyder@VailResorts.com 303.877.7712 Aaron Rubinstein ARubinstein@VailResorts.com 720.218.2953

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Table of Contents

Executive Summary ............................................................................ 2

Presentation...................................................................................... 3

Legal & Regulatory Environment ..........................................................19 Summary ............................................................................................... 19 Research Document ................................................................................. 20 Interviews ............................................................................................. 29

As-Is Supply Chain ............................................................................35 Summary ............................................................................................... 35 Research Document ................................................................................. 36 Interviews ............................................................................................. 39

Competitor Analysis ..........................................................................45 Summary ............................................................................................... 45 Research Document ................................................................................. 46 Interviews ............................................................................................. 53

SWOT Analysis ................................................................................55

Cost-Benefit Analysis .........................................................................57

Recommendations .............................................................................58 Roadmap............................................................................................... 58 Supporting Research................................................................................. 61

Lessons Learned................................................................................68

Appendix ........................................................................................71 Appendices ............................................................................................ 71 Meeting Agendas..................................................................................... 74 Meeting Minutes ..................................................................................... 86 Status Reports ...................................................................................... 102 Weekly Task Lists ................................................................................. 128 Email Communication ............................................................................ 136 First Deliverable ................................................................................... 184

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Executive Summary

Research into the current food and beverage supply chain at The Landings St.

Lucia, in combination with the legal and regulatory environment of the region, was

largely successful. However, lack of visibility between the home office and the island

proved problematic in all areas of the project. The Landings St. Lucia is a

RockResort, Vail Resort’s elite resort line. The Landings is unique in that it is

managed by Vail Resort, not fully owned. Lack of a streamlined food and beverage

supply chain at this site can be largely attributed to this fact.

The Landings St. Lucia has extremely volatile seasonality that hugely impacts

standardizing forecasts, as well as formalizing a logistics processes to optimize the

supply chain. Lack of visibility is a byproduct of the absence of formal purchasing

and logistics processes and inadequate communication. The purchasing process is

inefficient due to the want of a well-developed forecast and adequate market

research. Forecasting would include an understanding of food and beverage

demands based on seasonality, storage and occupancy at the resort.

Our research revealed that international logistics are legally complex and time

sensitive, especially for food products. A reliable freight forwarder is vital in

maintaining the quality of food shipments, and a knowledgeable customs broker is

key in providing the correct documentation to move the products seamlessly through

customs. Research also revealed that The Landings only sources goods locally, due

to volume constraints and shipping costs. Though our analysis revealed that The

Landings’ current use of local vendors is the most inexpensive means of procurement

at this time, more research on smaller freight forwarders needs to be conducted to

examine their cost efficiency. The prospects of building on site storage, and the

introduction of a multi-stop ocean route could also prove cost-effective once more

properties are in operation in the region.

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Presentation

Slide 1

Amanda: I want everyone to imagine yourself on your dream island vacation. You’re relaxing on the beach, pina colada in hand, without a care in the WORLD! You’re indulging yourself in the rich local culture and the last thing you’re worried about is where your food is coming from. That’s what we do.

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Slide 2

Amanda: Over the past semester we have been working with VailResorts on a food and beverage supply chain project servicing The Landings St. Lucia. Introductions (In order)

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Amanda: To start out, we will give you a brief breakdown of this presentation. First we will present an overview of the project purpose. Then provide background that will put the project in perspective, will detail the big picture of our issues, and how these issues are interrelated in the dominos effect. Then we will present our findings that will conclude the roadmap to successfully implementing an efficient food and beverage supply chain.

Slide 3

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Slide 4

Amanda: We were tasked to research and document the F&B supply chain at St Lucia, compare sourcing products on or off island, and gain an understanding of the legal and regulatory environment for importing to this region. However this process was impeded by one giant roadblock– LACK of visibility, like a lighthouse in the fog.

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Slide 5

Amanda: Some background on The Landings is that it is managed RockResorts, VailResorts elite 5 star line. A managed property is different from an owned property in that VailResorts is only responsible for booking occupants, maintaining the facility, and providing amenities. Another unique characteristic of The Landings is subject to a drastic difference in occupancy between its peak and low seasons, due to hurricane seasons and other climate factors. The fact that St. Lucia is such a remote location with developing infrastructure, makes communication very challenging at times. Detrimental weather can also affect communication, much of our research of the as-is supply chain was delayed for weeks when Hurricane Tomas hit and our island contacts stopped responding to us.

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Slide 6

Mileta: Communication, purchasing, legal/regulatory constraints, and logistics constitute the principal elements of any supply chain. Without all of these components in sync, the supply chain doesn’t function and directly affects the customer’s experience of a lifetime. Each of these dominos will be elaborated on in detail.

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Slide 7

Mileta: FEAR NOT . . . Through the fog, we glimpsed the 1st ray of light. We found that as an industry average for property managed sites, communication channels are strained. We believe that VailResorts can exceed the norm by focusing on communication as the initial step in a standardized supply chain. The strained communication from Hurricane Tomas added more run around in finding figures for market basket reports, volume breakdown by each product category, and order frequency. These crucial elements are needed to compile a cost benefit analysis as well as creating a forecasting method to assist in streamlining the supply chain.

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Slide 8

Mileta: Forecasting is the first step in planning a streamlined process of purchasing products. With being able to predict the quantity and quality of desired products, the resort can go into researching which vendors have the lowest costs for the highest quality products. Once these are determined, negotiations can be made between vendors.

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Slide 9

Mileta: KEY STASTICS Meat: 20-40% of chicken and pork products must be sourced on-island using local vendors Seafood: closed season for lobsters LT 30: all cattle used for beef production cannot be more than 30 months of age, and imported cuts must be boneless Produce: citrus fruits cannot be imported Misc: No honey or Coca-Cola due bottling plant on-island

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Slide 10

Ellen: The next step in building any supply chain is to standardize the logistics process. To this end, we investigated where The Landings currently sources its goods and discovered that they do not import any of their food and beverage products at this time. While local venders are the least complicated avenue for procurement, we wanted to investigate their cost efficiency. We explored two options for importing goods and leveraging their corporate partnerships with US Foodservice and FedEx. The first would be to ship commodities in ocean containers. The second is to import product via air.

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Slide 11

Ellen: Our investigation into the local vendors revealed that after meeting quotas, they were importing the majority of their goods from the US, and passing on the costs of transportation and customs fees to their clients. This averaged a 30% markup on the cost of goods.

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Slide 12

Ellen: Delving into importation, we researched utilizing ocean containers for the shipment of dry goods, operating supplies, and all other goods that do not require refrigerated packaging. However, this option had one major flaw…volume. We analyzed 9 months of The Landings highest volume orders and discovered they can only fill 25% of a 40-foot ocean container by weight. The Landings also lacks the on site storage necessary to make this a realistic option. Moreover, Vail Resort’s current shipping partners- CH Robinson and FedEx- do not fully service St. Lucia by sea at this time. However, more research on smaller local freight forwarders that would be willing to ship less-than container loads needs to be done before ruling this option out entirely.

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Slide 13

Ellen: The second option- using FedEx Express- is illustrated here. We investigated air shipment due to The Landings low volume orders. We compared the cost of goods from local vendors (CLICK) to those sourcing internationally from US Foodservice and FedEx Express (CLICK). As you can see, the cost of importation is substantially greater than sourcing locally, largely due to shipping costs.

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Slide 14

Janaki: This chart depicts the total costs of sourcing goods on island, via ocean, and via air. These numbers were taken from the volume purchased over a one year period for their most common dry goods purchases at the Landings. This shows local vendors are only marginally cheaper than importing via ocean container, but we’re looking at a full year’s volume which is not realistic because current storage units can’t even hold a month’s supply of dry goods. Our competitor analysis revealed that Sandal’s resorts in the Caribbean aim to keep at least 30 days worth of dry food goods on hand at all times. There is the possibility that a local freight forwarder would be willing to provide pricing for partial container loads. This would be the most cost efficient option if available. But until that research is completed we can only suggest continuing to purchase through local vendors.

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Slide 15

Janaki: In order to ensure clear skies and a sustainable supply chain implementation, Vail should focus on these key areas which compose our roadmap for supply chain success: • Communication- Create something like a SharePoint that will allow cross-

functional information sharing providing necessary departments with figures needed to develop a forecasting methodology

• Purchasing- This standard forecasting serves as the groundwork in matching supply with demand across the seasonality experienced at the Landings. This will limit weekly purchasing and emergency trips to the local grocery. Forecasting allows us to find the best quality products at the lowest overall price.

• Legal/Regulatory-There are many restrictions in place that aim to support the local economy of St. Lucia and if importation becomes feasible it is important that we hire a customs broker to navigate these regulations.

• Logistics- Research needs to be done on local freight forwarders to determine if they may be able to ship less than full container loads. This could make importing the most cost effective method.

Together if all these components are working in harmony we will be able to provide the experience of a lifetime to our customer’s.

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Slide 16

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Legal & Regulatory Environment

Summary

Understanding the legal and regulatory environment surrounding the importation

of goods into protectionist countries is a tedious and time-consuming exercise. Much of

the duty and tax implications are specific to nearly every individual commodity eligible

for import. It is critical to take advantage of all services provided by a trade network,

specifically customs’ brokerage, in order to smooth over the lack of transparency in the

regulatory environment. A custom’s broker is well versed in legal jargon and can

efficiently provide estimates for the cost implications of import license fees, custom’s

fees, duties, and taxes. Documentation is the major source of bottlenecks in importation,

and ensuring that all required documents are filled out accurately is vital to

implementing a sustainable supply chain.

Despite the fact that specific duty and tax rates are not readily available, many

general restrictions were unveiled. St. Lucia is an extremely protectionist country, which

only grants clearance to imported goods if the quantity produced on island is not

sufficient to meet demand. A consultation with a custom’s broker with experience in the

Caribbean, or extensive research and communication with on-island procurement

contacts, can guarantee that these restrictions are known before a purchase order is even

drafted.

In regard to freight forwarding, there is only one shipping lane to St. Lucia,

making transport by sea fairly homogenous in timing and price. The cost of shipping by

air will vary depending on corporate partnerships with freight forwarders, and may

require coordination with the food distributor for special packaging.

Overall, developing a strong relationship with a trade network will be critical to

the importation of the best product at lowest price, and ensuring adequate product is

always on hand at The Landings St. Lucia.

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Research Document

I. Regulatory/Economic Background A. Population is about 140,000 B. Independence 1979 C. Land: 616 sq km

1. Ports and terminals: Castries, Cul-de-Sac, Vieux-Fort, Soufriere Bay a. Natural Harbor: Castries

2. Agricultural island—tropical commodity crops 3. Natural Resources: forests, sandy beaches, minerals (pumice),

mineral springs, geothermal potential a. Use of land: arable land & permanent Crops = 30%

D. Economy

1. Tourism Main Source of foreign exchange a. Unemployment high b. Medium of exchange: East Caribbean Dollar c. Exchange Rate: $1 USD = $2.7169 ECD (as of 10/4/2010)

E. Mains water: chlorinated- may cause mild abdominal upsets (bottled water advised for first few weeks of stay)

F. Weather Patterns

1. St. Lucia is on the Atlantic hurricane belt. Hurricane season runs from June to November

2. High tourist season runs from Mid-December to Mid- April a. Tourism can peak outside of high season for various holidays

(e.g. Thanksgiving)

II. Products Imported: 2008

1 A. 85% from Brazil B. 5-7% from US C. 3-5% other Caribbean Countries

1CARICOM. CC Regional Statistics Caribbean Community Secretariat. Oct 12, 2010. http://www.caricomstats.org/Files/Databases/QUARTERLY%20TRADE/20081stQtr/SaintLucia.htm.

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III. Islands of Opportunity A. Caribbean Region 2

1. 3rd Largest Market for US Exports 2. Caribbean Basin initiative—trade programs to facilitate economic

development and export diversification 3. Caribbean Community (CARICOM)- deep regional integration

through harmonized tariffs and duty free trade 4. Assistance

a. Maria Elena Portorreal Senior Commercial Specialist Phone: 809-227-2121 ext. 225 E-mail: maria.portorreal@trade.gov

b. Kent Hippolyte Consulate General of Saint Lucia

3700 Cocoplum Circle MIAMI, FL 33063 Phone: (305) 586-3076 Fax: (954) 977-7660

IV. Import Requirements3 A. Eligible Product

1. Fresh/frozen poultry and poultry products, except as restricted in the Ineligible Product section below.

2. Boneless beef and boneless beef products derived from cattle less than 30 months of age produced under an approved AMS Export Verification (EV) Less Than 30 (LT30) months of age program. **NOTE: See section F Below**

i. Information about the program for St. Lucia and a list of LT30 approved establishments can be obtained from the AMS (Agricultural Marketing Service) Web site.

ii. If FSIS (Food Safety Inspection Service) inspection personnel become aware of concerns that an AMS approved LT30 establishment is not properly executing its Quality Control Program, export certification should not be issued for the product in question and AMS should be notified at ARCBranch@usda.gov. Inspection personnel should include

2“Islands of Opportunity.” U.S. CommercialService. October 5, 2010. http://www.buyusa.gov/caribbean/en/9.html. 3 “Regulations and Policies.” US Department of Agriculture. October 4, 2010. http://www.fsis.usda.gov/regulations/st_lucia_requirements/index.asp.

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their immediate supervisor on messages to AMS. The following information should be included in the message: • Establishment name, address, and establishment

number. • Product type, product code, and quantity of product. • Date of production, lot number, and shift. • Date and nature of observation. • Name of country product is intended for export. • Export certificate number (if applicable). • Any other information to verify claim. • Name of inspection official.

3. Veal and veal products are not subject to the LT30 program. Fresh/frozen pork and pork products are eligible effective July 8, 2009.

4. All federally inspected establishments are eligible to export to St. Lucia. Beef meat must originate from AMS EV approved establishments.

B. Ineligible Product

1. Poultry and poultry products raised, processed, or stored in states where low pathogenic or high pathogenic Avian Influenza has been reported.

2. Beef offal products. C. Documentation Requirements

1. St. Lucia Document Requirements a. First- send list of desired items for import to Ministry of

Agriculture in order to receive import license b. Invoices c. Documents of Title (Airway Bill/ Bill of Lading) d. Shipper’s Export Declaration e. Packing Lists f. Certificates of origin (For goods manufactured in another

Caricom country) g. Phytosanitary certificate h. Bill of Sight (in the absence of proper Invoices) i. Determine tariff rate & fees before exporting

2. Certification of fresh or frozen poultry and poultry products - Obtain FSIS Form 9060-5 (05/06/1999), Meat and Poultry Export Certificate of Wholesomeness. The following statement must be typed in the "Remarks" section of FSIS Form 9060-5 or on USDA

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letterhead: a. "Poultry, poultry meat products, and processed viscera of

poultry, originated from birds which were raised, slaughtered, processed, and stored in States where no highly pathogenic avian influenza has been reported or in establishments in which there has been no evidence of notifiable low pathogenic avian influenza in the 21 days prior to slaughter, as defined by the OIE."

3. For boneless beef and boneless beef products. In completing the FSIS Form 9060-6, Application for Export, the following statement must be included: "The product meets EV requirements for St. Lucia." Obtain FSIS Form 9060-5, Meat and Poultry Export Certificate of Wholesomeness. The following statements must be included in the "Remarks" section or on a FSIS Letterhead Certificate:

a. "The United States meets or exceeds the BSE guidance of the OIE pertaining to meat and meat products."

b. "The United States has prohibited the feeding of ruminants with ruminant origin meat and bone meal (MBM) and greaves since 1997, and this prohibition has been effectively enforced."

c. "The meat and meat products should be deboned skeletal muscle (boneless beef) from cattle less than 30 months of age, which were not subjected to a stunning process, prior to slaughter, with a device injecting compressed air or gas into the cranial cavity, or to a pithing process, and which were subject to ante-mortem and post-mortem inspections and were not suspect or confirmed BSE cases."

d. "The meat and meat products were not derived from or contaminated with mechanically separated meat (MSM) from the skull or vertebral column, or the following specified risk materials: tissue from the brain, eye, spinal cord, trigeminal ganglia, and dorsal root ganglia from cattle 30 months of age or older, and the tonsils and distal ileum of the small intestine of any cattle, regardless of age."

4. Please note the title of the letterhead certificate has been modified to include "veal" because shipments of veal have been detained due to the fact that it was not included in the title of the letterhead certificate.

5. All shipments of fresh/frozen pork and pork products must be

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accompanied by FSIS Form 9060-5, Meat and Poultry Export Certificate of Wholesomeness.

D. Documentation Procedure

A. Under the Customs Control and Management Act No. 23 of 1990 persons importing goods by air are required to submit a customs entry within seven (7) days of importation of those goods, by sea this document must be submitted within fourteen (14) days of importation. Exempt from the above are fresh fish (including shell fish) caught by St. Lucia fishermen and imported by them in their vessel, passenger’s accompanied baggage. St. Lucia Customs and Excise Department reserves the right to refuse to accept any entry of goods if they are dissatisfied that those goods were imported at the time of presentation of the customs entry. Where an error is found on the submitted entry an importer may be granted a period of ten (10) days to account for it. If after final submission the department is still dissatisfied with the entry the person will become liable to penalties under the law.

E. LT30 Program for Beef

1. Requires that any animals involved in the meat production process are under 30 months of age at time of slaughter (in order to protect against disease) a. Limited vendors process meat according to these standards and

suitable options may only be marketed on specific days of the week

b. US Foodservice may not have product that upholds these standards and will have to utilize outside vendors i. Burger orders under these restrictions require a 3 week lead

period to find a suitable vendor and place the order

V. Absolute Constraints4 A. Customs

1. Most common customs-related problems: a. Misclassification b. Duties Higher than anticipated c. Customs Office wont clear the shipment to your

buyer/importer d. Customs office invoking health, sanitary, or safety issues

4 “Help With Trade Problems.” Export.gov. October 4, 2010. http://export.gov/tradeproblems.

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e. Labeling issues involving a certificate of origin, weight, ingredients, marks, etc.

f. Inadequate documentation provided by the exporter g. Issues involving the import or packing regulations of the

receiving country 2. Harmonized system and schedule B numbers

a. Harmonized System (HS) numbers are used to classify products for customs purposes. By international agreement, most countries recognize the same first 6 "harmonized" digits.

b. Schedule B System- classify exported products in the US i. Same as HS numbers as for the importing country’s

classification code ii. Must know both • Determine applicable import tariff rates, preferential tariff

under Free Trade Agreement • Schedule B needed to complete Shipper’s Export

Declaration • HS # needed when shipping documents

iii. U.S. Census Bureau Foreign Trade Division • Specialist in Non-Durable Goods 301-763-3484

B. Tariffs

1. A tariff (or duty, the words are used interchangeably) is a tax levied by governments on the value of imported products. Sales and state taxes, and in some instances customs fees, will often be levied as well. The tariff is assessed at the time of importation along with any other applicable taxes/fees. a. To get a duty rate, one needs to have the complete product

number (HS number and country-specific suffix) used by the importing country. Since this is sometimes difficult, companies can use the Schedule B number to approximate.

C. Import Licenses5

1. Import licenses will be issued for meat on the following conditions: a. USDA Meat & Poultry certificate of Wholesomeness required b. Bone-in beef not allowed into St. Lucia (only boneless beef

allowed) c. Poultry and Pork allowed upon proof that a certain percentage

was sourced locally

5 Clement, William. Corporate Contact- FedEX. Email correspondence. November 24, 2010.

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d. Invoices must be supplied 5 days and USDA certificates 3 days prior to shipment arrival into St. Lucia

2. Licenses cost EC$55.00 (USD$20.24) per application- which has to be paid directly to vendor broker by shipper or consignee

D. Seasonality of Fish

a. Lobster is the only seafood with a closed season E. Protectionist Ideals6 - clearance to import only granted if quantity

produced on island is not sufficient to meet demand 1. No importation of citrus fruit 2. No importation of honey 3. Restrictions on importation of Beer and Coca-Cola products

because there are bottling plants on the island 4. No restrictions on importation of dairy, dry goods or operating

supplies 5. Meat

a. Beef i. Only boneless beef

ii. Majority of beef comes from United States iii. Documentation of age of cattle and location of slaughter

required b. Chicken

i. Must purchase 20-40% from local suppliers F. Typically local wholesalers provide entire chickens rather than cuts,

which is less desirable for a resort

c. Pork i. Use local wholesalers to supply cuts that are available on

island d. Strict restrictions exist because St. Lucia does not have the

infrastructure to control outbreak if meat is contaminated.

VI. Flexible Constraints A. Freight Forwarder: An international freight forwarder is an agent for

the exporter in moving cargo to an overseas destination. Whether an exporter is large or small, the weight of the cargo light or heavy, a freight forwarder can take care of cargo from “dock to door,” thus freeing the exporter from dealing with many logistics-related details

1. Competitive Advantages

6 Vitalis, Eustace Chinie. Agricultural Economist. Phone interview. November 17, 2010.

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a. Current supply avenues to desired destination b. Shipment date guarantees c. High safety standards d. Volume Pricing

B. Customs Broker: acts as the importer’s agent and ensures that proper

duties, taxes, and documents are filed to satisfy legal requirements to enter goods into the sovereign stream of commerce. 1. Importer will sign a power of attorney that gives a customs broker

the right to speak for them in legal matters and in the customs clearing process.

2. If the custom’s broker should commit a fault and such that further imports are prohibited into a specific country, the ban falls on the importer and working through a new broker will not nullify the ban

3. Competitive Advantages- alleviates many burdens associated with clearing customs through their: a. Knowledge of document requirements b. Capability to file and send entry documents electronically c. Knowledge of duties and taxes across countries d. Network of contacts

Note: Many Freight Forwarders are associated with a customs brokerage department under the same corporate umbrella, the combination of services provided forms a trade network. Both CH Robinson and FedEX provide full trade network service.

VII. Safety Procedures

A. CH Robinson7

1. Temperature Control a. More food and beverage experience than any other provider b. Diverse range of customer relationships offers knowledge that

can be applied directly to each individual business c. A single point of contact for all temperature controlled

truckload and LTL shipments d. Full visibility to track and trace freight on their customer

website, CHRWonline e. 24/7 personal commitment to your freight

7 “Temp Controlled.” C.H. Robinson Worldwide, Inc. October 21, 2010. http://www.chrobinson.com/en/us/Freight%2DServices/Over%2DThe%2DRoad/Temp%2DControlled.

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f. Access to one of the largest pools of temperature controlled capacity in North America and Europe, including the aggregated equipment of small- to medium-sized refrigerated carriers, so they can quickly secure the equipment you need

2. Because CH Robinson started out as a produce company, and 50-60% of there revenue is still derived from the transport of produce, they hold safety as an utmost priority to ensure that superior food quality will be maintained.

B. FedEX upholds government and USDA standards.

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Interviews The following are interviews that pertained most directly to the legal and regulatory environment of St. Lucia. They are listed in order from earliest to latest since the timeline of the project helps explain the progression of questions asked to each interviewee.

Interview - FedEX (Bill Clement) Date & Time: 10/22/2010 3:00pm Attendees: Amanda Buss & Janaki Douillard Questions Answers 1. What is the difference between customs

broker’s service and freight forwarding?

Sometimes they are one in the same. FedEx is a closed loop system so they are not covered under separate authorities. This closed loop allows for expedited service. A Freight Forwarder is a 3rd Party that you signed a power of attorney with and then they are contacted to assist with warehousing and distribution.

2. Do you pick up product at distribution location or require drop off?

Determined when customer is set up and contract signed

3. Do you currently have a distribution channel to St. Lucia? Air and Sea?

Yes, by air and sea

4. When do you take ownership of products being shipped?

Determined when customer is set up and contract signed

5. What container size increments do you provide? At what price?

They provide 20’ or 40’ containers. Extended High Q. We need to determine if we can fill a container by ourselves. Also need to consider the cost tradeoff between frozen meat transport and storage as opposed to fresh overnight meat delivery with less storage requirements. Also provide refer containers, but much more expensive.

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6. How does FedEx stand out among the rest with regards to safety and maintaining the condition of perishable items?

It is all controlled, and they are licensed and regulated. FedEx’s standards will be uphold or exceed the government requirements. Bill Clement is going to provide us with a list of the food products they are capable of transporting to St. Lucia, both by sea and air.

7. Have you had experiences with rejected products? Which products?

Frozen meat because the paperwork was wrong so then it would take 3-4 days and the meat could spoil. This is usually due to incorrect documentation. Rejected products are the responsibility of the shippers and/or recipients, as they are the ones responsible for provided thorough and accurate paperwork.

8. Please provide any knowledge specific to St. Lucia tariffs for the above categories

a. Ken, who is the local St. Lucia contact, would need specific commodities to give us tariff information

b. Hotels are sometimes entitled to duty-free concessions, or they could be taxed more heavily.

c. The tariffs are discovered as a part of the broker relationship since they sign the power of attorney they are required to keep you informed of the changed in the entire legal/regulatory environment. When they sign the power of attorney they have more of a lawyer or retainer relationship with the client.

9. How do foreign tax structures affect costs of importing goods?

Tax is generated by sovereign country and determined as a percentage of the declared value of a product. There are differences in formal entry and informal entry. There will be an import tax on most food items and if there are any auxiliary charges they will be line items. There may be a value added tax.

10. What background information and resources do you use when making the cost estimates related to regulatory costs?

FedEx trade networks keep clients updated with changes in tax rates and tariffs of sovereign country, utilizing broad network of people domestically and across nations.

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11. What common bottlenecks occur in the customs process?

Sometimes there is are a series of agencies that need to check the products and one must happen before the other which lengthens the time in customs. Seafood.com has listings of helpful information. All documentation must be correct and there must be an original copy accompanying the shipment. As long as paperwork is correct, items should clear within 1 day.

12. Since the USDA inspects products before they are shipped, does this expedite the process of clearing foreign customs (St. Lucia)?

Clearing foreign customs is entirely dependent on the documentation that is with the shipments, all of the legal matters must be complete before the process can begin. This is the shipper’s responsibility and they must be sure to have accurate Health Certificates and Sanitation Certificates, etc. Bill Clement told us that he will provide us with the information on which certificates are required for St. Lucia

13. Do you provide tracking capabilities? The record will indicate the date the container was put on the vessel, an expected delivery date, and pick up again once the container reaches receiving port. There is no visibility once the container has set out on the ocean. FedEx only guarantees shipment within a certain timeframe for express air shipments.

14. In the past, have you coordinated leaving a container at a location for a period of time so your customer can use it as a type of temporary storage in high seasons? How much might something like that cost?

They will need to look at zoning regulations to see if St. Lucia will allow on-site containers. This set-up has a daily, weekly, or monthly pricing that Bill Clement will email to us.

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Interview - CH Robinson (Brandon Workman and James Dockery-Johnson) Date & Time: 10/28/2010 3:00pm Attendees: Amanda Buss Questions Answers 1. What is the difference between customs

broker’s service and freight forwarding?

a. Freight Forwarder is a third party that arranges transportation directly with asset-based providers

b. A customs Broker acts as the importers agent, requiring a signed power of attorney, and ensures that proper duties, tariffs and documents are filled to satisfy importers legal requirements to enter goods into the stream of commerce

2. Which do you provide?

Both, would probably take on more of an advisory role for St. Lucia

3. Do you currently have a distribution channel to St. Lucia? Air and Sea?

a. Yes, but St. Lucia along with all the other OECS (Organization of Eastern Caribbean States) is a very capacity constrained region. Each island normally has only 3-5 providers in most verticals (ie wholesale, retail, etc)

b. CH Robinson does not have any contacts on the island of St. Lucia proper, nor do they currently ship to that island at this time.

4. When do you take ownership of products

being shipped?

Custodial ownership depends on mode and relationship

5. What container size increments do you provide? At what price?

a. The provide FCL and LCL (Full Container loads, less than container loads: partial or single pallets)

b. Would more than likely be sharing containers with competitors, which can impose a new set of problems.

c. Rate is dependent on business relationship and type. Most customers have 30 day credit terms.

d. Ocean rates are set pricing lists.

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6. How does CH Robinson stand out among the rest with regards to safety and maintaining the condition of perishable items?

CH Robinson’s background is in produce, 50-60% of revenue come from moving food and beverage products. They are very sensitive to food safety.

7. Please provide any knowledge specific to St. Lucia tariffs for the above categories

a. Tariffs in St. Lucia are between 0-40% depending on commodity. Fresh meat is much more regulated than frozen and will absolutely require a licensed customs broker to file paperwork correctly and provide accurate regulatory information.

b. Customs broker would complete customs documents, itemized by commodity and quantity.

8. How do foreign tax structures affect costs

of importing goods?

Import Taxes are structured like tariffs and will be higher for products that are readily available on the island.

9. What background information and resources do you use when making the cost estimates related to regulatory costs?

Licensed customs brokers have access to hard and soft resources not readily available to the public because of their complexity. This information requires extensive training to understand and apply correctly.

10. What common bottlenecks occur in the customs process?

a. Bottlenecks usually due to documentation

b. First step- File Entry: notify that body (government) that you plan on entering goods into their country. Important because there are Caps on certain items and need approval to even send items. File entry before the order physically crosses port waters.

c. Once the file entry goes through, shipper has 10 days to file customs entry documents and pay duties and taxes. Entry documents can only be filed once order has crossed port waters.

d. Customs brokers can electronically file all documents

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11. Since the USDA inspects products before they are shipped, does this expedite the process of clearing foreign customs (St. Lucia)?

No this is a required step of the process and each nation has their own set of policies. USDA is benchmark, but further inspection will ensue regardless of passing USDA standards.

12. Do you provide tracking capabilities? a. Yes, can currently track steam ship and other modes of transport via separate systems.

b. In the 2nd year of a 4-year roll-out process of merging the two systems, so that complete transport route can be tracked via one streamline GUI.

13. What is your estimate for number of days

for transport from Miami to St. Lucia “dock to door”?

a. About 15 days b. There is only one steam ship line that

services St. Lucia, timing will be the same across competitors

14. Do you deliver the products to the physical door? Or picked up at port?

Both. Will want to find out how the island works, some trucking companies have a power over others in many instances and saving money will not necessarily save time.

15. Does CH Robinson provide its own

brokerage system? Does this impose additional fees?

a. Customs brokerage is a flat rate, all fees are based on transactions

b. Volume pricing will be applied to freight forwarding tasks

16. Can you provide any additional resources

for our general understanding of the regulatory environment related to importing F&B products to St. Lucia?

a. FTA- look up their relationship with Caribbean nations

b. US Customs and Border Control, to understand variation in policy even across ports within a developed nation

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As-Is Supply Chain

Summary

Though research into the current food and beverage supply chain for The

Landings St. Lucia was a very long and arduous process, after much toil we gained a

clear picture of the restraints in which the resort operates, in addition to some clarity

into the resort’s own food and beverage supply chain. Research revealed that The

Landings sources all of its goods on island, and does not utilize any of Vail Resort’s

corporate partnerships. Though government regulations restrict numerous products

from importation, the real factor limiting international procurement was The

Landings lack of volume. Stark changes in occupancy at the resort between peak and

low seasons created numerous challenges in forecasting, an essential component

needed in properly calculating international orders. In addition, the resort lacks the

necessary storage capacity to accommodate large product orders.

Further investigation into The Landings five main vendors revealed that after

meeting quota requirements, the companies were importing the majority of the

products from abroad, and passing on the transportation and customs costs to their

clients. Accordingly, research was conducted into the cost of sourcing similar

products to those currently used at the resort from US Foodservice, Vail Resort’s

main food supplier. To adequately compare the costs, we researched two methods of

transporting the goods as well as the customs fees associated with the corresponding

products. Analysis of the costs revealed that international procurement is not

currently a cost-effective option.

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Research Document I. The Landings St. Lucia Background8

A. Location and Resort Information 1. Rodney Bay, Gros Islet St. Lucia, West Indies 2. 200 condos and villas 3. Private marina 4. Three in-house restaurants

B. Occupancy 1. Peak: Christmas - March/April 2. Slow: August – September (hurricane season) 3. Hot Season: May – August 4. Ideal rental pool of 80-90 rooms 5. Currently have 44 rooms signed for December, and budgeted

for 70-80 6. Buy-out during January and July

C. Suppliers 1. All local vendors 2. Higher cost on imported goods 3. Do not use any third party logistics in procurement 4. Meat quality questionable 5. Main vendors

a. Brydens: dry goods, liquor, frozen b. Peter and Company: dry goods, liquor, frozen c. Admac: diary d. Crown Foods: frozen e. J. A. Foods: dry goods, frozen

6. No current issues with local suppliers 7. Forecasting used in high season 8. Lean times during high season are next day

D. Storage9 1. Limited storage at resort 2. Dependent upon weekly deliveries 3. Possibility of paying for a container to be left on-site to

compensate for storage limitations; built on-site storage in future

8 Smock, Adam. Food and Beverage Manager- The Landings St. Lucia. Phone interview. October 25, 2010. 9 DeLouise, Thomas. Corporate Director of Operations- Vail Resorts. Phone interview. October 15, 2010.

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II. Vendors A. Brydens10

1. Service Antigua, Barbados, Grenada, Guyana and St. Lucia 2. Headquartered in Bois D’Orange, Barbados 3. Annual sales of $49 million 4. Industries: automotive, liquor, food and beverage, hardware,

house hold goods, personal care, pharmaceuticals, tobacco 5. Source countries for products

a. Food products: Trinidad b. Wines: Italy, Chile, France c. Tobacco: Trinidad d. Frozen foods: United States, United Kingdom, New

Zealand e. Dry Goods: United States

B. Peter and Company11 1. Company owned by Goddard and Sons 2. Service Barbados and St. Lucia 3. Headquartered in St. Lucia 4. Distribution center in Castries 5. Products: dry goods, frozen, household goods, liquor

C. Admac 12 1. Service and headquartered in St. Lucia 2. Distribution center in Castries, St. Lucia 3. Deliver goods to resort by truck 4. Products: dairy, fresh fish, meat, coffee, dry goods

D. Crown Foods13 1. Service and headquartered in St. Lucia 2. Distribution center in Gros Islet, St. Lucia 3. Deliver goods to resort by truck 4. Products: wide range of meat products, dairy, vegetables, fruit,

pasta, pastries, desserts

10 Regis, Glenroy. Chief Financial Controller- Brydens. Email correspondence. November 17, 2010 11 “Peter & Company Ltd.” Goddard Enterprises Ltd. November 2, 2010. http://www.goddardenterprisesltd.com/in_co__.cfm?com=43. 12 “Provisioning - Specialist.” Superyacht Services Guide to the Caribbean. November 2, 2010. http://www.superyachtservicesguide.com/caribbean10/st.lucia/stl-provisiongSpec.html 13 “Our Products.” Crown Foods Ltd. November 2, 2010. http://crownfoodsstlucia.com/products-page.

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III. St. Lucian Hospitality Industry14 A. Caribbean region spends $10 billion annually importing food goods B. Most products on the island are imported, but duties are levied on all

third-party imports as well C. Resorts must be conscious of which vendors they buy from, as

crossing the wrong vendor can lead to being cut off completely 1. Large issue of timely payment with vendors

D. Link between agricultural sector and hospitality industry 1. Imported agricultural goods can be produced locally 2. Desire to reduce import bill and stimulate domestic economy

a. Generate interest in local food production by illustrating cost savings to hospitality sector

b. Concern over reliability and consistency in ability to produce goods locally

E. Key produce consumed in hotel industry 1. Fruits

a. Melons: honeydew, cantaloupe, watermelon b. Pineapples

2. Vegetables a. Romaine lettuce b. Tomatoes c. Cabbage: red and green d. Squash e. Zucchini

F. Growth of local agricultural industry 1. Sandals Resorts created a production schedule of items that can

be grown on-island after determination of unrealized potential in local production.

2. Realized cost savings of $1 million in first year of buying produce locally

3. Realization of huge cost savings drove demand for local produce a. Longer shelf life b. Fresher c. No storage costs

4. Today, strict protectionist practices exist to protect the industry

14 Vitalis, Eustace Chinie. Agricultural Economist- Sandals Resort. Phone interview. November 17, 2010

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Interviews The following are interviews that pertained most directly to the current ‘as-is’ environment of The Landings St. Lucia. They are listed in order from earliest to latest since the timeline of the project helps explain the progression of questions asked to each interviewee.

Interview – Nick Hagel, Vail Resorts Senior Manager-Procurement Date & Time: 10/19/10 2:30pm Attendees: Ellen Hammock Questions Answers 1. Please list your main

suppliers for all of the categories.

• Cheese: DCI (organic producer) • Coffee: Starbucks • Dry Goods: US Foods • Frozen: US Foods • Milk and ice cream: Robinson Dairy • Meat: US Foods • Prepared Goods: US Foods • Produce: US Foods • Seafood: Seattle Fish

2. How were these suppliers selected? Convenience? Price? Accessibility of goods? Please specify for each category.

Broadline Distribution • Select suppliers to leverage spend • Use of same suppliers throughout supply chain

creates continuity and consistency • Establishment of controls and compliance

3. What is the seasonality of the resorts?

Peak: Thanksgiving, Christmas – Easter • Deliveries daily during peak • Pricing programs established in fall to lock in

prices for winter Mud season: spring

4. What is your protocol for goods that are not up to code/health standards?

• File claim with U.S. Foods domestically • St. Lucia: claim filed with freight forwarder • CH Robinson offers insurance on goods • Use air shipping more than ocean freight in

distribution to St. Lucia 5. Have you experienced

any distribution bottlenecks getting goods to the resorts? If so, how were they remedied?

• Chef determines the menu, and thus all products that need to be ordered. Need to first establish practices and controls with chef

• Create standards for foods that US Foods or other distributor can follow

• Monitor weather: path closures in Colorado, hurricanes in St. Lucia

• Increase storage

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Interview – Conference Call with Thomas DeLouise and Nick Hagel Date & Time: 10/26/10 10:00-11:00am Attendees: Ellen Hammock & Janaki Douillard Questions Answers 1. What does this project

need to do for it to be successful in your eyes?

The end result of this project is to create a roadmap that can be followed when implementing a food and beverage supply chain at a new resort. This data will include what products can be sourced on an island and which will need to be imported, as well as the regulation and taxation that is applicable on the island.

2. What has been/is your involvement with St. Lucia?

St. Lucia is all about being politically correct and building relationships. You have to be conscientious of suppliers and buying local. The citizens are very nationalistic and have stringent protectionist practices. You have to make sure not to cross the wrong supplier or they will cut you off. Most of the products on the island are imported, but duties are levied on all third-party imports. There is very little storage at the resort. We are currently considering leaving containers on site, but additional storage is not in operation today. Freight is the cheapest option for getting products to the island, costing $4000 a container. Tropical Shipping (I believe) is the current freight forwarder. Amijet is another option, but costs are based on weight resulting in much higher expenditures. St. Lucia is also extremely seasonal. Peak season is December to April or May, and slow season is August to September (hurricane season). Slow season is characterized by single digit occupancy. May-August is also slow because of the extreme heat and humidity on the island.

During peak season, containers do not go in more than once a week. The Landings currently sources most of its products locally, which are more expensive and can be of a lower caliber, especially meat.

3. What will happen if we move away from local products in an attempt to acquire lower cost, higher quality products?

There will be backlash from the local producers. St. Lucia is extremely political and we will have to be very careful in negotiating which products we will and will not source from them.

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4. Could you please get me in contact with the F&B Manager at Tempo Miami, or their purchasing manager to discuss specifics of their supply chain?

Tempo Miami is in a transition period and its supply chain is subject to change. Nick Hagel will arrange a meeting to walk through one of the Colorado resorts food and beverage supply chains.

5. Pat Pascal has been unresponsive thus far. Do you have any other means of contacting her?

A conference call between Adam Smock (F&B Director), Pat Pascal (Executive Chef), Thomas DeLouise (Corporate Director of Operations) and Ellen Hammock will be scheduled for next week to discuss the suppliers and products used at The Landings, in addition to which suppliers are absolute constraints moving forward.

6. How would you prefer to be contacted in the future, especially with regard to time-sensitive material?

Email is the best way of getting a hold of Thomas DeLouise.

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Interview- Glenroy Regis- Chief Financial Controller with Brydens Date & Time: 11/16/10 9:00am

Attendees: Mileta Gebre-Michael

Questions Answers

1. What is the breadth of products you could provide?

Foodstuff, spirits, wines, tobacco, frozen food

2. Where are these products sourced? Are these products imported and from where? (Please specify by each product category i.e. operating supplies, dry goods, frozen, meat, etc)

Trinidad-Food stuffs Wines: Italy, Chile, France Tobacco Trinidad Frozen Foods- USA,UK, New Zealand Dry Goods-USA

3. Is there a mark up fee for each product category? If so how much?

Yes

4. How are the goods transported from their origins to St Lucia?

Mainly containers

5. How are these goods transported from the port at St. Lucia to the Landing Resort?

We have our own fleet of vehicles (30)

6. What are the costs associated with getting the products through customs, transportation, shipping etc?

Duties, container charges, de-stuffing charges, transportation.

7. How often are orders placed? We formalized ordering systems that factors sales, lead time etc.

8. Where is Brydens headquartered? Where are your distribution centers located?

Bois D’Orange in the north of the island

9. How is safety and quality of products ensured?

We have standards

10. Do you have a sales report breakdown by volume for each product category for The Landing at St. Lucia? If so please provide a soft copy as well as a product price list.

Unwilling to send

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Interview - Eustace Chinie Vitalis Date & Time: 11/17/10 2:00pm Attendees: Ellen Hammock & Mileta Gebre-Michael Questions Answers 1. Can you give us

some background on your experience with Sandals?

1. Agricultural Economist 2. Link between agricultural sector and tourism

a. Imported goods can be produced locally; substituted or produced on island

b. Reduce import bill 3. Payment to farmers major issue; require timely

payment 4. Reliability and consistency of goods issue in

Caribbean 2. What type of foods

can be produced more cheaply on island?

a. Create production schedule for items that can be grown on island

a. Fruits: melons, pineapples b. Vegetables: romaine lettuce, tomatoes,

cabbage (red and green), squashes b. Saved $1 million in the first year producing the

above goods on island c. Created demand for local produce

a. Longer shelf life b. Fresher c. No storage costs

3. Could you discuss the importation process for goods that cannot be produced on island?

1. Provide list of desired import items to Ministry of Agriculture

2. Send list to suppliers in US if receive approval 3. US supplier states whether they can or cannot ship

that specific good (i.e. cut of meat) to St. Lucia 4. What type of policies

govern this? Importation is more or less a gentleman’s agreement • File with marketing department of Ministry of

Agriculture for import license • Only get clearance to import if quantity produced

on island is not sufficient to meet demand • No formal contracts exist binding farmers to users

(resorts); farmers always look for best price

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4. Could you elaborate on the process of importation?

1. Caribbean spends $10 billion annually importing food goods

2. Not self-sufficient in producing diary products or meat

a. Cheaper to import meat b. No restrictions on the importation of diary

products 3. Restrictions

a. Lobster only seafood with a closed season b. Cannot import citrus fruits c. Cannot import honey d. Restrictions on importation of beer and

Coca-Cola because bottling plants on island e. No restrictions importation of dairy, dry

goods or operating supplies f. Beef

• Only boneless beef • Most comes from United States • Need documentation of age of beef and

location of slaughter g. Chicken

• Have to purchase 20-40% from local suppliers

• Typically local wholesalers only provide whole chicken, not cuts, which resorts do not demand

h. Pork • Do not have facilities to supply all cuts

on island • Use local wholesalers to source specific

cuts i. Restrictions exist because do not have

infrastructure to control outbreak if meat is contaminated

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Competitor Analysis

Summary

The Caribbean is one of the most visited vacation destinations due to its

beautiful beaches, remote location, and warm climate. Tourism constitutes the

majority of island nations’ GDP, and successful generation of revenue in this region

is attributed to the ability to manage the volatile inflow of travelers, a byproduct of

drastic changes in weather throughout the year. Resorts that focus their efforts on

creating a competitive advantage by reducing costs through logistics and supply

chain management prove most successful. The most effective way of reducing supply

chain costs is to collaborate with suppliers, necessitating effective and timely

communication, as well as vamping up strategic planning to utilize just-in-time

purchasing. The information pulled from academic journals, articles, as well as

interviews with contacts at world-renowned resorts offers valuable insight into this

arena.

Our research shows that utilizing a forecasting model that incorporates

occupancy, as well as historical data, increases the accuracy of purchasing

predictions. Cost deduction is achieved by only purchasing the amount of product to

be consumed within specific time intervals, reducing waste product. This cost

reduction allows resorts to focus on ensuring the procurement of the highest quality

products at the lowest price. Reducing order costs by increasing quantity of products

ordered and decreasing the frequency of orders distinguishes the elite resorts from the

competition.

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Research Document I. Competitor Environment

A. Leading Industry: Tourism15

1. 5xs number of resorts, restaurants & bars 2. Not enough of local population

B. 9/11

1. Huge decrease in tourists 2. Leverage costs

C. Business Environments

1. Major Economies: Jamaica, Dominican Republic, Trinidad & Tobago, St. Lucia, St. Kitts & Nevis

2. Caribbean Tourism Organization: data rich with updated statistics a. http://www.onecaribbean.org/error.aspx?statusCode=500

3. Caribbean Hotel Association: organizes major players in hospitality a. http://www.caribbeantravel.com/

II. Doing Business in the Caribbean

A. Overview16

1. Thousands of islands 2. 5 colonial masters with distinct languages 3. Disparate legal systems 4. Different levels of development 5. Thousands of square miles of open sea

B. CARICOM

1. 32 members 2. Caribbean free trade bloc and principal voice 3. Organized to set foreign investment, energy, tourism &

agriculture dollars C. US-Side Advocates

1. U.S. Commercial Service aims to place U.S. exporters in Caribbean Markets

2. Compile market research, events & business matching

15 “Caribbean Living and Lifestyles.” Caribbean Property Magazine. http://www.caribpro.com/Caribbean_Property_Magazine/index.php?pageid=313 16 .Brown, Greg. “Guide to doing Business in the Caribbean.” Business.com. http://www.business.com/guides/doing-business-in-the-caribbean-1055/

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D. Free Trade Advantage

1. DR CAfta trade deal easier to sell into Dominican Republic 2. Foreign Investments heavily attracted in large economy

countries.

III. Hotels & Resort: Food & Beverage A. Forecasting

1. Yield/Revenue Management a. Help hotels decide on most profitable mix of transient

business b. Can increase revenue

i. Airline industry increased 0.5-3.0%17 ii. 10-11% increase in 34 out of 41 hotel food and

beverage outlets 2. Dimensions:

a. Reservation Arrival b. Occupancy c. Historical data

3. Benefits a. Leverage Costs

i. Purchasing ii. Kitchen staff preparation iii. Labor costs

b. If occupancy is down during a low season- leverage costs with appealing to locals

4. Forecast examples18 a. Total number of arrivals for a day and then break that

number into length of stay and rtae classes using historical proportions

b. Forecast the total number of arrivals for a particular day in each rate class, and then break that number into lengths of stay using historical proportions

17 Weatherford, Larry R. “A comparison of forecasting methods for hotel revenue management. International Journal of Corecasting. Volume 19 (3) July-Setpember 2003. Pgs. 401-415 18 Thompson, Gary M. “Revene Management Forecasting Aggregation Analysis Tool”. The center for Hospitality Research. Cornell University School of Hotel Administration. http://www.hotelschool.cornell.edu/research/chr/pubs/tools/tooldetails-15093.html

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c. Forecast total number of arrivals for a given day in each length of stay and then break that number into rate classes using historical proportions

d. Independent forecasts of total number of arrivals for a day for each length of stay and rate class.

B. Storage

1. Inventory significant effects on profit reporting & asset valuations19 a. Directly affect cash flow, production levels, & customer

service b. Inventory turnover ratio:

i. High- not buying enough stock ii. Low- buying too much and sinking cash into expense

2. Manager must apply dollar amount to stored goods to a dollar figure a. Costs incurred b. Waste & inefficiency of discarded food

C. Cold Storage

1. Risk of Food poisoning & food spoilage a. Cold Chain20 b. Temperature-controlled supply chain: uninterrupted series

of storage and distribution that maintain a given temperature range

c. Used to help extend and ensure shelf life of products such as fresh agricultural produce, frozen

d. Global temperatures and climate change increase—cold units drastically affected

e. Further prevent food born illness 2. Temperatures 21: 2-5

a. Freeze Point: 0 degrees Celsius b. Cold Storage: 8 degrees c. Room Temperature: 25

D. Quick Facts

1. Economics of Food Preservation 19 Ojugo, Clement. Practical Food & Beverage Cost Control. 2nd Edition. NY. 2010 20 A.R. Trott, T. Welch. “Refrigeration of foods. Cold storage practice.” Refrigeration and Air Conditioning, (Third Edition), 2000, Pages 162-169. 21 Li Guo, Ying Ma, Da-Wen Sun, Peng Wang. “Effects of controlled freezing-point storage at 0 °C on quality of green bean as compared with cold and room-temperature storages.” Journal of Food Engineering, Volume 86, Issue 1, May 2008, Pages 25-29.

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a. Produce & Ingredients b. Equipment & supplies c. Fuel consumption d. Capital outlays e. Time & energy f. Cost of Similar food preserved commercially g. Large capital outlays

2. Freezing Costs a. Benefits

i. Simple to do ii. Keeps food more like fresh produce

b. Disadvantage i. Cost to buy and operate a freezer

• Divide over 20 years if new vs 9 used • Lost interest on cash outlay for freezer • Maintenance & repair • Electricity needed to reach and maintain 0

degrees F • Packaging materials • Water & fuel to prepare food for freezing • Added ingredients (sugar or ant darkening

agents) ii. US DEPARTMENT OF AGRICULTURE

E. Shelf Life of Goods

Product Refrigerator (40 °F) Freezer (0 °F)

Eggs

Fresh, in shell 3 to 5 weeks Don't freeze

Hardcooked 1 week Don't freeze well

Hot dogs & Luncheon Meats

Hot dogs, opened package

Unopened package

1 week

2 weeks

1 to 2 months

1 to 2 months

Luncheon meats, opened package

Unopened package

3 to 5 days

2 weeks

1 to 2 months

1 to 2 months

Bacon & Sausage

Bacon 7 days 1 month

Sausage, raw from chicken, turkey, pork, beef 1 to 2 days 1 to 2 months

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Ham

Ham, fully-cooked vacuum sealed at plant, undated, unopened 2 weeks 1 to 2 months

Ham, fully-cooked, whole 7 days 1 to 2 months

Hamburger, Ground & Stew Meat

Hamburger & stew meat; Ground turkey, veal, pork, lamb & mixtures of them 1 to 2 days 3 to 4 months

Fresh Beef, Veal, Lamb, Pork

Steaks 3 to 5 days 6 to 12 months

Chops 3 to 5 days 4 to 6 months

Roasts 3 to 5 days 4 to 12 months

Soup & Stews

Vegetable or meat added 3 to 4 days 2 to 3 months

Meat Leftovers

Cooked meat and meat casseroles 3 to 4 days 2 to 3 months

Gravy and meat broth 1 to 2 days 2 to 3 months

Fresh Poultry

Chicken or turkey, whole 1 to 2 days 1 year

Chicken or turkey, pieces 1 to 2 days 9 months

Cooked Poultry

Fried chicken 3 to 4 days 4 months

Pieces, plain 3 to 4 days 4 months

Chicken nuggets, patties 1 to 2 days 1 to 3 months

Pizza

Pizza 3 to 4 days 1 to 2 months

Stuffing

Stuffing-cooked 3 to 4 days 1 month

Beverages, Fruit

Juices in cartons, fruit drinks, punch 3 weeks unopened 7 to 10 days opened

8 to 12 months

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22

F. Purchasing Process

1. Acquisition of appropriate goods and or services a the best possible total cost of ownership

2. Documentations ensures best practice and regulatory authority rules are compiled closely

3. Adapt to meet requirements of Caribbean 4. Minimize fraud and open competition

22 “Cold Storage Chart.” U.S. Deparment of Agriculture and the US food and Drug Administration. http://www.plasticsinfo.org/s_plasticsinfo/sec_level4_alt.asp?CID=577&DID=2335.

Fish

Lean fish (cod, flounder, haddock, sole, etc.) 1 to 2 days 6 months

Fatty fish (bluefish, mackerel, salmon, etc.) 1 to 2 days 2 to 3 months

Cooked fish 3 to 4 days 4 to 6 months

Smoked fish 14 days or date on vacuum package

2 months in vacuum package

Shellfish

Shrimp, scallops, crayfish, squid, shucked clams, mussels and oysters

1 to 2 days 3 to 6 months

Live clams, mussels, crab, lobster and oysters 2 to 3 days 2 to 3 months

Cooked shellfish 3 to 4 days 3 months

Dairy

Butter 1 to 3 months 6 to 9 months

Cheese, Hard (such as Cheddar, Swiss) 6 months, unopened 3 to 4 weeks, opened

6 months

Cheese, Soft (such as Brie, Bel Paese) 1 week 6 months

Cottage Cheese, Ricotta 1 week Doesn't freeze well

Cream Cheese 2 weeks Doesn't freeze well

Margarine 4 to 5 months 12 months

Milk 7 days 3 months

Sour cream 7 to 21 days Doesn't freeze

Yogurt 7 to 14 days 1 to 2 months

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5. Decisions include: a. Delivery & handling b. Marginal benefit c. Price fluctuations d. Cost benefit analysis & cost utility analysis e. Level of risk

6. Systems a. Just In Time

i. Timing purchases of consumables so as to keep inventory costs low

ii. Framework agreement setting terms & price created between supplier and purchaser

b. Bidding i. Depending on policy or legal requirements: quotes

from multiple vendors ii. Prepare supply, expediting, shipment, delivery &

payment base don contract

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Interviews The following are interviews that pertained most directly to the competitive environment of the Landings St. Lucia. They are listed in order from earliest to latest since the timeline of the project helps explain the progression of questions asked to each interviewee.

Interview - The Ritz-Carlton, Denver Executive Chef: Justin Fields Date & Time: 10/26/10 7:30-8:00am Attendees: Mileta Gebre-Michael Questions Answers 1. Ownership? 1. Ritz Carlton manages property

2. Operate with approved vendors based off: a. Contracts b. Volume based discounts c. Lowest shipping and freight costs

2. Forecasting? 2. All volumes based on forecasting

3. Factors: a. Percentage of occupancy within the hotel

a. 220 rooms with 2 people per room b. Days of the week- Friday & Saturday higher traffic c. Seasonal Times

a. Peak: July to mid-November i. 81% Occupancy drops to 40%

b. Late November to January i. 50-60% occupancy

d. Banquets e. City wide events

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3. Product Categories?

1. Dairy a. Vendor: Leeds Robinson Dairy

i. Handles 80% of orders ii. Amount: 400-500 lbs per order

a. 4-5 cases of butter b. 4 cases of milk

iii. Ordered and Delivered 3 times a week b. Vendor: Shamrock

i. Handles 20% of orders ii. Amount: 50-100 lbs

a. Specialty cheeses iii. 4 times a week

2. Meat c. Vendor: K&M Meat brokers

i. All steaks come from same ranch a. Prime prices for meat—company

finds best prices b. Specifications—prime meat

ii. US Inspector on hand iii. Amount: 800-1000 lbs per order iv. Ordered and Delivered 3 times a week

3. Seafood d. Vendor: North East Food

i. Amount: 25 lbs ii. 6 days a week

a. Keep 2 days in house b. If wanted specialty fish from

Hawaii—ship fish over night i. 40% of cost of fish was

shipping 4. Produce

e. Vendor: Shamrock- Freshpoint i. Handles 95% of orders ii. Amount: 800 lbs per order iii. Delivered and ordered 4x’s

f. Vendor: Fresh Guys- i. Amount: 5% ii. Small/ Specialty Items i.e. Asian fruits iii. Maybe 1 a week

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SWOT Analysis Food and Beverage at the Landings St. Lucia

Strengths

‐ Both the Beach Club and the Palms are RockResort caliber restaurants that incorporate RockResorts’ environmental sustainability model by sourcing produce and fresh fish locally.

‐ The Beach Club is an open-air restaurant with the best views of Rodney Bay and the private Landings beach.

‐ The Landings has a strong culinary team. Recently, they were awarded Best Presentation at St. Lucia’s Rhythm and Spice Festival. Also the Landing’s Sous Chef Gilrey Samuel, as a part of St. Lucia’s national team, brought home the bronze medal at CHTA’s Taste of the Caribbean event.

Weaknesses

‐ Lack of visibility with Vail Resorts headquarters. The Landings is potentially losing money by not taking advantage of their corporate partners, analysis capabilities, and capital investment for growth opportunities.

‐ There is little standardization of the food and beverage supply chain, which if utilized, would allow for easy scalability to newly developing food and beverage processes at other Caribbean RockResorts.

Strengths • RockResort caliber • Choice views & private beach • Culinary awards

Weaknesses • Lack of visibility • No logistics standardization • No standard forecasting model • Little Storage • No formal purchasing process

Opportunities • Fresh meats • Economies of scale via importation

Threats • Protective economy • Legal and regulatory restrictions • Remoteness of the island

SWOT Analysis

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‐ Standard forecasting has yet to be perfected given how recently the food and beverage operations began.

‐ There is very limited storage at The Landings. If they take advantage of economies of scale in the future and import their own products, they will also have to purchase a container to stay on site as additional storage, cutting into the profit margin that importing would provide.

‐ There is no known formal purchasing process in effect at The Landings currently, and they appear to order as needed from the local suppliers. This ties back to the lack of storage, forecasting and standardization.

Opportunities

‐ Bring in fresh meats due to poor quality of meat on island. This could in turn be a competitive advantage in the resort restaurant genre.

‐ Source meats, dry goods and operating supplies from US Foods to take advantage of economies of scale.

Threats

‐ Local suppliers have been known to implement tying agreements where they force certain foods to be sourced locally or else the local supplier will cut the Resort off entirely.

‐ Importing products to St. Lucia can be very difficult given the quotas, food restrictions, food safety regulations and limited existing shipping lanes to St. Lucia.

‐ St. Lucia is such a remote island that not only is getting food and supplies to the island a unique problem but being on an island, the Landings is more prone to hurricanes and the effects of detrimental weather than are the Colorado resorts.

Strategy The Landings at St. Lucia’s Food and Beverage sector appears to be employing a focused differentiation strategy since they are promoting a unique product to obtain a competitive advantage in a narrowed market. In this instance, the unique product is their luxury RockResorts standard restaurant experience that is targeted at the specific market of the yachting community.

57

Cost-Benefit Analysis Aaron Rubinstein provided us with a cost analysis spreadsheet comparing the St. Lucia vendor prices to the US Foodservice prices. Given this spreadsheet we were able to add the freight information and customs fees information we had collected through our research. These spreadsheets are quite large and complex and are therefore not imbedded as tables into this document and instead have hyperlinks to the full document below and can also be found in the appendix in large printouts. Original Spreadsheet Two major comparisons were run with this spreadsheet. The first took a sampling of this data and compared 2 foods from each category given airfreight prices quoted for us by FedEx Express. FedEx Express vs. Local Vendor Pricing As the chart shows, the freight cost through FedEx Express is too high to be anywhere close to cost effective. The second major comparison looked across all three sourcing methods that the Landings St. Lucia would be able to employ: local vendors, ocean containers, and airfreight. Sourcing Methods Comparison Once again, we see airfreight prices skyrocketing, but the really interesting data here is how the container costs and the local vendor prices are so close. The local vendor prices appear to only be beating the container prices by about 6%. This is until we remember that this chart was run from approximately a full year’s worth of data. Keeping that in mind, we can deduce that over a year the Landings St. Lucia only has the volume to fill about 25% of a container and even at 25% the prices are competitive to the local vendors. The last piece of information that needs to be considered is the lack of storage at the Landings St. Lucia and their current ability to only store enough for weekly intervals. To make shipments via containers worthwhile we should be aiming for monthly shipments, which is obviously going to require more storage. Research into local freight forwarders may prove cost effective to ship via container if they are willing to price partial loads. If this becomes an option, then the various options for increasing storage space could then be looked into.

58

Recommendations

Roadmap

59

60

S

Research

61

Supporting Research Freight Forwarding Figures Supplied by FedEx Ocean Containers Quote # 10-0575

Container Dimensions (Inches)

Maximum Weight (Pounds)

Cost (Miami to St. Lucia)

20’ std 234 x 92 x 96 35,000 $3,050.00 40’ std 474 x 92 x 96 45,000 $4,050.00

I. Rate for 40’ operating refer container from Miami to St. Lucia: $5,650.00

i. FedEx has since stated that they have “exhausted all FedEx Trade Networks options to deliver Frozen Meat from Port of Miami using Ocean Reefer Container and do not have any options to provide.” (Clement, William. November 19,2010)

II. Temperature controlled packaging: no additional charges for packaging meat products being shipped in ocean containers

Air Express Figures Temperature Controlled Packaging Rates Supplied by FedEx Supplied by US Foodservice Air Express Shipments Note: The net rate sheets presented in this document are based on customer's discounts effective on 11/15/2010. The net rate sheets presented in this document are for your convenience only and are not intended to be a agreement or part of a agreement. Actual net rates may vary due to changes in customer's shipping pattern that affects the revenue thresholds used in the rate calculations. The customer may have additional pricing features on the agreement that is not captured in the net rates calculations presented in this document. Please review your agreement for complete details or contact your Account Executive for more information. I. St. Lucia falls under column I for delivery rates (as highlighted in tables below) II. Temperature controlled packaging for air freight:

i. $98.00 minimum ii. $1.13/lb fee iii. $0.59/fuel surcharge iv. $0.06/security fee v. $1.78/lb total vi. An additional $25.00 documentation fee

62

Express International Export Rates: Export Non-Freight & International Freight Priority

Weight (in Lbs)

Zone -A

Zone -B

Zone -C

Zone -D

Zone -E

Zone -F

Zone -G

Zone -H

Zone -I

Zone -J

Zone -K

Zone -L

Zone -M

Zone -N

Zone -O

FedEx Envelope $22.15 $22.80 $22.80 $26.55 $26.55 $26.55 $26.55 $29.50 $26.55 $31.00 $41.30 $41.30 $59.05 $31.00 $41.30 FedEx 1 Lb Pak $26.95 $27.60 $27.60 $33.90 $33.90 $33.90 $33.90 $39.80 $33.90 $36.90 $41.30 $41.30 $67.95 $36.90 $41.30

FedEx 2 Lbs Pak 26.95 27.6 27.6 33.9 33.9 33.9 33.9 39.8 33.9 36.9 41.3 41.3 67.95 36.9 41.3

1 $31.00 $31.65 $31.65 $39.15 $39.15 $39.15 $39.15 $48.70 $41.30 $47.30 #### $53.20 $76.85 $47.30 $53.20

2 31 31.65 31.65 39.15 39.15 39.15 39.15 48.7 41.3 47.3 53.2 53.2 76.85 47.3 53.2

3 31 31.65 31.65 39.15 39.15 39.15 39.15 48.7 41.3 47.3 53.2 53.2 76.85 47.3 53.2

4 31 31.65 31.65 39.15 39.15 39.15 39.15 48.7 41.3 47.3 53.37 53.87 76.85 47.3 53.2

5 31 31.65 31.65 40.48 40.48 39.15 39.15 48.7 41.3 47.3 60.73 61.3 77.11 47.3 53.2

6 31 31.65 34.63 42.85 42.85 41.07 41.08 48.7 42.51 47.3 68.3 68.95 82.55 47.3 53.2

7 31 32.8 37.61 45.31 45.31 43.57 43.5 50.76 45.52 49.7 75.87 76.58 89.58 47.88 53.2

8 31 34.89 40.79 47.57 47.57 46.46 46.46 54.15 48.21 53.52 82.93 83.71 96.21 51.56 55.25

9 31.51 36.29 42.67 50.55 50.55 48.46 48.46 58.16 48.48 57.56 89.69 90.54 101.87 55.45 59.17

10 32.7 37.99 44.66 53.34 53.53 50.7 50.42 60.93 48.57 61.49 96.55 97.46 102.44 59.24 63.16

11 33.84 38.71 47.14 53.62 55.69 52.83 50.62 64.32 50.32 63.63 103.1 103.72 106.21 62.29 67.25

12 33.99 38.9 47.49 53.91 56.1 55.08 50.88 66.8 51.99 64.01 103.8 104.38 107.12 63.71 71.08

13 36.89 42.68 50.61 59.8 59.8 56.57 56.13 69.56 54.93 71.66 115.4 117.53 125.22 68.7 75.11

14 38.58 44.47 52.4 62.47 62.47 58.81 56.66 72.54 57.1 75.48 116.5 123.54 134.23 72.37 78.83

15 40.08 45.96 54.18 64.63 64.63 60.95 60.95 74.81 63.68 79.19 128.7 129.95 141.26 75.92 82.88

16 41.58 47.46 56.37 66.9 66.9 63.19 63.19 78.2 68.32 82.37 134.6 135.86 148.09 78.97 85.92

17 42.77 48.85 58.45 69.36 69.36 65.32 65.32 80.59 68.78 85.42 140 141.36 154.52 81.9 88.99

18 44.27 50.85 60.14 71.7 71.7 67.35 67.35 82.75 69.03 88.27 145 146.35 162.24 85.32 92.42

19 45.46 52.44 61.29 73.97 73.97 69.49 69.49 85.13 74.05 91.21 149.9 151.34 168.78 88.19 95.45

20 47.16 54.24 62.35 76.36 76.36 71.73 71.73 87.74 76.8 94.16 155 156.44 175.1 91.37 98.48

21 48.66 55.73 63.21 79.02 79.02 74.5 74.5 90.46 77.68 97.11 160.5 162.03 183.35 93.57 101.52

22 49.95 57.23 63.31 80.49 80.87 77.56 77.58 93.97 77.76 100.06 165.9 167.43 190.01 95.14 104.77

23 51.25 58.43 64.36 80.64 83.03 79.62 78.91 95.22 77.85 103 170.6 171.31 192.71 97.15 107.81

24 51.82 59.16 64.47 80.73 85.17 81.75 79.05 96.15 77.94 105.34 175.1 171.7 192.98 99.15 110.83

25 51.99 59.37 64.69 81.15 85.38 81.96 79.16 96.44 78.4 105.62 175.6 172.41 193.8 101.57 113.87

26 55.24 63.61 68.97 89.5 89.5 85.82 81.36 102.25 87.56 111.2 184.8 186.58 210.05 107.14 117.13

27 57.53 66.4 71.75 91.25 91.25 87.59 87.59 104.29 88.48 113.93 189.7 191.47 215.89 109.77 120.15

28 59.52 67.29 73.44 93.51 93.51 89.72 89.76 106.67 88.57 116.89 194.5 196.36 221.93 112.62 123.3

29 60.62 68.12 74.53 95.25 95.25 91.44 91.44 109.16 88.69 119.84 198.6 200.43 227.28 115.46 126.34

30 61.82 69.3 75.42 97.29 97.62 93.62 93.66 111.43 90.98 122.78 202.8 204.71 233.22 118.3 129.59

31 62.71 70.48 76.22 97.49 99.57 95.46 95.37 113.69 93.3 125.73 206.7 208.68 238.76 121.15 132.62

32 64.01 71.66 76.61 97.81 102.65 97.99 95.58 116.19 97.41 128.79 210.9 212.86 244.8 124.09 135.66

33 65.31 73.08 77.5 104.07 104.6 99.91 99.91 118.69 99.51 131.74 215.1 217.13 250.14 126.93 138.69

34 66.6 74.26 78 104.7 106.87 101.94 101.94 121.07 103.17 134.59 219 221.1 255.69 129.67 141.83

63

35 67.7 75.44 78.8 108.92 108.92 104.08 104.08 123.45 103.61 137.53 223 225.08 261.04 132.51 144.87

36 68.6 76.61 79.29 110.87 110.87 106 106 125.6 112.39 140.48 227.1 229.25 266.58 135.35 147.77

37 69.99 78.03 80.28 112.93 112.93 108.02 108.02 127.98 118.66 143.43 230.9 233.12 271.73 138.19 150.63

38 70.89 79.1 81.18 114.67 114.67 109.91 109.95 130.25 119.28 146.38 235 237.19 276.78 141.04 153.18

39 72.19 80.16 82.17 117.14 117.14 111.97 111.97 132.63 121.73 149.11 239.2 241.48 281.92 143.67 156.03

40 73.48 81.22 83.76 118.99 118.99 113.68 113.59 134.78 121.98 152.06 243.2 245.44 286.38 146.51 158.58

41 74.78 82.29 84.75 121.04 121.04 115.6 113.77 137.16 124.33 155 247.1 249.42 290.93 149.35 163.08

42 75.97 83.59 86.04 122.59 122.59 117.42 117.42 139.66 124.85 157.96 251 253.39 295.68 152.19 166.14

43 76.98 85.35 87.03 125.05 125.05 119.34 119.34 142.15 124.97 160.91 254.8 257.46 300.24 155.04 169.1

44 78.07 86.66 88.32 126.7 126.7 121.15 121.15 144.65 127.34 163.86 255.2 261.44 304.5 157.88 172.06

45 79.27 87.72 89.32 128.65 128.65 123.08 123.08 146.8 127.7 166.81 263 265.51 308.95 159.3 175.12

46 80.16 89.61 90.51 130.71 130.71 124.36 124.36 149.18 134.84 169.76 266.3 268.77 313.5 160.72 177.87

47 81.36 90.55 91.99 132.97 132.97 126.39 126.39 151.56 135.55 172.71 270.4 272.94 318.25 166.4 180.93

48 82.46 92.23 93.19 134.92 134.92 128.31 128.31 153.83 135.64 175.66 274.3 276.92 322.71 169.25 183.89

49 83.36 93.12 94.57 136.87 136.97 130.33 130.33 156.21 135.73 178.5 278.2 280.79 326.96 171.98 186.85

50 84.55 94.22 95.57 137.07 138.93 132.18 132.18 158.24 136.48 181.22 282.1 284.76 331.41 174.66 190.01

51 85.07 94.92 96.59 140.91 140.91 132.37 132.37 158.48 151.56 181.56 289.4 292.08 332.38 174.93 193.04

52 86.55 96.02 97.65 142.62 142.62 134.5 134.5 163.11 153.08 188.31 290.2 292.91 340.66 178.46 196.44

53 87.17 96.68 98.64 143.41 143.41 134.71 134.71 163.58 153.23 188.99 297.5 300.31 341.49 181.98 199.45

54 87.89 97.51 99.64 145.69 145.69 136.85 136.85 166.29 154.84 191.36 298.2 301.05 345.93 184.54 202.77

55 88.8 98.44 100.63 147.96 147.96 138.98 138.98 168.78 158.02 194.99 302.1 304.97 350.48 187.87 205.81

56 89.72 99.37 101.62 150.23 150.23 141.11 141.11 171.28 161.19 198.62 306 308.89 355.03 191.2 208.85

57 90.63 100.3 102.61 152.5 152.5 143.24 143.24 173.77 164.37 202.25 309.9 312.81 359.58 194.53 211.89

58 91.54 101.23 103.6 154.77 154.77 145.37 145.37 176.27 167.54 205.88 313.8 316.73 364.13 197.86 214.93

59 92.08 102.08 104.65 156.71 156.71 147.2 147.2 178.88 167.87 208.54 317.9 320.92 368.69 200.93 217.86

60 94.42 103.49 105.69 159.89 159.89 150.99 150.99 183.72 167.96 215.69 322.1 325.09 376.95 204.44 221.85

61 94.9 103.95 106.63 161.14 161.14 151.37 151.37 184.21 168.45 216.4 326.1 329.16 377.8 206.2 224.04

62 96.21 105.39 107.58 164.51 164.51 154.95 154.95 188.74 178.07 221.67 330.1 333.24 385.86 207.07 227.57

63 97.11 105.93 108.57 165.35 165.35 155.31 155.31 189.2 179.04 222.2 334.2 337.31 386.79 208.05 230.33

64 98.01 106.98 109.56 168.83 168.83 158.9 158.9 193.63 179.13 228.22 338.2 341.39 394.67 215.11 233.18

65 99.19 107.79 110.6 169.55 169.55 159.26 159.26 194.07 179.22 229.85 342.1 345.36 395.79 217.93 236.28

66 99.31 108.68 111.64 173.14 173.14 162.85 162.84 198.6 179.81 233.95 346.1 349.33 403.88 220.74 239.31

67 100.76 109.78 112.64 173.76 173.76 163.22 163.2 199.06 191.56 235.85 350.1 353.35 404.89 223.99 242.57

68 101.2 110.58 113.63 177.58 177.58 166.8 166.8 203.7 192.74 239.45 354 357.37 412.69 227.24 245.63

69 102.75 111.75 114.47 177.96 177.96 167.16 167.16 204.16 192.86 241.75 357.9 361.3 414 230.09 248.97

70 103.3 112.27 115.31 181.78 181.78 170.75 170.75 208.49 192.94 245.17 361.8 365.22 421.9 233.64 251.96

71 103.84 112.71 116.26 182.17 182.17 171.11 171.11 208.92 193.54 247.54 365.9 369.34 423.1 235.42 255.37

72 104.39 113.17 117.2 185.68 185.68 174.41 171.49 213.56 200.99 249.85 370 373.47 430.91 237.21 257.98

73 105.67 115.28 118.05 186.03 186.03 174.74 171.57 214.02 201.74 253.44 374 377.49 432.1 239.63 261.66

74 107.19 115.96 118.89 189.85 189.85 178.33 171.91 218.35 201.83 255.91 378 381.51 439.28 246.81 264.52

64

75 107.94 117.03 119.84 190.24 190.24 178.69 178.69 218.78 202.19 259.56 381.6 385.23 440 247.57 267.95

76 108.68 117.75 120.77 194.06 194.06 182.28 182.28 223.42 209.44 261.56 385.3 388.95 448.92 248.32 270.64

77 109.18 118.21 121.52 194.44 194.44 182.64 182.64 223.89 210.17 265.24 388.5 392.77 450.2 249.57 274.35

78 109.68 118.65 122.27 196.49 198.26 186.23 186.23 228.42 210.26 267.27 388.8 396.58 457.93 253.42 276.66

79 109.77 119.15 123.26 197.57 198.65 186.59 186.59 228.88 210.34 271.13 389.3 400.41 459.07 256.4 280.64

80 110.97 119.65 124.25 198.65 202.46 190.18 190.17 233.3 210.62 272.76 399.2 404.23 459.5 258.64 282.99

81 111.72 120.5 125 202.85 202.85 190.54 190.53 233.75 216.03 277.04 400.2 406.98 468.19 261.97 286.79

82 112.1 121.34 125.74 205.33 205.33 190.64 190.62 238.17 216.57 278.26 400.3 409.72 475.74 264.66 287.17

83 112.47 124.02 126.38 205.58 205.58 190.73 190.71 238.61 216.67 282.59 400.7 411.51 476.82 267.34 291.42

84 114.47 124.29 127.03 208.99 208.99 191.02 190.81 238.83 216.75 283.02 408.7 413.29 477.27 268.2 293.47

85 115.22 124.43 127.87 209.33 209.33 196.63 191.87 243.16 216.84 283.11 409.5 415.12 486.29 269.5 293.89

86 115.96 127.13 128.71 212.2 212.22 199.35 191.98 247.18 216.93 283.36 412.6 416.96 490.23 269.94 302.32

87 116.41 127.96 129.07 212.5 212.51 199.62 192.16 247.58 217.44 288.32 412.9 418.74 494.16 274.78 303.16

88 116.86 128.09 129.41 216.33 216.33 203.2 195.61 250.88 227.55 288.81 413 420.52 503.27 275.27 307.64

89 117.46 129.14 130.15 216.71 216.71 203.56 195.96 251.21 228.56 288.9 413.3 422.41 504.49 279.31 308.08

90 117.8 130.08 130.9 217.85 217.85 206.28 198.74 255.85 228.66 289.17 420.3 424.29 512.18 281.39 308.17

91 117.89 130.56 131.89 219.9 219.9 206.55 205.93 256.31 229.28 294.56 423.2 427.14 513.49 282.87 308.45

92 118.24 130.67 132.88 220.83 220.83 209.37 206.65 260.84 241.67 295.11 424 427.95 521.48 283.62 314.1

93 118.35 132.27 133.48 223.19 223.19 209.65 206.74 261.3 243.79 300.08 425.1 429.07 522.6 284.35 314.67

94 118.68 132.43 134.07 225.45 225.45 213.13 206.83 265.63 244 300.58 426.7 430.72 523.03 286.89 320

95 118.8 132.9 134.67 227.29 227.29 213.48 206.92 266.06 244.09 305.55 426.9 430.88 531.59 288.16 320.54

96 119.68 133.02 135.26 229.25 229.25 217.28 207.47 269.36 244.17 306.05 429.3 433.36 539.5 289.53 325.88

97 119.79 133.37 135.96 231.71 231.71 217.66 209.42 269.69 244.26 311.02 429.6 433.6 540.8 292.07 326.41

98 121.1 133.49 136.65 233.67 233.67 221.15 220.4 273.54 244.82 311.52 434.1 438.25 548.21 295.74 331.64

99 121.23 134 137.75 235.7 235.7 221.5 221.5 274.68 256.09 313.99 434.6 438.71 549.8 297.58 332.16

100 122 134 138 236 236 225 225 276 257 316 439 443 556 300 337

101 123.22 135.34 139.38 238.36 238.36 227.25 227.25 278.76 259.57 319.16 443.4 447.43 561.56 303 340.37

102 124.44 136.68 140.76 240.72 240.72 229.5 229.5 281.52 262.14 322.32 447.8 451.86 567.12 306 343.74

103 125.66 138.02 142.14 243.08 243.08 231.75 231.75 284.28 264.71 325.48 452.2 456.29 572.68 309 347.11

104 126.88 139.36 143.52 245.44 245.44 234 234 287.04 267.28 328.64 456.6 460.72 578.24 312 350.48

105 128.1 140.7 144.9 247.8 247.8 236.25 236.25 289.8 269.85 331.8 461 465.15 583.8 315 353.85

106 129.32 142.04 146.28 250.16 250.16 238.5 238.5 292.56 272.42 334.96 465.3 469.58 589.36 318 357.22

107 130.54 143.38 147.66 252.52 252.52 240.75 240.75 295.32 274.99 338.12 469.7 474.01 594.92 321 360.59

108 131.76 144.72 149.04 254.88 254.88 243 243 298.08 277.56 341.28 474.1 478.44 600.48 324 363.96

109 132.98 146.06 150.42 257.24 257.24 245.25 245.25 300.84 280.13 344.44 478.5 482.87 606.04 327 367.33

110 134.2 147.4 151.8 259.6 259.6 247.5 247.5 303.6 282.7 347.6 482.9 487.3 611.6 330 370.7

111 135.42 148.74 153.18 261.96 261.96 249.75 249.75 306.36 285.27 350.76 487.3 491.73 617.16 333 374.07

112 136.64 150.08 154.56 264.32 264.32 252 252 309.12 287.84 353.92 491.7 496.16 622.72 336 377.44

113 137.86 151.42 155.94 266.68 266.68 254.25 254.25 311.88 290.41 357.08 496.1 500.59 628.28 339 380.81

114 139.08 152.76 157.32 269.04 269.04 256.5 256.5 314.64 292.98 360.24 500.5 505.02 633.84 342 384.18

65

115 140.3 154.1 158.7 271.4 271.4 258.75 258.75 317.4 295.55 363.4 504.9 509.45 639.4 345 387.55

116 141.52 155.44 160.08 273.76 273.76 261 261 320.16 298.12 366.56 509.2 513.88 644.96 348 390.92

117 142.74 156.78 161.46 276.12 276.12 263.25 263.25 322.92 300.69 369.72 513.6 518.31 650.52 351 394.29

118 143.96 158.12 162.84 278.48 278.48 265.5 265.5 325.68 303.26 372.88 518 522.74 656.08 354 397.66

119 145.18 159.46 164.22 280.84 280.84 267.75 267.75 328.44 305.83 376.04 522.4 527.17 661.64 357 401.03

120 146.4 160.8 165.6 283.2 283.2 270 270 331.2 308.4 379.2 526.8 531.6 667.2 360 404.4

121 147.62 162.14 166.98 285.56 285.56 272.25 272.25 333.96 310.97 382.36 531.2 536.03 672.76 363 407.77

122 148.84 163.48 168.36 287.92 287.92 274.5 274.5 336.72 313.54 385.52 535.6 540.46 678.32 366 411.14

123 150.06 164.82 169.74 290.28 290.28 276.75 276.75 339.48 316.11 388.68 540 544.89 683.88 369 414.51

124 151.28 166.16 171.12 292.64 292.64 279 279 342.24 318.68 391.84 544.4 549.32 689.44 372 417.88

125 152.5 167.5 172.5 295 295 281.25 281.25 345 321.25 395 548.8 553.75 695 375 421.25

126 153.72 168.84 173.88 297.36 297.36 283.5 283.5 347.76 323.82 398.16 553.1 558.18 700.56 378 424.62

127 154.94 170.18 175.26 299.72 299.72 285.75 285.75 350.52 326.39 401.32 557.5 562.61 706.12 381 427.99

128 156.16 171.52 176.64 302.08 302.08 288 288 353.28 328.96 404.48 561.9 567.04 711.68 384 431.36

129 157.38 172.86 178.02 304.44 304.44 290.25 290.25 356.04 331.53 407.64 566.3 571.47 717.24 387 434.73

130 158.6 174.2 179.4 306.8 306.8 292.5 292.5 358.8 334.1 410.8 570.7 575.9 722.8 390 438.1

131 159.82 175.54 180.78 309.16 309.16 294.75 294.75 361.56 336.67 413.96 575.1 580.33 728.36 393 441.47

132 161.04 176.88 182.16 311.52 311.52 297 297 364.32 339.24 417.12 579.5 584.76 733.92 396 444.84

133 162.26 178.22 183.54 313.88 313.88 299.25 299.25 367.08 341.81 420.28 583.9 589.19 739.48 399 448.21

134 163.48 179.56 184.92 316.24 316.24 301.5 301.5 369.84 344.38 423.44 588.3 593.62 745.04 402 451.58

135 164.7 180.9 186.3 318.6 318.6 303.75 303.75 372.6 346.95 426.6 592.7 598.05 750.6 405 454.95

136 165.92 182.24 187.68 320.96 320.96 306 306 375.36 349.52 429.76 597 602.48 756.16 408 458.32

137 167.14 183.58 189.06 323.32 323.32 308.25 308.25 378.12 352.09 432.92 601.4 606.91 761.72 411 461.69

138 168.36 184.92 190.44 325.68 325.68 310.5 310.5 380.88 354.66 436.08 605.8 611.34 767.28 414 465.06

139 169.58 186.26 191.82 328.04 328.04 312.75 312.75 383.64 357.23 439.24 610.2 615.77 772.84 417 468.43

140 170.8 187.6 193.2 330.4 330.4 315 315 386.4 359.8 442.4 614.6 620.2 778.4 420 471.8

141 172.02 188.94 194.58 332.76 332.76 317.25 317.25 389.16 362.37 445.56 619 624.63 783.96 423 475.17

142 173.24 190.28 195.96 335.12 335.12 319.5 319.5 391.92 364.94 448.72 623.4 629.06 789.52 426 478.54

143 174.46 191.62 197.34 337.48 337.48 321.75 321.75 394.68 367.51 451.88 627.8 633.49 795.08 429 481.91

144 175.68 192.96 198.72 339.84 339.84 324 324 397.44 370.08 455.04 632.2 637.92 800.64 432 485.28

145 176.9 194.3 200.1 342.2 342.2 326.25 326.25 400.2 372.65 458.2 636.6 642.35 806.2 435 488.65

146 178.12 195.64 201.48 344.56 344.56 328.5 328.5 402.96 375.22 461.36 640.9 646.78 811.76 438 492.02

147 179.34 196.98 202.86 346.92 346.92 330.75 330.75 405.72 377.79 464.52 645.3 651.21 817.32 441 495.39

148 180.56 198.32 204.24 349.28 349.28 333 333 408.48 380.36 467.68 649.7 655.64 822.88 444 498.76

149 181.78 199.66 205.62 351.64 351.64 335.25 335.25 411.24 382.93 470.84 654.1 660.07 828.44 447 502.13

150 183 201 207 354 354 337.5 337.5 414 385.5 474 658.5 664.5 834 450 505.5

66

Per‐poundrates.Multiplybyactualshipmentweighttogetthefinalrate. Weight

(in Lbs)

Zone -A

Zone -B

Zone -C

Zone -D

Zone -E

Zone -F

Zone -G

Zone -H

Zone -I

Zone -J

Zone -K

Zone -L

Zone -M

Zone -N Zone -O

100 - 154 $1.22 $1.34 $1.38 $2.36 $2.36 $2.25 $2.25 $2.76 $2.57 $3.16 $4.39 $4.43 $5.56 $3.00 $3.37

155 - 299 1.4 1.54 1.58 2.7 2.7 2.57 2.57 3.15 2.94 3.62 5.02 5.06 6.36 3.42 3.86

300 - 499 1.4 1.54 1.58 2.7 2.7 2.57 2.57 3.15 2.94 3.62 5.02 5.06 6.36 3.42 3.86

500 - 999 1.4 1.54 1.58 2.7 2.7 2.57 2.57 3.15 2.94 3.62 5.02 5.06 6.36 3.42 3.86

1000 - 1999 1.28 1.41 1.45 2.48 2.48 2.36 2.36 2.9 2.7 3.33 4.62 4.66 5.85 3.15 3.55

2000 - 9999 1.28 1.41 1.45 2.48 2.48 2.36 2.36 2.9 2.7 3.33 4.62 4.66 5.85 3.15 3.55

67

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68

Lessons Learned This project has been a learning experience on many levels. Some of the most

important takeaways, however, had nothing to do with a supply chain, but rather

project management itself.

Extracting information required cooperation of people with various backgrounds, on

different schedules, in different time zones and sometimes with very little incentive to

help us. This realization trained us to communicate with provided contacts in a

professional manner, but also phrase our inquiries in way that exposed the benefits

for both sides.

We learned that email communication was not as successful as direct phone

calls, most likely because it is less personal and therefore easier to ignore

guiltlessly. If email was not responded to within a matter of days, we found it

best to follow up with a phone call so as not to be forgotten.

We learned that some contacts, especially if there was a potential for

partnership with Vail Resorts, preferred to meet face-to-face. An in-person

interview served as reaffirmation that our research was serious and our project

did hold the potential to make use of said company’s services.

Early on, we gathered that preparation is crucial when stepping into any type

of interview or creating a questionnaire. Questions must be asked impeccably,

so compiling them ahead of time and reviewing multiple times with team

members and project sponsors will ensure that all the bases are covered during

the interview.

With contacts on island, we had to involve our team sponsors at Vail Resorts

in order to put corporate pressure on the right people to help us get what we

were asking for. This helped us understand the importance of cross-functional

communication and information sharing

Working as a team can be challenging at times. While we were fortunate enough to

have fully committed team members, there were still a few lessons to be learned

through working with each other.

69

We found that when one person has the role of holding others accountable for

their work, it is best to keep them on track by communicating through various

means. Sending out a task list via email can serve as a great precursor or

follow up to an in-person discussion, but can not stand alone. As with our

outside contacts, people respond best and tend to remember items discussed

in person better than anything sent over email.

We also discovered that certain team members had skills they excelled at, and

we had more success working together across the boundaries of the sections

we were personally responsible for when seeking information. Some people

have a natural knack for interviews, while others are better at using software

programs and editing documents. Our purposes were served best by allowing

team members to work where they were strong even if it wasn’t always within

the boundaries of our original work breakdown structure.

As far as understanding the specific functions of a supply chain, we had a lot to

learn. Only one of our four team members had any prior exposure to supply chain

management.

We broke down a supply chain into the elements we saw critical to success,

and realized that the current processes at The Landings St. Lucia were

missing a few critical steps necessary for a seamless supply chain. We

ascertained that information sharing between the island and home office

needed to be employed so that accurate forecasting methods could better

analyze the demand of the resort across seasons. Forecasting is the first step in

understanding the needs around which to design a supply chain.

We also realized that importation into developing, protectionist countries is a

very complex process and the advisory counsel of customs brokers would be

critical, especially in the early implementation of a supply chain that involves

importation.

The beauty of this course is that learning arose from first-hand experience. We did

need to read a fair amount in order to fully develop our research, and our writing

70

skills were put to use in the compilation of documents. We were even tested, but not

through multiple-choice questions. Instead, our commitment and work ethic was

tested every week by the fact that let down was never an option and there was always

a new hurdle to overcome and information to obtain or analyze.

71

Appendix

Appendices The following appendices are the full spreadsheets from the cost-benefit analysis above listed in the order they appear in the text.

72

73

74

Meeting Agendas These meeting agendas were provided 2 days in advance of the scheduled meeting time. In many cases, the agenda is composed of recently completed documents or additions to documents. Our client representatives at Vail Resorts appreciated seeing our works-in-progress, so the documents provided a nice framework for the meetings. The discussions of the documents usually lead to further conversation of project bottlenecks and other relevant issues. Meeting Agenda Monday Oct. 11th, 2010 11:00-11:30AM Conference Call Room S220C Topics:

1. Review current research 2. Discuss Cost-Benefit template

a. Does Vail Resorts have a format they use regularly and are accustomed to reading?

3. Introduce Project Change Request Form a. See other document attached to email for an example. Please have

available for viewing at meeting. Progress Report:

Planning Phase – Complete ‐ See following chart

Execution: Research Phase- In Progress ‐ See following chart

75

76

Meeting Agenda Friday Oct. 15th, 2010 3:00-4:00PM Hitachi Offices in Denver Topics:

1. Review Hitachi Mentor’s (Taylor Kirwan) First Deliverable Edits 2. Discuss ideas for better communications with contacts

a. Better incentives? b. More insightful questions?

3. Discuss alternate approaches for Competitor Analysis Research a. Finding more analysis between competitors information

Progress Report:

Execution: Research Phase- In Progress ‐ See following chart

77

78

Meeting Agenda Friday, October 22, 2010 2:00-3:00pm Conference Call: KOBL S220B Topics:

1. Update on AS-IS and Standard Vail Supply Chain 2. Update on Regulatory Environment Research

a. Please have available this associated document (email attachment) 3. Update on Competitor Analysis

Progress Report:

Execution: Research Phase- In Progress ‐ See following chart

79

80

Meeting Agenda Friday, October 29th 2010 2:00-3:00pm Conference Call Topics:

1. Determine points of further clarification: Legal Regulatory Research Supporting Document

a. Please have available this associated document (email attachment) 2. Determine points of further clarification: Current Supply Chain Research

Supporting Document a. Please have available this associated document (email attachment)

3. Determine points of further clarification: Beginning Flowcharts a. Please have available this associated document (email attachment)

Progress Report: Execution: Research Phase- In Progress

‐ See following chart Execution: Analysis, Recommendation, Draft Presentation Phase – Not

Started ‐ See following chart

81

82

Meeting Agenda Friday November, 5 2010 2:00-3:00pm Conference Call Topics:

1. Discuss Status in Collecting Information 2. Review Fed Ex & CH Robinson Interviews

a. Please have available this associated document (email attachment) 3. Cold Storage Research

a. Please have available this associated document (email attachment) 4. Review Competitor Analysis Research Document

a. Please have available this associated document (email attachment) 5. Potential Legal/Regulatory Flow Chart

a. This may be emailed at a later date Progress Report: Execution: Research Phase- In Progress

‐ See following chart Execution: Analysis, Recommendation, Draft Presentation Phase – Not

Started ‐ See following chart

83

84

Meeting Agenda Friday, November 10, 2010 2:00-3:00pm Conference Call Topics:

1. Review Current Supply Chain Doc- New Executive Summary 2. Discuss new Vendors research and document 3. Review information from Interview with Joe Kelley 4. Legal Regulatory Flowchart and Roadmap 5. Review updates to Legal/Reg Research Summary Doc 6. SWOT Analysis

Progress Report: Execution: Research Phase- In Progress

‐ See following chart Execution: Analysis, Recommendation, Draft Presentation Phase – In

Progress ‐ See following chart

85

86

Meeting Minutes Meeting minutes (meeting notes) recorded the important decisions made as well as the main topics of discussion at each conference. On average, these were made available to our client representatives the 2 business days after the meeting.

Initial Meeting with Vail Client Representatives 9.10.2010 3:00-4:00pm Vail Resorts Broomfield offices

Type of meeting Introductory

Facilitator Nick Hagel

Note taker Janaki Douillard

Attendees Nick Hagel, Aaron Rubinstein, Kevin Snyder, Janaki Douillard, Ellen Hammock, and Amanda Buss

Vail Resorts Management Background Initially, we discussed the organization of Vail Resorts at a high level. Their main components are Mountain, Lodging and Real Estate. Then within Lodging there are 3 other categories; that of Rock Resorts, Non-Branded and Property Management.

The Caribbean Resorts are focused within Lodging and more specifically as Rock Resorts that are managed properties, but not owned.

We discovered that a big part of this project is the hope of leveraging their current corporate partnerships.

Action Items Person Responsible Deadline

Select Project Manager Team 9.15.2010

The Landings at St. Lucia Background We decided that the project will focus on The Landings at St. Lucia which has been managed for 2 years by Vail Resorts.

We discovered that the Balcones resort has only been managed by Vail Resorts for 6 months and other 2 are still in development, so they will not be much help and we should focus our efforts on St. Lucia and address the other resorts if there is time.

It was made clear that our proposal needs to focus on the potential scalability to the other Caribbean resorts in the future.

We decided that our scope will consist mostly of understanding the current status and workings of the F&B supply chain for the Landings at St. Lucia.

Action Items Person Responsible Deadline

Collect Contact Information Kevin & Janaki 9.20.2010

Wrap Up We decided that given our student team’s availability, we should meet weekly with Vail Resorts at 2:00pm via conference call. It is unlikely at this point that there will be much flexibility around that time.

It is our understanding that Kevin and Aaron are very open to our communicating with them often.

We decided that our primary goal is to get Vail Resorts product (their management services) to be utilized in St. Lucia, with the assumption that the Landings at St. Lucia isn’t currently utilizing them to their full potential.

Action Items Person Responsible Deadline

Schedule Meeting with Hitachi Mentor Janaki Douillard 9.15.2010

Review/Edit Project Charter Janaki Douillard 9.20.2010

87

First Meeting with Hitachi Mentor 9.17.2010 3:00pm-4:00pm Hitachi Consulting, Denver

Type of meeting Introduction & Review Materials

Facilitator Taylor Kirwan

Note taker Janaki Douillard

Attendees In-Person: Taylor Kirwan, Mileta Gebre-Michael, Janaki Douillard | Conference Line: Kevin Snyder, Ellen Hammock, Amanda Buss

Recap Scope for Taylor Kirwan We described to Taylor that Vail Resorts would like to leverage their corporate partners like US foods and CH Robinson to get bottom-line rebates.

We decided that our Legal/Regulatory research would need to include taxes, customs, duties, and currency for St. Lucia.

We clarified for Taylor that the main objective of this project is to design the best F&B supply chain plan for the Landings at St. Lucia.

Action Items Person Responsible Deadline

Find 5 comparable companies Mileta Gebre-Michael Mon. 9/20/10

Review Breaking Assumptions Document

We found out that Vail Resorts defines their competitors as Las Vegas resort operators and Cruise Liners, and more information about this can be found on their investors’ page. We will use this information to complete our 5 Similar Businesses research.

We decided that any research on the feasibility of implementing Vail Resorts’ ERP system is out of scope.

We also discovered that the RockResort standards are currently being met at St. Lucia and any proposal needs to meet them also.

We decided we need to expand our scope to include annual spend and the rebate contribution to that spend for Vail Resorts.

It was made clear that both the project charter and scope are always subject to revision based on new findings.

Action Items Person Responsible Deadline

Edit Assumptions Document Amanda Buss Mon. 9/20/10

Review Roles & Responsibilities

We decided that we needed to add that if a team member isn’t pulling their weight they could be fired from project.

It was determined that we are to minimize contact with Nick Hagel directly and direct most of our communication through Aaron and Kevin.

We added additional scope to the AS-IS Supply Chain component, which is to research the standard RockResorts’ Supply Chain within the US.

We need to make sure that Legal/Reg research includes the safety and perishability of foods, if there is an FDA for Caribbean and if they have any Environmental Laws we should be aware of.

For Best Practices, we would like to find out what kind of lead times Vail Resorts’ competitors current have. Also do they have push or pull supply chains in place and if they are supporting their local community currently.

Action Items Person Responsible Deadline

Edit Roles & Responsibilities Document Janaki Douillard Mon. 9/20/10

88

Wrap-Up As we wrapped up we concluded that our subsequent meetings with Vail Resorts should not always include our Hitachi Mentor and that our next meeting with our Hitachi mentor would be in early-to-mid October.

Taylor made it clear he would like to be kept informed with status of tasks and when client meetings are occurring.

Action Items Person Responsible Deadline

Draw up Project Purpose Breakdown Ellen Hammock Mon. 9/20/10

Edit WBS given today’s discussion Janaki Douillard Mon. 9/20/10

89

Second Meeting with Vail Resorts 9.24.2010 2-2:30 Conference Call: S220C Koelbel

Type of meeting Review Documents and Status

Facilitator Janaki Douillard

Note taker Janaki Douillard

Attendees Kevin Snyder, Aaron Rubinstein, Janaki Douillard, Ellen Hammock, Amanda Buss, and Mileta Gebre-Micahel

Review Stakeholders We decided that the current stakeholders listed appeared to be an accurate compilation and Vail Resorts wants to keep the stakeholders internal; so we will not be adding US Foods or any of the current suppliers to the stakeholder list.

Action Items Person Responsible Deadline

Project Charter Within the project purpose of the project charter, it needs to be clear that we are optimizing the logistics.

We clarified that the other resorts are only out-of-scope if we believe there will not be time to research those resorts. We did decide it was highly unlikely that we’d have time for those resorts, but we still need to make sure our proposal is scalable and possible to implement in all the other island resorts without too much alteration.

The deliverables component of the project charter was determined to be accurate and we clarified within the critical milestones and event dates that the research plan does not necessarily need to be a formal document unless we would like it to be and could be taken out of the milestones list completely.

Action Items Person Responsible Deadline

Edit Charter Changes Janaki Douillard 9.27.2010

Legal/Regulatory Scripts

We decided that US foods and Tropical Foodservice would be the most valuable resources for Amanda in her Legal/Reg research.

Vail Resorts told us to tell Adam Smock, the F&B director at St. Lucia that Nick Hagel referred us to him for this project.

We also discovered that Thomas DeLouise spent a lot of time setting up Caribbean resorts so he could be an invaluable resource for the AS-IS supply chain research.

We also determined that we would use Kevin’s conference line for as many of the International calls that we have to make as possible, and we should just let Kevin know in advance.

Action Items Person Responsible Deadline

Type up supply chain script and put in dropbox Ellen 9.27.2010

Edit Legal Script Amanda 9.27.2010

Wrap Up As a last note, we were reminded that we should let our Vail Resorts Client Reps immediately if we’re having problems reaching our contacts.

Action Items Person Responsible Deadline

90

Third Meeting with Vail Resorts 10.1.2010 3:00-4:00pm Vail Offices in Broomfield

Type of meeting First Deliverable Presentation and Review

Facilitator CU Student Team

Note taker Janaki Douillard

Attendees Nick Hagel, Kevin Snyder, Aaron Rubinstein, Janaki Douillard, Ellen Hammock and Mileta Gebre-Michael

Project Purpose Breakdown While reviewing the Project Purpose Breakdown document, we found that an important addition to quality for the Rock Resorts’ supply chain is the safety of the foods and beverages as much as the quality.

We obtained an additional contact with information on the current supply chain to St. Lucia. His name is Chip Nelson, and he helped set up the management of the Landings at St. Lucia, so he knows a lot about what can and cannot be brought/shipped into the Islands. Chip 970.496.4499 DHNelson@vailresorts.com F&B Director at Keystone Kevin brought up the issue that logistics and distribution was not clearly mentioned in the project purpose, so we need to clarify that.

All Vail attendees agreed that the project purpose would continue to be flushed out in more detail, as we understand the supply chain and actual problems better, given the information form our interviews.

Action Items Person Responsible Deadline

Interview Supply Chain Contacts Ellen Hammock Fri. Oct. 8

Make Corrections to Project Purpose Ellen Hammock Wed. Oct. 6

Charter Nick informed us that the Balcones resort does not have their restaurant open yet so their F&B is not yet in operation, which will make it easier to implement our proposed supply chain after our project is completed. It also verifies that we will not be looking into any existing Balcones supply chain even if we had time.

Within the Deliverables section of the Charter we want to clarify that the research of existing suppliers, the analysis of Legal/Reg., and the analysis of logistic options are all concurrent events and not sequential.

Aaron also informed us that there is a standard classifications listing of foods and beverages that we should follow in our reporting so that it is in the same format that is currently being used elsewhere in the business.

Action Items Person Responsible Deadline

Make Charter changes Janaki Douillard Wed. Oct. 6

Get Classifications System for F & B Janaki & Kevin Mon. Oct. 4

Assumptions As a group we decided that we will take out the Bahamas, Turks and Caicos, and Dominican Republic from the scope of researching regulations because it would be too much to accomplish given the current time constraints.

In our 7th assumption we would like to maintain the consistency from the project purpose and have our focus be on Rock Resorts’ quality and safety of supply chain rather than service.

Action Items Person Responsible Deadline

Make Assumptions Changes Amanda Buss Wed. Oct. 6

WBS Once again, here in the WBS we want to have the Legal/Regulatory research focus on St. Lucia and have the other resorts and islands be out of scope.

Action Items Person Responsible Deadline

Make WBS Changes Janaki Douillard Wed. Oct. 6

91

Project Schedule & Interview Info All Vail attendees wanted to emphasize that we should keep them informed if our contacts aren’t forthcoming or are unresponsive and thy can provide us another means to obtain the information that we are looking for.

Kevin made the point that we should come up with a standardized format to record our interviews and our research so that it is all standardized and consistent through our project. We decided that a Word document or Word table might be the best method.

Action Items Person Responsible Deadline

Create a standard format Janaki Douillard Wed. Oct. 6

Email Interview Contacts to let them know we will be contacting them

Ellen & Amanda Mon. Oct. 4

Risk Management We decided that likelihood of our contacts’ being unresponsive was more of a medium rating than a low rating.

Action Items Person Responsible Deadline

Make Risk Management Plan Changes Janaki Douillard Wed. Oct. 6

Best Practices Nick asked us to take Carnival Corporation out of our similar businesses because the cruise line supply is going to be too different to be useful.

We decided that some other good businesses to compare the St. Lucia F&B supply chain to would be the Ritz Carlton, Dolce, Four Seasons, and Kimpton Resorts.

Action Items Person Responsible Deadline

Make Best Practices Changes Mileta Gebre-Michael

Wed. Oct. 6

Final Deliverable Outline Aaron asked that we specify that an Overview of Current Operations to compare to our proposal will be part of the Final Deliverable.

Action Items Person Responsible Deadline

Edit Final Deliverable Mileta Gebre-Michael

Wed. Oct. 6

Wrap Up Aaron said he could arrange a tour of a local US Foods food Distribution Center if we felt that it would be helpful in understanding the supply chain process better.

Kevin was able to provide us with contact information for a FedEx representative for Vail Resorts: Bill Clement William.clement@fedex.com

It was then specified that we should be contacting US Foods first, so that they could tell us which 3rd party would be the best to pursue for this Caribbean Supply Chain. The options being CH Robinson or FedEx but that we shouldn’t waste our time talking to both of them.

Lastly, we confirmed that Thomas DeLouise would be the best contact for gaining information on a standard Rock Resorts’ supply chain that we can use as a baseline for the current St. Lucia supply Chain. We also verified that his title changed to Corporate Director of Operations.

Action Items Person Responsible Deadline

Make changes to Thomas Delouise’s title, everywhere Janaki Douillard Wed. Oct. 6

Ass FedEx to Contact List Janaki Douillard Wed. Oct. 6

Set up tour in 2 weeks Janaki Douillard Wed. Oct. 6

92

Fourth Meeting with Vail Resorts 10.11.2010 11:00-11:30 Conference Call

Type of meeting Status Update and introduce change request methodology

Facilitator Janaki Douillard

Note taker Janaki Douillard

Attendees Kevin Snyder, Amanda Buss, Janaki Douillard, Ellen Hammock

Current Research US Foods has scheduled a meeting with Amanda but it isn’t until the 18th, so to get more information on 3rd parties for the Caribbean quickly, Kevin suggested we contact Chip Nelson since he has a lot of knowledge in that area.

Kevin is going to reach out to some of the US Foods Colorado representatives so we can get some introductory information quicker that the 18th as well.

Ellen has received a response from Adam Smock, the F&B Director of the Landings at St. Lucia and he is willing to sit down and interview with us, so Ellen will have an introductory call today and then schedule a time for a full interview. Tom DeLouise has been unresponsive via email so Ellen will call him today in hope of catching him at a good time. When we contact Chip Nelson we should be aware that he helped rollout St. Lucia but at that point in time there was very little F&B happening.

We were having trouble findings legal/regulatory information for St. Lucia specifically so we are going to begin looking more generally at the West Indies (or British West Indies).

Decided that we should being contacting FedEx and CH Robinson both, right now instead of waiting to hear from US Foods which one to contact.

Action Items Person Responsible Deadline

Contact Chip Nelson about 3rd Parties for St. Lucia Amanda Wed Oct 13th

Schedule full Interview with Adam Smock Ellen Mon Oct 11th

Call Thomas DeLouise directly Ellen Mon Oct 11th

Look into West Indies regulations Amanda Wed Oct 13th

Contact FedEx and CH Robinson before hearing from US Foods Amanda Wed Oct 13th

Cost-Benefit Templates Kevin told us they have many different cost templates for their projects and often they are manipulated to be more specific for each project. He is going to look through some and provide us with some options that we can begin to work off of.

Action Items Person Responsible Deadline

Project Change Request Form We introduced the sample project change request form that we will be using from now on, for the rest of the project. Nick (our project sponsor) was not at this meeting but Kevin is going to pass this information along to him and verify that he is willing to continue to act as the project sponsor for these change request forms and be the one who has the final say and sign off.

Action Items Person Responsible Deadline

Wrap Up We decided that for documenting all the information and research for each sub-category (i.e. AS-IS Supply Chain, Legal/Regulatory & Best Practices), it will be most effective with an executive summary for each. Then each section will be filled with all the detailed research diagrams, works cited, etc.

Action Items Person Responsible Deadline

93

Second Hitachi Meeting 10.15.2010 3:00-4:00pm Denver Hitachi Offices

Type of meeting Project Execution and Monitoring

Facilitator Janaki Douillard

Note taker Janaki Douillard

Attendees Taylor Kirwan, Amanda Buss, Janaki Douillard, Ellen Hammock, Mileta Gebre-Michael

First Deliverable Edits Taylor thought that the executive summary was clear and concise and that it overall it looked good.

He mentioned that as we continue the project we will be establishing a baseline of kPIs that we will use to measure our proposal and how well it meets the needs of the project.

Action Items Person Responsible Deadline

Ideas for increasing Communication

We discussed that for our contacts within Vail Resorts, our best method to ensure we receive responses is to email them as soon as possible and then respond or forward the email again to them if you haven’t heard back in a week.

We also decided to ensure we have contingency plans for contacts that are unresponsive, which would entail having a back up contact that will have the same information.

One thought for our Vail Resorts clients was to find out if they use Outlook and provide them with meeting invites from outlook to make it easier for them to book meetings with us.

Taylor also emphasized that our emails should we clear and to the point so that they do not give off the impression we are wanting to waste their time; a good way to do this is to include the topics we want to discuss with them.

An incentive we decided on for contacts outside of Vail Resorts and most especially with competitors is to offer to share our research with them, obviously leaving Vail Resorts out of the mix.

Action Items Person Responsible Deadline

Legal/Regulatory Scope

Taylor felt confident that there would be a regulatory body like the FDA for St. Lucia that we should look into, but we should also ensure that the products we are providing meet our FDA standards.

We decided to focus the scope of Legal/Regulatory to looking at taxes, tariffs, duties, import tax, dollar costs and other measureable data only for St. Lucia.

We determined that a list of the foods that should be purchased and in what quantities also broken down by month will be a very important report to create, since this will help monitor the seasonality of the products.

We realized that as we outline the constraints for operations it would help us understand where there are areas of flexibility to bring in new suppliers since many products must be purchased locally because of island politics.

Action Items Person Responsible Deadline

Alternatives for Competitor Analysis Research We determined we need to find out what are the measureable KPIs for this industry like Inventory turnover starting with the KPis that Vail uses.

It may be that Vail should use a just-in-time inventory because of the lack on on-site available storage and the perishability of goods but this will need to be measured against the cost for crate.

94

There is also the possibility in the future that a crate could be shipped around to the different islands on a route for Vail Resorts managed properties to help capitalize on economies of scale.

Action Items Person Responsible Deadline

Talk to Chip Nelson about the ex-Sandals employee contact info

AS-IS Supply Chain

We discussed how using local products although necessary for island politics may also be beneficial from a marketing standpoint in that we’d be supporting the local economy and buying local.

We also determined that it is imperative we have very open communications with the suppliers both locally and not what the situations that arise are so that we maintain good relationships.

Although a cost comparison between locally bought products and imported products will be completed we also have to take into account that some products although maybe not better priced will need to be sourced locally or they may shut off supplying the resort at all. A potentially different angle to this is to not negotiate cost with the local suppliers but quality and explain that a certain quality is mandated at these resorts.

Taylor shared with us that at Hitachi they have a methodology for projects that consists of Define, Design, Develop, and Deploy. We have completed Define with the 1st deliverable and as a part of Design we need to determine what the key components/measureable objectives are and how we are to get that information.

Action Items Person Responsible Deadline

95

Fifth Meeting with Vail Resorts 10.22.2010 2:00-3:00pm Conference Call: Room S220B

Type of meeting Status Meeting and Review Findings

Facilitator Janaki Douillard

Note taker Janaki Douillard

Attendees Aaron Rubinstein, Kevin Snyder, Amanda Buss, Ellen Hammock, Mileta Gebre-Michael, Janaki Douillard

Legal/Regulatory Update Kevin and Aaron clarified for us that Vail Resorts has a corporate relationship with FedEx where they get very competitive air express rates so that is something we should ensure the Landings at St. Lucia is taking advantage of. Amanda recapped from her interview with FedEx that many of their representatives in St. Lucia were excited to hear that we are trying to bring fresh meats to the Landings and that would be a big competitive advantage on St. Lucia. On the Research Summary document the subheading should read imports instead of exports.

We decided that we should outline the key take-a-ways or considerations from the FedEx interview and then discuss, verify and elaborate on these with Adam at the interview on Monday.

FedEx brought up several times that they would like a face to face meeting with us and we decided that if this does pan out then we should contact Nick and have him inform and invite the correct employees within Vail to be present as well.

Kevin and Aaron mentioned that they liked the idea of flowcharts for a clear representation of our findings.

We were informed that we should have a similar if not identical meeting with CH Robinson as we had with FedEx and then compare their answers, options and prices.

Action Items Person Responsible Deadline

Attempt Executive Summary Amanda Wed. 27

Type of FedEx Interview Janaki Mon. 25

Make sure CH Robinson is responding, if no response by Monday inform Aaron and Nick to put pressure on them.

Amanda Mon. 25

As-Is Supply Chain

Amanda and Ellen are having a meeting on Monday with Nick Hagel, Adam Smock and Pat Pascal at the Landings at St. Lucia.

Ellen is continuing to reach out to Chip Nelson in order to gain information on the standard Vail Resorts Supply Chain. Aaron and Kevin made a point to remind us that they’d love to see us attempt to emulate any of the Colorado Vail Resorts F&B Supply Chains for the St. Lucia Supply Chain.

Action Items Person Responsible Deadline

Type up Interview from earlier this week with Nick Ellen Mon. 25

Attempt Exec Summary &/or Research Summary document Ellen Wed. 27

Competitor Analysis Mileta has a meeting with the head chef of the Ritz-Carlton Denver to discuss their supply chain on Wednesday.

We decided that a lot of the information that Mileta has been finding in her research could be incorporated into the Legal/Regulatory Research documents. Like the background on St. Lucia and what their economy is based off of.

Action Items Person Responsible Deadline

Type up research and create a Research summary document Mileta Mon. 25

Attempt Executive Summary Mileta Wed. 27

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Overall Aaron and Kevin emphasized that we are to capture and document all of our research up then provide summaries of the key points and more specifically provide an executive summary of each section.

We should also keep in mind that we do need to be recording and documenting all our references.

Action Items Person Responsible Deadline

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Urgent Meeting on St. Lucia Status 10.27.2010 2:00-3::00pm Conference Call- S220A

Type of meeting Status and Interview

Facilitator Janaki Douillard

Note taker Janaki Douillard

Attendees Nick Hagel, Kevin Snyder, Janaki Douillard, Amanda Buss, Mileta Gebre-Michael

1. How if at all will this affect Amanda’s interview with CH Robinson? 2. Should we assume the budget to be close to the current spend? 3. Should we outline projections for when other resorts become operational and they can add

to containers? 1. This will not affect Amanda’s Meeting with CH Robinson. She should ask the same questions as she asked FedEx and then compare their answers and offers.

2. We should highlight the current environment at the Landings at St. Lucia because that is the environment that will need to be dealt with. In terms of cost, budget, etc. we should go with what they are currently doing at St. Lucia and assume those are not causing the debt.

3. It would be foolish not to look at consolidation but we’d have to take into consideration the route. The logistics groups like FedEx and CH Robinson would be great resources to decide if this is a good idea. Mostly, though we should focus on the environment today and expect “x” amount of benefits if there are more resorts added to supply chain. Action Items Person Responsible Deadline

Contact CH Robinson & FedEx about cost benefits of multiple resort drops offs for a single container

Amanda Nov. 1

Quality of Meat We need to find out from Pat Pascal is there is this something she wants to address.

Adam Smock had mentioned that cold storage isn’t an option for St. Lucia for a number of years given their current resources. Nick Hagel wants us to highlight the advantages and disadvantages of more cold storage.

Our proposal for meat quality should be scalable for delivery to all islands but understand first if the quality is available or not at St. Lucia and why or why not.

Action Items Person Responsible Deadline

Schedule meeting with Pat Pascal Ellen Nov. 1

Look into benefits and disadvantages of cold storage Amanda Nov. 1

4. Do past invoices provide the volume of the orders? 5. Nick: When should we expect to have past invoices by?

Nick hasn’t been able to get past invoices from St. Lucia from any point in time so the format is undefined at this point. Nick isn’t going to be able to provide us with the past invoices from the finance department because they are too busy and our best bet for obtaining volume information is directly from Pat Pascal (Head Chef).

Action Items Person Responsible Deadline

Additional Questions The Landings at St. Lucia has 122 available condos at this point in time. These are 1-3 bedroom villas.

Action Items Person Responsible Deadline

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Sixth Meeting with Vail Resorts 10.29.2010 2:00-3:00pm Conference Call

Type of meeting Review Documents

Facilitator Janaki Douillard

Note taker Janaki Douillard

Attendees Kevin Snyder, Ellen Hammock, Janaki Douillard, Mileta Gebre-Michael, Amanda Buss

Current Supply Chain Document Kevin asked that we dive deeper into the Local Suppliers section of this document. We should try to find out more about each company, their size, breath of product they can provide, where they are headquartered and have distribution centers.

We can probably weed out the small players by asking about purchasing on credit, Vail usually purchases on Net 30. We need to find out from these suppliers where and how they are getting their product to the end user. Also look into who is responsible for delivering the product from their distribution center to the resort.

Action Items Person Responsible Deadline

Contact Suppliers regarding where they are getting product from Ellen Hammock Nov. 1

Legal/Regulatory Environment Research Document Kevin really appreciated the executive summary and the organization of the document in general because it is so easy to follow and read.

We decided that given the information from the CH Robinson interview, we would need to break the freight forwarder section of this document into fright forwarder and customs broker sections.

We also need to add a section for freight forwarders that identifies what they are doing to ensure that the products delivered are safe.

Action Items Person Responsible Deadline

Flowcharts

Kevin identified the need to create flowchart processes for each product category. For example, we can create a flowchart specifically for meats and their delivery via FedEx air maybe.

Action Items Person Responsible Deadline

Develop flowcharts broken into categories TBD

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Seventh Meeting with Vail Resorts 11.5.2010 2:00-3:00pm Conference Call

Type of meeting Review Documents & Status Updates

Facilitator Janaki Douillard

Note taker Mileta Gebre-Michael

Attendees Kevin Snyder, Ellen Hammock, Janaki Douillard, Mileta Gebre-Michael, Amanda Buss

Suppliers in St. Lucia

Ellen found company and contact information for Crown Foods and Admac but not for J foods. She will email her contacts and get the last contact for J Foods.

Mileta found company and contact information for Byrdens & Peter & Company Lmtd. She will be following up by email this week.

Action Items Person Responsible Deadline

Contact Crown Foods, Admac, & J Foods via email & phone Ellen Fri Nov 12

Contact Brydens & Peter & Co via email & phone Mileta Fri Nov 12

Cold Storage Document

Aaron and Kevin both agreed that it would be best to keep this document high level and highlight how it would be th impact on the supply chain when incorporated.

We decided that given the information from the CH Robinson interview, we would need to break the freight forwarder section of this document into fright forwarder and customs broker sections.

Action Items Person Responsible Deadline

Continue to research cold storage Mileta Fri Nov 19

CH Robinson Interview, Legal Regulatory Document, & Quotes

Kevin liked that safety was factored into the interview questions.

The Legal Regulatory Document was reviewed with no additions made. As far as the flow chart- it was decided that the best thing to do was to fill any gaps within the existing Logistics Flow Chart.

Aaron is going to work with Nick to get price quotes from FedEx as well as Bill Clement. The objective is to figure out costs that are associated between the freight forwarders and the vendors when factoring in lead time of imports, tariffs, moving products throughout the supply chain.

Action Items Person Responsible Deadline

Email Bill Clements contact information to Aaron Amanda Mon Nov 7

Logistics Flow Chart additions Amanda Fri Nov 12

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Eighth Meeting with Vail Resorts 11.12.2010 2:00-3:00pm Conference Call

Type of meeting Review Documents & Status Updates

Facilitator Janaki Douillard

Note taker Janaki Douillard

Attendees Nick Hagel, Aaron Rubinstein, Kevin Snyder, Amanda Buss, Janaki Douillard, Mileta Gebre-Michael, Ellen Hammock

Current Supply Chain Research Status

Nick informed us that he was able to get a hold of Isaac, the Purchase Manager at St. Lucia, and Isaac will be able to get us the financial we were needing by Monday at the latest.

Isaac was asked to provide us with a market basket of high volume items with cost, volume and specifications, so as to provide us with an indication of order frequency and volume.

Action Items Person Responsible Deadline

Look for email from Isaac through Nick perhaps on Monday Ellen Nov. 15

Recap of Interview with Joe Kelley

Joe Kelley said that when he worked at the Sandals resort on St. Lucia they had large storage facilities that would last 35 days.

Joe Kelley also provided us with a few names of people outside of Vail Resorts that might have local insight on the best vendors.

He also mentioned that since the rooms at the Landings are condos they have internal kitchens which is a factor that should be considered when creating a forecasting model.

Nick pointed out that creating a forecasting model for the Caribbean resorts is out of scope for this project but we could definitely identify that it is a key ingredient and possibly incorporate it into our roadmap for creating F&B Supply Chain at other Caribbean resorts.

Action Items Person Responsible Deadline

Follow up with Contacts that Joe Kelley provided Mileta Wed. 17

Defining Metrics of Purchasing and Sourcing Support Charts

At the beginning of the project, Nick presented a chart that for him defined why we were doing this project at all. These charts graphed purchasing process/support and sourcing process/support for their 4 different types of managed properties.

Today, Nick helped us understand what these metrics mean. These metrics help give Vail Resorts a sense of what a property is doing as a whole. For example, how often they hear from them and help them organize purchasing processes. It defines the level of support Vail Resorts is providing to their resorts and how much interaction there was.

Purchasing process/support has more to do with the actual procure to pay logistics and other purchasing processes.

Sourcing process/support deals with structuring sourcing, in terms of RFPs and contacts and how much Vail Resorts is helping them set up these projects and processes.

Action Items Person Responsible Deadline

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SWOT Analysis

We decided that another threat is the bottlenecks surrounding importing products through customs quickly as it affects food safety.

The weather, for example the recent hurricane, should also be added as a Threat.

Under weaknesses and/or opportunities we should add forecasting, storage, formal purchasing-processes, and their credit issues.

Their strong culinary team should be added to their list of strengths; Aaron mentioned that he recently heard they won a culinary competition.

Action Items Person Responsible Deadline

Follow Up with Aaron on getting email about Culinary Competition Janaki Nov. 17

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Status Reports Distributed on Tuesday afternoons, status reports were often composed of a summary, works completed section, planned by not accomplished section, works to be completed in the next period section, and the associated Gantt charts by project phase. The Gantt charts show the % complete of each task in a column but also represented as a darkening of each bar. Status Report for Period Ending September 24, 2010 Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard

Work Completed Since Last Period Task Start End Resource Assigned

Initiation Select Student Manager Mon Sept 6 Tues Sept 7 Janaki, Ellen, Amanda &

Mileta Collect Contact Information

Mon Sept 6 Tues Sept 21 Kevin Snyder and Janaki

Review Project Charter Wed. Sept 8 Wed Sept 22 Janaki Douillard

Planning Document Breaking Assumptions

Wed Sept 15 Wed Sep 22 Amanda Buss

Create WBS Mon Sept 13 Thurs Sept 16 Janaki, Ellen, Amanda & Mileta

Determine Roles & Responsibilities

Fri. Sept 17 Mon Sept 20 Janaki Douillard

5 Similar Businesses Fri Sept 17 Fri Sept 24 Mileta Gebre-Michael

Planned but not Accomplished Task Start End Resource Assigned

Initiation Define Stakeholders Wed Sept 8 Fri. Sept 24 Janaki Douillard

Planning Create Project Purpose Breakdown

Wed Sept 15 Wed Sept 22 Ellen Hammock

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Work to be Complete during next Period Task Start End Resource Assigned

Planning Create Final Deliverable Outline

Sat Sept 18 Mon Sept 27 Mileta Gebre-Michael

Create Risk Management Plan

Wed Sept 22 Mon Sept 27 Janaki & Amanda

Plan Communications Thurs Sept 23 Mon Sept 27 Janaki, Ellen, Amanda, & Mileta

Develop Script for Interviews

Thurs Sept 21 Mon Sept 27 Ellen, Amanda & Mileta

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Initiation Schedule Planning Schedule

105

Status Report for Period Ending Oct. 1, 2010 Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard

Work Completed Since Last Period Task Start End Resource Assigned

Initiation Define Stakeholders Wed Sept 8 Fri. Sept 24 Janaki Douillard

Planning Create Project Purpose Breakdown

Wed Sept 15 Wed Sept 22 Ellen Hammock

Create Final Deliverable Outline

Sat Sept 18 Mon Sept 27 Mileta Gebre-Michael

Create Risk Management Plan

Wed Sept 22 Mon Sept 27 Janaki & Amanda

Plan Communications Thurs Sept 23 Mon Sept 27 Janaki, Ellen, Amanda, & Mileta

Develop Script for Interviews

Thurs Sept 21 Mon Sept 27 Ellen, Amanda & Mileta

Finish Compiling First Deliverable

Janaki, Ellen, Amanda, & Mileta

Planned but not Accomplished Task Start End Resource Assigned

Planning Finalize Scripts for Interviews

Tues. Sept. 21 Mon. Sept. 27 Ellen, Amanda, Mileta

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Work to be Complete during next Period Task Start End Resource Assigned

Execution: Research Interview Supply Chain Contacts

Wed. Sept. 29 Tues. Oct. 5 Ellen

Research Regulatory Environment

Wed. Sept. 29 Mon. Oct. 16 Amanda

Interview Legal/Regulatory Contacts

Wed. Sept. 29 Tues. Oct. 5 Amanda

Research Best Practices Wed. Sept. 29 Sat. Oct. 16 Mileta

Interview Best Practices Contacts

Wed. Sept. 29 Tues. Oct. 5 Mileta

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Planning Phase Execution: Research Phase

108

Status Report for Period Ending October 11, 2010 Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard Summary: There was no work completed during this period. I had expected much of the research and initial interviews to be completed during this period but I underestimated the time it would take to contact and set up interviews with many of these contacts. This will not cause a long-term problem because there is a buffer at the end of the full Execution phase. This buffer is from Nov. 15-26 and I do not expect our work to catch up with the schedule baseline until that time.

Planned but not Accomplished Task Start End Resource Assigned

Execution: Research Interview Supply Chain Contacts

Wed. Sept 29 Tues. Oct 5 Ellen Hammock

Research Regulatory Environment

Wed. Sept 29 Sun. Oct 10 Amanda Buss

Interview Legal/Regulatory Contacts

Wed. Sept 29 Tues. Oct 5 Amanda Buss

Competitor Analysis Research

Wed. Sept 29 Sun. Oct 10 Mileta Gebre-Michael

Interview Competitor Analysis Contacts

Wed. Sept 29 Tues. Oct 5 Mileta Gebre-Michael

Work to be Complete during next Period Task Start End Resource Assigned

Execution: Research Follow up with Supply Chain Contacts

Mon. Oct 11 Fri. Oct 15 Ellen Hammock

Follow up with Legal/Reg Contacts

Mon. Oct 11 Fri. Oct 15 Amanda Buss

Follow up with Competitor Analysis Contacts

Mon. Oct 11 Fri. Oct 15 Mileta Gebre-Michael

109

Execution: Research Phase- In Progress

110

Status Report for Period Ending October 18, 2010 Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard Summary: There is no “works completed” section for this period because we are still working on finishing up interviews. If we can complete most of our interviews this week, we will not have to crash the project in order to meet our Draft Presentation milestone. Once again, there is a buffer from Nov. 15-26 and I do not expect our work to catch up with the schedule baseline until that time.

Work Completed Since Last Period Task Start End Resource Assigned

Planned but not Accomplished Task Start End Resource Assigned

Execution: Research Interview Supply Chain Contacts

Wed. Sept 29 Tues. Oct 5 Ellen Hammock

Research Regulatory Environment

Wed. Sept 29 Sun. Oct 10 Amanda Buss

Interview Legal/Regulatory Contacts

Wed. Sept 29 Tues. Oct 5 Amanda Buss

Competitor Analysis Research

Wed. Sept 29 Sun. Oct 10 Mileta Gebre-Michael

Interview Competitor Analysis Contacts

Wed. Sept 29 Tues. Oct 5 Mileta Gebre-Michael

Follow up with Supply Chain Contacts

Mon. Oct 11 Fri. Oct 15 Ellen Hammock

Follow up with Legal/Reg Contacts

Mon. Oct 11 Fri. Oct 15 Amanda Buss

Follow up with Competitor Analysis Contacts

Mon. Oct 11 Fri. Oct 15 Mileta Gebre-Michael

111

Work to be Complete during next Period Task Start End Resource Assigned

Execution: Research Full Write Up of Current SC Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Create Current SC Flow Charts

Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Full Write Up of Legal/Reg Enviro.

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Highlight Potential Bottlenecks

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Areas of Improvement

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Similarities & Differences

Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Document deciding factors Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

112

Execution: Research Phase- In Progress

113

Status Report for Period Ending October 25, 2010 Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard Summary:

There is no “works completed” section for this period because we are still working on finishing up interviews. As you can see our milestone for getting all our research completed was this past Saturday, October 23rd. Most of our research will be completed by the end of this upcoming period, Monday November 1st, which puts us only 1 week past that milestone.

Legal & Regulatory will continue a little longer because we have not yet gotten past invoices or order volumes in order to get quotes from freight forwarders.

We are now moving into the scheduled time for the Analysis Phase so you will find that timeline below. Once again, there is a buffer from Nov. 15-26 and I do not expect our work to catch up with the schedule baseline until that time.

Planned but not Accomplished Task Start End Resource Assigned

Execution: Research Interview Supply Chain Contacts Wed. Sept 29 Tues. Oct 5 Ellen Hammock

Research Regulatory Environment

Wed. Sept 29 Sun. Oct 10 Amanda Buss

Interview Legal/Regulatory Contacts

Wed. Sept 29 Tues. Oct 5 Amanda Buss

Competitor Analysis Research Wed. Sept 29 Sun. Oct 10 Mileta Gebre-Michael

Interview Competitor Analysis Contacts

Wed. Sept 29 Tues. Oct 5 Mileta Gebre-Michael

Follow up with Supply Chain Contacts

Mon. Oct 11 Fri. Oct 15 Ellen Hammock

Follow up with Legal/Reg Contacts

Mon. Oct 11 Fri. Oct 15 Amanda Buss

Follow up with Competitor Analysis Contacts

Mon. Oct 11 Fri. Oct 15 Mileta Gebre-Michael

Full Write Up of Current SC Sun Oct. 17 Fri Oct. 22 Ellen Hammock

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Create Current SC Flow Charts Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Full Write Up of Legal/Reg Enviro.

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Highlight Potential Bottlenecks Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Areas of Improvement Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Similarities & Differences

Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Document deciding factors Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Work to be Complete during next Period Task Start End Resource Assigned

Execution: Analysis Cost-Benefit Analysis Sat. Oct. 23 Fri. Oct. 29 Undetermined

SWOT Analysis Sat. Oct. 23 Fri. Oct. 29 Undetermined

115

Execution: Research Phase- In Progress Execution: Analysis, Recommendation, Draft Presentation Phase – Not Started

116

Status Report for Period Ending November 1, 2010

Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard Summary:

We have completed initial interviews and research for Legal/Regulatory and Competitor Analysis. We are now in the documentation and follow-up phase for these categories. Follow-up for Legal/Regulatory is on hold until we get past invoices or volume numbers from Pat Pascal. These numbers are required to facilitate follow-up discussions with freight forwarders and distributors.

We are still in initial interviewing for AS-IS Supply Chain as we try to arrange a meeting with Pat Pascal this week or early next week. She seems to be the contact with the most information about what is actually happening with F&B to the Landings at St. Lucia. We are simultaneously diving into the documentation phase and follow-up phase with previously contacted resources.

We are now moving into the scheduled time for us to complete our TO-BE Recommendation documents. Once again, there is a buffer from Nov. 15-26 and I do not expect our work to catch up with the schedule baseline until that time.

I have discovered that the second buffer week is Thanksgiving break and I expect that to be a difficult time to get work completed. In preparation for this, I plan on crashing the Analysis week and TO-BE documentation week together, which will need to begin next week. I expect that if need be, we will complete our draft presentation documents during Thanksgiving Break.

Work Completed Since Last Period Task Start End Resource Assigned

Execution: Research Research Regulatory Environment

Wed. Sept 29 Sun. Oct 10 Amanda Buss

Interview Legal/Regulatory Contacts

Wed. Sept 29 Tues. Oct 5 Amanda Buss

Competitor Analysis Research Wed. Sept 29 Sun. Oct 10 Mileta Gebre-Michael

Interview Competitor Analysis Contacts

Wed. Sept 29 Tues. Oct 5 Mileta Gebre-Michael

Planned but not Accomplished Task Start End Resource Assigned

Execution: Research Interview Supply Chain Contacts

Wed. Sept 29 Tues. Oct 5 Ellen Hammock

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Follow up with Supply Chain Contacts

Mon. Oct 11 Fri. Oct 15 Ellen Hammock

Follow up with Legal/Reg Contacts

Mon. Oct 11 Fri. Oct 15 Amanda Buss

Follow up with Competitor Analysis Contacts

Mon. Oct 11 Fri. Oct 15 Mileta Gebre-Michael

Full Write Up of Current SC Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Create Current SC Flow Charts Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Full Write Up of Legal/Reg Enviro.

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Highlight Potential Bottlenecks Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Areas of Improvement

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Similarities & Differences

Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Document deciding factors Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Execution: Analysis Cost-Benefit Analysis Sat. Oct. 23 Fri. Oct. 29 Undetermined

SWOT Analysis Sat. Oct. 23 Fri. Oct. 29 Undetermined

Work to be Complete during next Period Task Start End Resource Assigned

Execution: Recommendation Develop Diagrams for TO-BE Sat. Oct. 30 Fri. Nov. 5 Undetermined

Full Write Up on Recommendations

Sat. Oct. 30 Fri. Nov. 5 Undetermined

118

Execution: Research Phase- In Progress Execution: Analysis, Recommendation, Draft Presentation Phase – Not Started

119

Status Report for Period Ending November 8, 2010 Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard Summary:

We have completed initial interviews and research for the Current Supply Chain, and have moved into follow up interviews with suppliers and the chef at the Landings Pat Pascal. Given the recent hurricane, we’re planning on the likelihood of a meeting with Pat to be very low. We are in the documentation and follow-up phase for all three categories.

Follow-up for Legal/Regulatory involves obtaining estimate pricing from the freight forwarders. Since we still do not have volumes, we will be obtaining prices for a few arbitrary volumes. Follow-up for Competitor Analysis involves an interview with Joe Kelley to discuss his Sandals experience, and hopefully an interview with the chef of the Ritz-Carlton in Jamaican. Follow-up for the Current Supply Chain involves contacting the suppliers for the Landings and waiting to hear about an interview with Pat Pascal.

In addition to follow up interviews, we are documenting our findings and completing our full write-ups. We are also working on putting our recommendation diagrams (i.e. flowcharts and roadmaps) together.

We are beginning Analysis this week and expect to have a SWOT analysis by Friday; cost-analysis cannot begin until we have price and volume information. We are also developing our story for the Draft Presentation this week.

Work Completed Since Last Period Task Start End Resource Assigned

Execution: Research Interview Supply Chain Contacts

Wed. Sept 29 Tues. Oct 5 Ellen Hammock

Planned but not Accomplished Task Start End Resource Assigned

Execution: Research Follow up with Supply Chain Contacts

Mon. Oct 11 Fri. Oct 15 Ellen Hammock

Follow up with Legal/Reg Contacts

Mon. Oct 11 Fri. Oct 15 Amanda Buss

Follow up with Competitor Analysis Contacts

Mon. Oct 11 Fri. Oct 15 Mileta Gebre-Michael

120

Full Write Up of Current SC Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Create Current SC Flow Charts Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Full Write Up of Legal/Reg Enviro.

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Highlight Potential Bottlenecks Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Areas of Improvement

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Similarities & Differences

Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Document deciding factors Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Execution: Analysis Cost-Benefit Analysis Sat. Oct. 23 Fri. Oct. 29 Undetermined

SWOT Analysis Sat. Oct. 23 Fri. Oct. 29 Janaki Douillard

Execution: Recommendation Develop Diagrams for TO-BE Sat. Oct. 30 Fri. Nov. 5 Amanda and Ellen

Full Write Up on Recommendations

Sat. Oct. 30 Fri. Nov. 5 Undetermined

Work to be Complete during next Period Task Start End Resource Assigned

Execution: Draft Presentation Develop Story Sat. Nov. 6 Fri. Nov. 12 Ellen and Mileta

Develop PowerPoint Sat. Nov. 6 Fri. Nov. 12 Undetermined

121

Execution: Research Phase- In Progress Execution: Analysis, Recommendation, Draft Presentation Phase – In Progress

122

Status Report for Period Ending November 15, 2010 Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard Summary:

There was no work completed this period, but all our documents are going through constant revisions and some are just beginning as we have recently received some financial information to work off of both from Kevin and Isaac. Kevin was able to provide us with comparable financials and purchase orders from a CO resort and Isaac sent us a report from a single local supplier for all they’ve ever ordered from them.

On the Current Supply Chain side, Ellen is working on compiling the financial data we’ve been given into useful information like order volume and frequency.

Regarding the Legal & Regulatory research, Amanda has been in communication with her contacts at CH Robinson and FedEx trying to get projected costs given the new order volumes we’ve received.

We are all working on completing summary documents, diagrams, recommendations and analysis but we’ve had to turn more of our attention towards the PowerPoint presentation and story for our Draft Presentation on Dec. 1st as it is our most rapidly approaching milestone.

Planned but not Accomplished Task Start End Resource Assigned

Execution: Research Follow up with Supply Chain Contacts

Mon. Oct 11 Fri. Oct 15 Ellen Hammock

Follow up with Legal/Reg Contacts

Mon. Oct 11 Fri. Oct 15 Amanda Buss

Follow up with Competitor Analysis Contacts

Mon. Oct 11 Fri. Oct 15 Mileta Gebre-Michael

Full Write Up of Current SC Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Create Current SC Flow Charts

Sun Oct. 17 Fri Oct. 22 Ellen Hammock

123

Full Write Up of Legal/Reg Enviro.

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Highlight Potential Bottlenecks

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Areas of Improvement

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Similarities & Differences

Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Document deciding factors Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Execution: Analysis Cost-Benefit Analysis Sat. Oct. 23 Fri. Oct. 29 Ellen Hammock

SWOT Analysis Sat. Oct. 23 Fri. Oct. 29 Janaki Douillard

Execution: Recommendation Develop Diagrams for TO-BE (and Roadmap)

Sat. Oct. 30 Fri. Nov. 5 Amanda and Ellen

Full Write Up on Recommendations

Sat. Oct. 30 Fri. Nov. 5 Undetermined

Execution: Draft Presentation

Develop Story Sat. Nov. 6 Fri. Nov. 12 Janaki Douillard

Develop PowerPoint Sat. Nov. 6 Fri. Nov. 12 Janaki Douillard

Work to be Complete during next Period Task Start End Resource Assigned

We have reached our schedule buffer and do not have anything on the schedule planned for this week.

124

Execution: Research Phase- In Progress Execution: Analysis, Recommendation, Draft Presentation Phase – In Progress

125

Status Report for Period Ending Dec. 6, 2010 Project Title: Vail Resorts Supply Chain Project Prepared by: Janaki Douillard Summary:

The works completed section was composed of follow up interviews, some documents, analysis and our draft presentation milestone. We had to set this period as our cut off point for accepting any new information from interviewees.

We’re currently focused on bringing all the last pieces together in a coherent and intriguing PowerPoint presentation and final deliverable.

Work Completed Since Last Period

Task Start End Resource Assigned

Execution: Research Follow up with Supply Chain Contacts

Mon. Oct 11 Fri. Oct 15 Ellen Hammock

Follow up with Legal/Reg Contacts

Mon. Oct 11 Fri. Oct 15 Amanda Buss

Follow up with Competitor Analysis Contacts

Mon. Oct 11 Fri. Oct 15 Mileta Gebre-Michael

Create Current SC Flow Charts Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Execution: Analysis SWOT Analysis Sat. Oct. 23 Fri. Oct. 29 Janaki Douillard

Execution: Draft Presentation Develop Story Sat. Nov. 6 Fri. Nov. 12 Janaki Douillard

Draft Presentation Mon. Dec. 6 Mon. Dec. 6 Team

Planned but not Accomplished

Task Start End Resource Assigned

Execution: Research Full Write Up of Current SC Sun Oct. 17 Fri Oct. 22 Ellen Hammock

Full Write Up of Legal/Reg Enviro.

Sun Oct. 17 Fri Oct. 22 Amanda Buss

126

Highlight Potential Bottlenecks Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Areas of Improvement

Sun Oct. 17 Fri Oct. 22 Amanda Buss

Document Similarities & Differences

Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Document deciding factors Sun Oct. 17 Fri Oct. 22 Mileta Gebre-Michael

Execution: Analysis Cost-Benefit Analysis Sat. Oct. 23 Fri. Oct. 29 Ellen Hammock

Execution: Recommendation Develop Diagrams for TO-BE (and Roadmap)

Sat. Oct. 30 Fri. Nov. 5 Amanda and Ellen

Full Write Up on Recommendations

Sat. Oct. 30 Fri. Nov. 5 Undetermined

Work to be Complete during next Period

Task Start End Resource Assigned

Execution: Draft Presentation Develop PowerPoint Sat. Nov. 6 Fri. Nov. 12 Janaki Douillard

Closing Confirm work is done to requirements

Mon. Nov. 29 Thurs. Dec. 2 Team

Gain Formal acceptance of project

Fri. Dec. 3 Sat. Dec. 4 Team

Complete formal performance reporting

Fri. Dec. 3 Mon. Dec. 6 Team

Update lessons learned knowledge base

Fri. Dec. 3 Mon. Dec. 6 Amanda Buss

127

Execution: Research Phase-In Progress

Execution: Analysis, Recommendation, Draft Presentation Phase-In Progress Closing Phase-In Progress

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Weekly Task Lists The following are the weekly tasks list that often times broken down schedule task items into more manageable goals. These tasks lists also converted the somewhat arbitrary schedule dates into bite size task groupings per week. Week of Monday Oct. 11, 2010 Amanda: Call John Pilgrim Begin Contacting FedEx and CH Robinson Contact Chip Nelson to get ball rolling for 3rd Party information Continue Research Ellen: Schedule Interview with Adam Smock Call Chip Nelson today Call Tom Delouise and see if we can catch him via phone Mileta: Continue research Continue interviewing competitors Janaki: Contact Pascal about AS-IS supply chain

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Week of Monday Oct. 18, 2010 Amanda: Update Summary Research doc and post on dropbox by Wednesday night

Continue Research Contact Werner Hein when Mileta gets you the contact info

Ellen: Draft AS-IS and Standard - Summary Research doc

Schedule Interview with Nick Hagel for standard F&B supply chain Schedule Interview with Thoman DeLouise, Adam Smock & Pat Pascal

Contact Chip Nelson regarding Vail’s standard supply chain Mileta: Draft Competitor Analysis - Summary Research doc

Continue research Continue interviewing competitors Get Joe Kelly and Werner Hein’s contact info Email Joe Kelly about his Sandals resorts experience Janaki: Get Status Report out Finalize and email out Meeting Minutes from Friday Confirm this Friday’s meeting

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Week of Monday Nov. 1, 2010 Amanda:

Break Freight Forwarder Section into Freight Forwarder and Customs Broker Type up CH Robinson interview Contact Werner Hein when Mileta gets you the contact info Begin Flowcharting Process Bring Flowchart Textbook to Class on Wednesday

Ellen: Draft AS-IS and Standard – Executive Summary

Schedule Interview with Pat Pascal Begin Flowcharting Process

Mileta: Draft Competitor Analysis - Summary Research doc & Executive Summary Contact Joe Kelly about his Sandals resorts experience

Begin Flowcharting Process Research advantages and disadvantages of Cold Storage Schedule Interview with Jamaican Cook with Ritz Carlton Expand Supplier Section of AS-IS Document

Janaki: Get Status Report out Finalize and email out Meeting Minutes from Friday Confirm this Friday’s meeting

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Week of Monday Nov. 8, 2010 Amanda:

Create Flowchart Send Flowchart to CH Robinson contact

Fill in gaps of Summary Doc Follow up with Aaron on the Cost of FedEx Create a ‘Highlight Bottlenecks’ document

Ellen: Upload new Draft AS-IS doc with Executive Summary

Upload Vendors Info Doc Schedule Interview with Pat Pascal Begin Flowcharting Process

Keep contacting suppliers (Last Three on List) Create Story outline with Mileta Contact Kevin to get comparable CO resort volume #s & ask if there are standard

forecasting models/equations that the CO resorts use Mileta: Type up meeting minutes from last week

Schedule Interview with Jamaican Cook with Ritz Carlton Contact Brandon (AI Student) on standard practices and forecasting

Keep contacting suppliers (1st Two on List) Create Story outline with Ellen Call Customs about local transit for foods to resorts

Janaki: Create 1st draft SWOT analysis

Get Status Report out Email out Meeting Minutes from Friday Confirm this Friday’s meeting Email out Meeting Agenda on Wednesday night

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Mid-week Update to Week of Monday Nov. 8, 2010 Amanda Outline Stages of Roadmap Contact CH Robinson and FedEx to obtain shipping prices Split Flowchart into 2 Ellen Collate Purchase Orders into general f&b categories Begin template for Cost-Benefit Mileta Type up all supplier/vendor research Obtain the Vendors' sources i.e. where or who they are importing from Contact Jamaican Cook and Brandon (the student) Janaki Begin powerpoint Develop story

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Week of Friday Nov. 19, 2010 Amanda: Finish Flowcharts by Monday & email to FedEx for feedback Contact FedEx for Ocean Pricing Get CH Robinson to respond about lead times Further develop Roadmap Ellen: Collate Purchase Orders from Brydens and Admac into general f&b categories Continue Cost-Benefit Analysis Mileta: Type up all supplier/vendor research Type up interview with Chinie Current Supply Chain flowcharts Janaki:

Edit Story Edit ppt Edit SWOT Analysis

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Week of Wednesday Dec. 8, 2010 Wednesday Class Ask Jim these questions:

1. Does the Final deliverable include an updated first deliverable as well as the original first deliverable?

2. Do the assumptions and roles & responsibilities documents need to be signed by our Vail reps?

3. Is there a quick and easy way to compile all email correspondence? Is there a way to format it that is best?

Could also begin editing ppt, I had an idea for the end.

We could have less conclusion slides and add next steps slides (this was in the book but it didn’t seem to apply to our project until now).

Conclusion: could mostly just reiterate, “We must continue to purchase through local vendors” and maybe have a graph that looks like this:

Source: This is completely inaccurate I built it in 3 seconds as an example.

Next Steps: This section could go into the 2 next step options: 1. Research Local Freight Forwarders that will ship less than a

full container 2. Wait for Volume to increase either by:

a. Increased landings occupancy b. Increased open Caribbean rockresorts

Wednesday Night Meeting

5:00-8:00pm Collaborate on Roadmap & verify the legal reg doc is up to date bt what both of you added last night. Attendees: Amanda & Mileta

$0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 $4.50

Local Air Full Container

Average Price at Current Volume

Price at Current Volume

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Complete by Thursday Amanda:

Create a Lessons Learned document for the Project Copy & Paste all email correspondence into a Word doc

Ellen:

Complete As-Is Research Document Compile & edit recommendation document (copy & pastes from when we wrote out the ppt very articulately) Copy & Paste all email correspondence into a Word doc

Mileta:

Edit Roadmap visio Copy & Paste all email correspondence into a Word doc

Janaki:

Create meeting minutes for last 2 meetings Create status report for this week Edit the First Deliverable Edit SWOT Analysis Copy & Paste all email correspondence into a Word doc

Thursday Night Meeting

5:30-8:30pm Edit Powerpoint presentation Attendees: Janaki, Ellen & Amanda

Complete by Friday

TBD

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Email Communication

The following email communications are the most significant interactions broken

down into the following four categories: administrative, legal and regulatory, as-is

supply chain, and competitor analysis.

Administrative:

Date: Fri, 03 Dec 2010 20:22:42 -0700

17 of 101

From: Aaron Rubinstein <ARubinstein@vailresorts.com>

Subject: St. Lucia Food Pricing Data

To:

Ellen Michelle Hammock <Ellen.Hammock@Colorado.EDU> , Janaki Chamonix-Chant Douillard <Janaki.Douillard@Colorado.EDU> , Amanda Buss <amanda.buss@colorado.edu> , Mileta Gebre-Michael <miletagm@gmail.com>

Cc: "Kevin J. Snyder" <KSnyder@vailresorts.com> , Nicholas Hagel <NHagel@vailresorts.com>

Team, Sorry for the delay on this. I combined the two data sets (what Isaac provided from St. Lucia and the quote from US Foods) but it was pretty messy and I needed to do a number of pack-size conversions to get all the pricing lined up “apples to apples”. Anyway, this should be much easier for you to interpret. The columns on the left list common items purchased at St. Lucia, the supplier, unit price, and total units purchased from February to October. The columns on the right show US Foods’ pricing for comparable items. I inserted a number of additional columns for you to input the additional freight, import duties, etc. associated with importing US Foods products. If you are able to break down these costs per unit, you can enter them here and it will update the total savings number on the far right. I’m not sure if that will work given the data you have, but you should be able to edit this worksheet to fit your needs. Let me know if you have questions. Thanks, Aaron Aaron Rubinstein Senior Manager, Analytics & Technology Vail Resorts Management Company (303) 404-1994 Office (720) 218-2953 Mobile www.vailresorts.com I www.snow.com Attachment: St. Lucia Food Price Analysis.xls (55k bytes) Open

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Date: Wed, 20 Oct 2010 11:01:09 -0600

68 of 84

From: Ellen Michelle Hammock <Ellen.Hammock@Colorado.EDU>

Subject: Update

To: Janaki Chamonix-Chant Douillard <janaki.douillard@colorado.edu>

Hey Janaki, Regarding me research thus far, I had an interview with Nick yesterday and Adam Smock emailed me back today (I'll forward you the email). Nick and I discussed strategies moving forward, and which sections of the F&B supply chain we should focus on. The areas we determined were dry goods, meat, operating supplies and frozen goods. These categories were targeted because they have the highest "spend" in the supply chain, and we could easily use U.S. Foods for everything- meat will be the most difficult though. We also discussed what suppliers they use in their Colorado supply chains, and how selected these suppliers were selected. U.S. Foods is by far the biggest, supplying everything but dairy, cheese and alcohol. He recommends we use C.H. Robinson as our freight forwarder moving forward, and also suggested researching Steritech, which is a third party that's brought on to ensure health standards with food. They could be especially helpful dealing with the meat issues currently, as we would be able to approach local suppliers with their findings as to why we won't be sourcing meat from them in the future. I'll type up my notes in full later today and post them to the dropbox. Hope this helps for the time being! Ellen

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Date: Tue, 28 Sep 2010 10:13:56 -0600 91 of 104 From: "Kevin J. Snyder" <KSnyder@vailresorts.com> Subject: Headline in Weekly Vail Resorts Newsletter To: Janaki Chamonix-Chant Douillard <Janaki.Douillard@Colorado.EDU> Cc: Aaron Rubinstein <ARubinstein@vailresorts.com> “Team St. Lucia Wins Bronze at Taste of the Caribbean Team St. Lucia arduously prepared this year’s Caribbean Hotel & Tourism Association (CHTA) Taste of the Caribbean culinary competition in Puerto Rico, which was held Sept. 9-12. The team was unveiled at The Landings St Lucia, A Rock Resort on Sept. 7, prior to their departure. The team comprised Gilry Samuel from The Landings A RockResort, Alva Preville from Delirius, Nicodemus Joseph from Cap Maison, Roystan Antoine from Ladera and Asa Johannson from Edge/Firegrill with Chef Bobo Bergstrom of the Edge Restaurant Bar & Sushi and Fire Grill as the team captain.” Janaki – please share this with the team. Might be useful, might not. Kevin J. Snyder Procurement Analyst Vail Resorts Management Company (303) 504-5829 Office (303) 877-7712 Mobile www.vailresorts.com www.snow.com VAILRESORTS® EXPERIENCE OF A LIFETIME The information contained in this message is confidential and intended only for the use of the individual or entity named above, and may be privileged. Any unauthorized review, use, disclosure, or distribution is prohibited. If you are not the intended recipient, please reply to the sender immediately, stating that you have received the message in error, then please delete this e-mail. Thank you.

139

Date: Fri, 01 Oct 2010 16:44:29 -0600 103 of 124 From: "Kevin J. Snyder" <KSnyder@vailresorts.com> Subject: Food, Beverage, & Operating Supplies Classification Guide To: Janaki Chamonix-Chant Douillard <Janaki.Douillard@Colorado.EDU> , "vailproject2010@gmail.com" <vailproject2010@gmail.com> Cc: Aaron Rubinstein <ARubinstein@vailresorts.com> , Nicholas Hagel <NHagel@vailresorts.com> Hello Janaki, Here’s the Food, Beverage, & Operating Supplies Classification Guide we were referring to in today’s meeting. We recognize that this list can be a bit overwhelming, so keep in mind your primary focus for research should be the Product Sub-Groups (highlighted gray). It’s important for you guys to understand where the Product Classes are categorized, but try not to get bogged down in researching every one of the individual classes. Let us know if you have any questions. Thanks, Kevin Kevin J. Snyder Procurement Analyst Vail Resorts Management Company (303) 504-5829 Office (303) 877-7712 Mobile www.vailresorts.com www.snow.com VAILRESORTS® EXPERIENCE OF A LIFETIME The information contained in this message is confidential and intended only for the use of the individual or entity named above, and may be privileged. Any unauthorized review, use, disclosure, or distribution is prohibited. If you are not the intended recipient, please reply to the sender immediately, stating that you have received the message in error, then please delete this e-mail. Thank you. Attachment: Food, Beverage, & Operating Supplies Classification Guide.xls (27k bytes) Open

140

Date: Mon, 11 Oct 2010 14:10:09 -0600

121 of 144

From: Miletazega Gebre-Michael <miletagm@gmail.com>

Subject: Re: Tasks & meeting minutes To: Janaki Chamonix-Chant Douillard <Janaki.Douillard@colorado.edu>

Cc: Ellen Michelle Hammock <Ellen.Hammock@colorado.edu> , Amanda Buss <amanda.buss@colorado.edu>

Hello ladies, Here are journals that the business library clerkdesk suggested: Production & Operations Management Society Import Export Resources Mergent Online Travel & Tourism Hospitality Net Transport Net Mintel I will continue to send out articles that are useful. Mileta -- Miletazega Gebre-Michael miletagm@gmail.com

141

Date: Mon, 11 Oct 2010 12:02:31 -0600

123 of 144

From: "Kevin J. Snyder" <KSnyder@vailresorts.com>

Subject: Kevin Action Items 10-11

To: Janaki Chamonix-Chant Douillard <Janaki.Douillard@Colorado.EDU>

Cc: Aaron Rubinstein <ARubinstein@vailresorts.com>

Hi Janaki, I just spoke with Nick and here are the updates we discussed: He is fine with signing off on the Change Request Form (your format is fine) if we need to do so. He just emailed our Colorado US Foods Representative asking her to put us in touch with additional USF Reps focused on the Caribbean region, explaining that John Pilgrim has been slow to respond. This note explained how we understand everyone has to focus on their primary duties; however, this assistance could lead to future business opportunities. Lastly, I'm researching project templates we've used in the past that could be useful during the later stages of the project, and I will get back to you on this soon. All the best, Kevin -----Original Message----- From: Nicholas Hagel Sent: Monday, October 11, 2010 11:40 AM To: Kevin J. Snyder Subject: RE: Monday Meeting Please use their standard form for any changes. Thanks - nick -----Original Message----- From: Kevin J. Snyder Sent: Monday, October 11, 2010 11:21 AM To: Nicholas Hagel Subject: FW: Monday Meeting Nick,

Please

142

contact me to discuss this Change Request Form for the CU Team. Thanks, Kevin -----Original Message----- From: Janaki Chamonix-Chant Douillard [mailto:Janaki.Douillard@Colorado.EDU] Sent: Thursday, October 07, 2010 11:37 PM To: Janaki Douillard; Ellen Michelle Hammock; Amanda Buss; Mileta Gebre-Michael; Kevin J. Snyder; Aaron Rubinstein Subject: Monday Meeting Kevin & Aaron, We've decided it would be great if we could have a short meeting on Monday the 11th from 11:00-11:30AM. If for some reason this doesn't work anymore, just let me know and we can work something out. I've attached a Meeting Agenda and another document that is an example of a Change Request Form that we will go over at the meeting. Last Note: We think that next Friday the 15th's meeting time would be best utilized be meeting with Taylor (our Hitachi mentor) especially since we will have just met on Monday. If you disagree for any reason, please let me know. Thank you, Janaki Douillard 303.718.7052

143

Date: Thu, 09 Sep 2010 12:59:39 -0600

181 of 184

From: Janaki Chamonix-Chant Douillard <Janaki.Douillard@Colorado.EDU>

Subject: RE: CU Project - Vail Resorts Project Charter

To:

"Kirwan, Taylor" <tkirwan@hitachiconsulting.com> , Janaki Douillard <janaki.douillard@colorado.edu> , Ellen Michelle Hammock <Ellen.Hammock@Colorado.EDU> , Amanda Buss <amanda.buss@colorado.edu> , Mileta Gebre-Michael <miletagm@gmail.com>

Taylor, It's great to hear from you, and we're all very excited about this project with Vail Resorts. I have a few things I want to run by you: 1. Re: First Meeting with you: I understand you would prefer to have us meet you in Denver but we were wondering if you wanted to be present at our first meeting with Vail Resorts. We have scheduled a meeting with them on Friday (tomorrow) at their offices in Broomfield, which would make scheduling a meeting with you separately before then very difficult. If you would like to be present for our meeting with Vail Resorts (we're still waiting on confirmation of the time), we could either provide you with their address or the conference call line information. Let us know what you think would be most effective for scheduling our first meeting. 2. Our File Storage Site is www.dropbox.com The username: vailproject2010@gmail.com password: vail1234 3. Jim Marlatt has set up a Mentor Night at Centro on Pearl St. The date is Tuesday, October 12th from 6:30-8:00. Please let us know as soon as you can if you will or won't be able to make this time so we can pass along the information to Jim. Looking forward to meet you, Janaki Douillard, Ellen Hammock, Mileta Gebre-Michael, and Amanda Buss

144

Date: Thu, 09 Sep 2010 11:23:40 -0600

182 of 184

From: "Kirwan, Taylor" <tkirwan@hitachiconsulting.com>

Subject: RE: CU Project - Vail Resorts Project Charter

To:

"miletagm@gmail.com" <miletagm@gmail.com> , "amanda.buss@colorado.edu" <amanda.buss@colorado.edu> , "janaki.douillard@colorado.edu" <janaki.douillard@colorado.edu> , "ellen.hammock@colorado.edu" <ellen.hammock@colorado.edu>

Hi everyone, Hope you guys are enjoying getting back into school mode for the fall. I always love this time of year for the start of the college football season. I really enjoyed the CU victory last weekend, and am looking forward to seeing what we are made of this weekend against Cal. I'm Taylor Kirwan and I am a Consultant at Hitachi Consulting. I graduated from CU couple of years ago with a degree in finance, and am currently living in Denver and working at an industrial products client in the tech center. I wanted to touch base at some point soon with you guys to discuss the project goals and throw around some ideas about how to tackle this project. What days/times work for your schedules? I am typically on the clients site in the tech center Monday through Friday during the day, but at times may be able to step out. Also, we need to figure out what works best logistically for these meetings. Ideally I would like to have this first discussion in person out here in Denver, and then see what will work best going forward. Please let me know if there is an issue with coming down to Denver and what days/times work for you. Look forward to meeting you all and getting started on this project, it is a great learning experience and networking opportunity. Taylor

145

Legal and Regulatory:

Date: Thu, 02 Dec 2010 16:04:51 -0700 4 of 104 From: "William Clement" <william.clement@fedex.com>

Subject: Re: Vail Resorts RE: Pricing Information To: <Amanda.Buss@colorado.edu> Cc: "Michael Lobojko" <michael.lobojko@fedex.com>

This is what I got from my broker on D&T. Fresh/Chilled meat: 15% of CIF, Sea foods: 52%, Linen: 49.5%

Date: Thu, 02 Dec 2010 15:57:25 -0700 5 of 104 From: <bussa@Colorado.EDU>

Subject: Re: Vail Resorts RE: Pricing Information To: "William Clement" <william.clement@fedex.com>

Hello Mr. Clement, I have gotten confirmation that temperature controlled packaging will be provided by our food distributor for any products that require it. Also, I'm in desperate need of some custom's brokerage (or general import consulting) pricing information. Do you know how these fees are structured? Or can you refer me to someone that can help me? As always, thank you so much for all of your help! Best, Amanda Buss 720-352-4000

146

Date: Tue, 30 Nov 2010 15:35:56 -0700 6 of 104 From: "Pilgrim, John" <john.pilgrim@usfood.com>

Subject: RE: Temperature controlled packaging To: Amanda Beatrice Buss <Amanda.Buss@Colorado.EDU>

Hi Amanda, If the product is being shipped via container on a ship there is no additional charges for meat. If they are to airfreight then here are current costs: $98 is min. $1.13/lb fee $.59/fuel surcharge $.06/security fee $1.78/lb total Plus $25 documentation fee Pricing of LT30 product compared to non LT30 may vary. I would estimate a 5% increase for LT30. This is the link for St. Lucia right off the USDA website and has LT30 information: http://www.fsis.usda.gov/Regulations_&_Policies/St_Lucia_Requirements/index.asp Thank you John J Pilgrim Vice President of National Accounts South Florida Division Office: 561-995-4459 Cell: 561-436-3640 -----Original Message----- From: Amanda Beatrice Buss [mailto:Amanda.Buss@Colorado.EDU] Sent: Monday, November 29, 2010 10:45 PM To: Pilgrim, John Subject: Temperature controlled packaging

147

Hello again Mr. Pilgrim, Just to refresh your memory, I am working with Vail Resorts on a supply chain project to service resorts in the Caribbean. I'm wondering if you might be able to provide information on packaging meats in temperature controlled packaging and related costs? This information is critical in providing a sound recommendation of incorporating US Foodservice into this international supply chain. If you also have access to pricing information on beef products that satisfy the LT30 requirements that would be most useful. Thanks again for your continued support and assistance. Warmly, Amanda Buss 720-352-4000

148

Date: Mon, 29 Nov 2010 18:05:18 -0700

10 of 104

From: "William Clement" <william.clement@fedex.com>

Subject: Vail RE: Pricing Information

To: "Amanda Beatrice Buss" <Amanda.Buss@colorado.edu> , "Michael Lobojko" <michael.lobojko@fedex.com>

Not "refrigerated", packed in temperature control packaging. However, http://acutemp.com/products/mobile-refrigeratorsfreezers You may wish to investigate the option above. Regards, William Clement - IWWAE For immediate customer service support: 1.800.247.4747 International Customer Support 1.800.332.0807 International Freight (Pallets/Skids) 1.877.339.2774 Automation Support 1.800.622.1147 Customer Account Billing 1.800.463.3339 (press 81) Dangerous Goods 1.800.851.3336 Global Regulatory rcg@fedex.com www.fedex.com/us/findsupport -----Original Message----- From: Amanda Beatrice Buss [mailto:Amanda.Buss@colorado.edu] Sent: Monday, November 29, 2010 5:38 PM To: William Clement Subject: RE: Pricing Information Hello again Mr. Clement, I just want to be sure that the Air Express delivery method for Fresh meat is also refrigerated, this has been an expressed concern of several contacts on island. Thank you, Amanda Buss 720-352-4000

Attachment: Perishables_CMM.pdf (3981k bytes) Open

149

Date: Mon, 15 Nov 2010 15:11:27 -0700

12 of 104

From: "William Clement" <william.clement@fedex.com>

Subject: RE: Pricing Information

To: "Amanda Beatrice Buss" <Amanda.Buss@colorado.edu> , "Michael Lobojko" <michael.lobojko@fedex.com>

Amanda, see attached for FedEx Express US Export Priority service, Zone "I", highlighted in Yellow.... These would be the rates for express air delivery from the US to Saint Lucia. This should help you get started with some of your analysis. The Ocean containers are running into an issue with needing all the FDA requirements being met. So the delay on pricing is due to meeting all FDA regulations. We should have the latest information back to us by Thursday to provide you with our capabilities. We are also reaching out to other collaboration partners to bring them into the communication loop to see if they have "all" FDA requirements met. Regards, William Clement - IWWAE For immediate customer service support: 1.800.247.4747 International Customer Support 1.800.332.0807 International Freight (Pallets/Skids) 1.877.339.2774 Automation Support 1.800.622.1147 Customer Account Billing 1.800.463.3339 (press 81) Dangerous Goods 1.800.851.3336 Global Regulatory rcg@fedex.com www.fedex.com/us/findsupport -----Original Message----- From: Amanda Beatrice Buss [mailto:Amanda.Buss@colorado.edu] Sent: Monday, November 15, 2010 10:24 AM To: William Clement Subject: Pricing Information Good morning Mr. Clement, My team is at a point where pricing estimates, no matter how general, are essential to continuing our analysis. At this point, FedEx seems our most logical choice for freight forwarder and most likely as a customs broker as well. We do, however, need to make some high level

150

assumptions based on cost to provide a full and supported solution to the supply chain issues. Is there anything I could provide that would expedite this process? I know we are missing many key elements, such as volume and itemized commodity figures, but the pricing estimates we seek do not necessarily require such level of detail. Estimates could simply be per pallet by Air Express, or for your 20' ocean containers. If you would prefer to discuss any details over the phone, please provide some possible scheduling options and an appropriate phone number and I will contact you as soon as possible. As always, your time and assistance are most appreciated. Cheers, Amanda Buss 720-352-4000

Attachment: Vail Resorts International Net Rates 11.15.2010.xlsx (162k bytes) Open

151

Date: Tue, 23 Nov 2010 09:50:20 -0700

14 of 104

From: "William Clement" <william.clement@fedex.com>

Subject: Vail Resorts RE: Pricing Information

To: "Amanda Beatrice Buss" <Amanda.Buss@colorado.edu> , "Michael Lobojko" <michael.lobojko@fedex.com>

Amanda, as we move forward with an air express delivery solution for The Landing ....packaging will play a critical part of the overall success. I have attached a resource guide to introduce the subject matter and ask you to place this on your "things" to do list .... Regards, William Clement - IWWAE For immediate customer service support: 1.800.247.4747 International Customer Support 1.800.332.0807 International Freight (Pallets/Skids) 1.877.339.2774 Automation Support 1.800.622.1147 Customer Account Billing 1.800.463.3339 (press 81) Dangerous Goods 1.800.851.3336 Global Regulatory rcg@fedex.com www.fedex.com/us/findsupport

152

Date: Wed, 24 Nov 2010 08:34:45 -0700

15 of 104

From: "William Clement" <william.clement@fedex.com>

Subject: FW: Vail Resorts RE: Pricing Information

To: "Amanda Beatrice Buss" <Amanda.Buss@colorado.edu> , "Michael Lobojko" <michael.lobojko@fedex.com>

Cc: "Malcolm Schweizer" <mmschweizer@fedex.com> , "Raphael Andrew" <raphael.andrew@fedex.com> , "Ken Rene" <krene@fedex.com>

Amanda, please see comments on regulatory requirements. Information received from St. Lucia: Import licenses will be issued for meat on the following conditions: USDA Meat & Poultry Export Certificate of Wholesomeness required. Bone-in beef not allowed into St. Lucia. (only boneless beef allowed) Poultry & pork allowed on proof that a certain percentage is sourced locally. Invoices must be supplied 5 days & USDA certificates 3 days prior to shipment arrival into St. Lucia. Licenses cost EC$55.00 per application - which has to be paid directly to vendor broker by shipper or consignee Regards, William Clement - IWWAE For immediate customer service support: 1.800.247.4747 International Customer Support 1.800.332.0807 International Freight (Pallets/Skids) 1.877.339.2774 Automation Support 1.800.622.1147 Customer Account Billing 1.800.463.3339 (press 81) Dangerous Goods 1.800.851.3336 Global Regulatory rcg@fedex.com www.fedex.com/us/findsupport

153

Date: Mon, 22 Nov 2010 14:49:35 -0700

16 of 104

From: "William Clement" <william.clement@fedex.com>

Subject: RE: Pricing Information

To: "Amanda Beatrice Buss" <Amanda.Buss@colorado.edu> , "Michael Lobojko" <michael.lobojko@fedex.com>

Quote No. 10-0575 Please see below the rates as requested. Rate for 40' operating refer container from Port Miami to Port St. Lucia is $5650.00 Comm.: Frozen Meat Rate for 20' std from Miami to St. Lucia $3050.00 Rate for 40' std from Miami to St. Lucia $4050.00 Comm.: Hotel Supplies and Liquor Please add $75.00 handling to above rates. Above rates are Port to Port Rates do not include duties, taxes, insurance or any destination charges. Regards, William Clement - IWWAE For immediate customer service support: 1.800.247.4747 International Customer Support 1.800.332.0807 International Freight (Pallets/Skids) 1.877.339.2774 Automation Support 1.800.622.1147 Customer Account Billing 1.800.463.3339 (press 81) Dangerous Goods 1.800.851.3336 Global Regulatory rcg@fedex.com www.fedex.com/us/findsupport

154

Date: Fri, 19 Nov 2010 17:54:49 -0700

18 of 104

From: "William Clement" <william.clement@fedex.com>

Subject: RE: Pricing Information

To: "William Clement" <william.clement@fedex.com> , "Amanda Beatrice Buss" <Amanda.Buss@colorado.edu>

Cc: "Michael Lobojko" <michael.lobojko@fedex.com>

http://www.foodlogistics.com/web/online/nl-section-update/-Customized-Br okers-Brings-Customs-Clearance-Expertise-For-Perishables-To-West-Coast/2 4$2658 Amanda, this article gives resource information on perishables. The company started out of Florida and has had expansion based on their success in the perishable market place. Regards, William Clement - IWWAE For immediate customer service support: 1.800.247.4747 International Customer Support 1.800.332.0807 International Freight (Pallets/Skids) 1.877.339.2774 Automation Support 1.800.622.1147 Customer Account Billing 1.800.463.3339 (press 81) Dangerous Goods 1.800.851.3336 Global Regulatory rcg@fedex.com www.fedex.com/us/findsupport

155

Date: Fri, 19 Nov 2010 17:39:48 -0700

20 of 104

From: "William Clement" <william.clement@fedex.com>

Subject: RE: Pricing Information To: "Amanda Beatrice Buss" <Amanda.Buss@colorado.edu> Cc: "Michael Lobojko" <michael.lobojko@fedex.com>

Express Consolidation Sys 201-842-9009 Laparkan Trading 305-836-4393 CMA / CGM Group 877-556-6308 SeaFreight Line 305-592-6060 Amanda, the above have connectivity to Castries, St. Lucia. We have exhausted all FedEx Trade Networks options to deliver Frozen Meat from Port of Miami using Ocean Reefer Container and do not have any options to provide. I have reached out to several other specialized Brokers in the Food Service Industry and should hear back from them on their possible options on delivering Frozen Meat to the island. The only solution we could provide would be by FedEx Express International Priority Service (IP Fresh for Perishable Commodities) that we sent you the pricing on. To set you up to use the Perishable Commodities service would take 30 work days to get through the legal agreement and waivers. I should have pricing back on shipping "Dry Good Commodities" by Ocean FCL and LCL; however FedEx Trade Networks would not be able to provide the Clearance Brokerage at St. Lucia. Vail Resorts would need to secure this support at destination. Do you have any Brokerage contacts on the island? I will follow back up with you be phone on Monday afternoon to give you the other feedback I am still waiting on from contacts at the Port of Miami. Regards, William Clement - IWWAE For immediate customer service support: 1.800.247.4747 International Customer Support 1.800.332.0807 International Freight (Pallets/Skids) 1.877.339.2774 Automation Support 1.800.622.1147 Customer Account Billing 1.800.463.3339 (press 81) Dangerous Goods 1.800.851.3336 Global Regulatory rcg@fedex.com www.fedex.com/us/findsupport

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Date: Thu, 11 Nov 2010 14:25:36 -0700

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From: Brandon Workman <Brandon.Workman@chrobinson.com>

Subject: RE: Pricing Estimates To: "Amanda Beatrice Buss" <Amanda.Buss@Colorado.EDU> Cc: James Dockery-Jackson <James.Dockery-Jackson@chrobinson.com>

Hi Amanda, Good to hear from you again! Your best bet to getting pricing for St. Lucia is to check out this website: http://st-lucia.shipping-international.com/freight-forwarders/ This will ultimately get you the best service for moving things into the island and through the supply chain down there. Please let us know if you need anything else, we are happy to help. Thanks! Thanks, Brandon Workman C.H. Robinson Worldwide, Inc. Denver, CO Direct 303.367.7161

Date: Thu, 11 Nov 2010 14:04:28 -0700

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From: "Douglas "Chip" Nelson" <DHNelson@vailresorts.com>

Subject: RE: Hurricane Bottleneck- Please Help To: Amanda Beatrice Buss <Amanda.Buss@Colorado.EDU> Cc: Steve Nguyen <SNguyen@vailresorts.com>

Amanda, These specific questions could only be answered by folks on the ground in St. Lucia. Unfortunately Adam and Pat are the two you will need to speak with. On another note, one of our Executive Chef's in Keystone will be in the Dominican Republic from November 29th through December 19th. He will be working directly with the Executive Chef from Balcones to assist with the opening of their restaurant. I have copied him here so you have his contact info. I would suggest you forward some questions to him that he can research while he is on the island to help you understand that location as well. Best Regards, Chip

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Date: Mon, 08 Nov 2010 18:29:29 -0700

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From: "William Clement" <william.clement@fedex.com>

Subject: Re: Vail Resorts St. Lucia Supply Chain Project To: <ARubinstein@vailresorts.com>

Cc: "Michael Lobojko" <michael.lobojko@fedex.com> , <nhagel@vailresorts.com> , <KSnyder@vailresorts.com> , <Amanda.Buss@Colorado.EDU>

Confirmed. We would base the express air deliveries on current agreement.

From: Aaron Rubinstein To: William Clement Cc: Michael Lobojko; Nicholas Hagel ; Kevin J. Snyder ; Amanda.Buss@Colorado.EDU Sent: Mon Nov 08 19:27:07 2010 Subject: RE: Vail Resorts St. Lucia Supply Chain Project

Bill, thanks for clarifying and I understand on the ocean and other rates. I just wanted to make sure that if you were quoting any Express services that our contract rates would be utilized.

Thanks again,

Aaron

From: William Clement [mailto:william.clement@fedex.com] Sent: Monday, November 08, 2010 6:24 PM To: Aaron Rubinstein Cc: Michael Lobojko; Nicholas Hagel; Kevin J. Snyder; Amanda.Buss@Colorado.EDU Subject: Re: Vail Resorts St. Lucia Supply Chain Project

Aaron, the ocean and other rates we are researching are not covered in the pricing agreement you reference. The agreement you reference only covers what would fly to the island on FedEx Express service. Michael can review with you so there is no miss communication.

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From: Aaron Rubinstein To: William Clement Cc: Michael Lobojko; Nicholas Hagel ; Kevin J. Snyder ; Amanda Beatrice Buss Sent: Mon Nov 08 19:08:18 2010 Subject: Vail Resorts St. Lucia Supply Chain Project

Bill,

I believe you have been in contact with Amanda Buss from the University of Colorado about a supply chain project she is involved with on behalf of Vail Resorts. We are looking at opportunities to utilize FedEx to ship food products from our domestic suppliers to a hotel we manage on St. Lucia. Amanda is going to be looking for pricing information to complete her analysis, and I just want to make sure that the rates you quote will be in accordance with Vail Resorts’ master FedEx contract. Mike Lobojko is our account manager and he should be able to answer any questions about our contract rates. Please feel free to call me if you have any other questions.

Thanks,

Aaron

Aaron Rubinstein

Senior Manager, Analytics & Technology

Vail Resorts Management Company

(303) 404-1994 Office

(720) 218-2953 Mobile

www.vailresorts.com I www.snow.com

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Date: Fri, 22 Oct 2010 12:44:38 -0600

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From: "Michael Lobojko" <michael.lobojko@fedex.com>

Subject: RE: Vail Resorts- F&B supply chain research

To:

"Amanda Beatrice Buss" <Amanda.Buss@colorado.edu> , "Michael Lobojko" <michael.lobojko@fedex.com> , "Raphael Andrew" <raphael.andrew@fedex.com> , "Malcolm Schweizer" <mmschweizer@fedex.com> , "Ken Rene" <krene@fedex.com>

Cc: "William Clement" <william.clement@fedex.com>

Hi Amanda, Sounds good and we'll talk soon. Below are the individuals that should be on our call: Malcolm Schweizer - FedEx Express, Sales Manager Virgin Islands Raphael Andrew - FedEx Express, Account Executive St Lucia Ken Rene - FedEx Express, Country Manager St Lucia Bill Clement - FedEx International Corporate Account Manager (Denver) Thanks, Michael Lobojko FedEx Services Corporate Account Manager 303-726-3990 www.fedex.com/us/findsupport

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Date: Thu, 14 Oct 2010 14:44:30 -0600

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From: "Douglas "Chip" Nelson" <DHNelson@vailresorts.com>

Subject: RE: F&B Supply Chain- St. Lucia To: Amanda Beatrice Buss <Amanda.Buss@Colorado.EDU>

Amanda,

Some answers to your inquires below.

I left you a voice mail today and will be available to talk until 3pm and after 4:30pm today and tomorrow until 1:30pm.

Best Regards,

Chip

-----Original Message----- From: Amanda Beatrice Buss [mailto:Amanda.Buss@Colorado.EDU] Sent: Monday, October 11, 2010 2:55 PM To: Douglas "Chip" Nelson Subject: F&B Supply Chain- St. Lucia

Hello Mr. Nelson,

My name is Amanda Buss and I am part of a student group researching and analyzing the food and beverage supply chain to The Landings resort at St. Lucia.

As an f&b director yourself, I am hoping you might be able to help guide my research.

-Do you have any references to share with me that may have knowledge specific to the duties, taxes, regulation, and customs environment in St. Lucia?

Probably not a one size fits all answer to this question. St. Lucia has certain custom rules in

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place to protect local merchants, growers, etc. and generally blocked most imports that would compete with the local economy. I did encounter restaurateurs who had found ways around some of these rule/laws (mostly by bribes or special relationships with certain government officials). I was there for 7 weeks in ’08/’09 and we were making all of our purchases locally at that time. This presented challenges as we were not able to get the quality we were looking for in many categories on the food side. Importing a variety of wine and spirits was not a problem through the local distributor, but the duties/taxes were quite high and we had significant mark up (particularly with wine) on these items as a result. There was a monopoly on beer and Piton (brewed locally) and Heineken were the only two available from the local distributor. I think if you can speak directly with the F&B manager in St Lucia or Pat the Executive Chef, you will get better information than I can provide.

Also, I am trying to clearly define the scope of this research and create an outline for the findings that I produce. I need to define the most common and highest impacting risks in the legal/regulatory environment surrounding international supply chain management.

-What are the focal areas you suggest I research?

I don’t know if I can give you any suggestions here as my experience is limited in this area. Another resource would be Werner Hein, the General Manager at Balcones del Atlántico in the Dominican Republic. He has extensive experience in the Caribbean. Another individual with experience in St Lucia is Joe Kelly who is currently on temporary assignment in Bimini. He spent several years in St. Lucia with Sandals Resorts prior to joining Vail Resorts.

Thank you so much for your help and time,

Amanda Buss

720-352-4000

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Date: Wed, 06 Oct 2010 17:51:20 -0600

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From: "Kevin J. Snyder" <KSnyder@vailresorts.com>

Subject: RE: Interviews

To: Amanda Beatrice Buss <Amanda.Buss@Colorado.EDU> , Aaron Rubinstein <ARubinstein@vailresorts.com>

Cc: Daniel Taylor <DanT@vailresorts.com>

Hi Amanda, I would definitely continue attempting to reach Brian White. I have copied Dan Taylor, the Purchasing Manager who provided this contact. Dan - do you happen to have any additional contacts from Tropical Foodservice or thoughts for tracking him down? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Regarding John Pilgrim's interview, I have two alternative suggestions: 1) Politely request that he put you in contact with one of his colleagues who can provide some insight in the mean time. Explain that you're bound to a tight timeline. 2) Send him your questions via email and request that he fill in his answers whenever he has time (hopefully before the 21st) and return to you when ready. It's very important for us to stay on schedule, so I would encourage you to push for one (or both) of these alternative options. But whatever you choose to do, you might as well keep your meeting on 10/21 just in case you still need additional information at that time. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ I don't think it can hurt to reach out to third parties and customs brokers before you speak with John Pilgrim. Regardless of their current or potential relationships with US Foods, they'll have standard procedures, policies, requirements, etc. that you'll need to be aware of. You might as well start that process now since you're a bit bottlenecked with US Foods. Sound good? Aaron, your thoughts? Thanks, Kevin

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-----Original Message----- From: Amanda Beatrice Buss [mailto:Amanda.Buss@Colorado.EDU] Sent: Wednesday, October 06, 2010 5:19 PM To: Kevin J. Snyder Subject: Interviews Hello Kevin, I have yet to hear back from Brian White at Tropical Foodservice, do you think it would be appropriate to call him tomorrow? I emailed him on Monday. Also, John Pilgrim of US Foodservice is very busy for the next 10 days. We have set up an interview for 10/18 from 1:30-3pm (3:30-5pm EST). I have provided the conference line information, can you please reserve it for us? We may have a follow up on 10/21 if necessary. I am currently in the process of tracking down customs, duties, taxes, and other legal information to the extent of my abilities. Should I still wait to interview third parties and customs brokers until after I speak with Mr. Pilgrim? Thank you for your help, Amanda 720-352-4000

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As-Is Supply Chain: From:   Aaron Rubinstein <ARubinstein@vailresorts.com> Subject: St. Lucia Food Pricing Data Date:    December 3, 2010 8:22:42 PM MST To:   Ellen Michelle Hammock <Ellen.Hammock@Colorado.EDU>, Janaki 

Chamonix‐Chant Douillard <Janaki.Douillard@Colorado.EDU>, Amanda Buss <amanda.buss@colorado.edu>, Mileta Gebre‐Michael <miletagm@gmail.com> 

Cc:   Kevin J. Snyder <KSnyder@vailresorts.com>, Nicholas Hagel   <NHagel@vailresorts.com> Team, Sorry for the delay on this. I combined the two data sets (what Isaac provided from St. Lucia and the quote from US Foods) but it was pretty messy and I needed to do a number of pack-size conversions to get all the pricing lined up “apples to apples”. Anyway, this should be much easier for you to interpret. The columns on the left list common items purchased at St. Lucia, the supplier, unit price, and total units purchased from February to October. The columns on the right show US Foods’ pricing for comparable items. I inserted a number of additional columns for you to input the additional freight, import duties, etc. associated with importing US Foods products. If you are able to break down these costs per unit, you can enter them here and it will update the total savings number on the far right. I’m not sure if that will work given the data you have, but you should be able to edit this worksheet to fit your needs. Let me know if you have questions. Thanks, Aaron

   Aaron Rubinstein Senior Manager, Analytics & Technology Vail Resorts Management Company (303) 404‐1994 Office (720) 218‐2953 Mobile www.vailresorts.com I www.snow.com   The information contained in this message is confidential and intended only for the use of the individual or entity named above, and may be privileged. Any unauthorized review, use, disclosure, or distribution is prohibited. If you are not the intended recipient, please reply to the sender immediately, stating that you have received the message in error, then please delete this e‐mail. Thank you.  

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  From:   Kevin J. Snyder <KSnyder@vailresorts.com> Subject: FW: St. Lucia Pricing Analysis Date:     November 29, 2010 4:06:49 PM MST To:   Ellen Michelle Hammock <Ellen.Hammock@Colorado.EDU> Cc:   Nicholas Hagel <NHagel@vailresorts.com>, Aaron Rubinstein   <ARubinstein@vailresorts.com> The Dry Goods’ Item pricing is attached.  Some items simply didn’t match up, but you should have a decent sampling for Dry Goods.      From: Lenio, Mary [mailto:mary.lenio@usfood.com]  Sent: Monday, November 29, 2010 4:04 PM To: Kevin J. SnyderCc: Lenio, Mary Subject: FW: St. Lucia Pricing Analysis   Kevin –   Attached are the items that we have a match‐up for in our system.  It does not look as if we stock the other items.   Mary Lenio  Director Contract and Healthcare Sales U.S. Foodservice ‐ Denver Direct ‐ 303‐643‐4712  Cel ‐ 303‐522‐9634  mary.lenio@usfood.com The information contained in this message is confidential and intended only for the use of the individual or entity named above, and may be privileged. Any unauthorized review, use, disclosure, or distribution is prohibited. If you are not the intended recipient, please reply to the sender immediately, stating that you have received the message in error, then please delete this e‐mail. Thank you.       

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 From:   Ellen Hammock <ellen.hammock@colorado.edu> Subject:  Thomas DeLouise/Nick Hagel Interview Date:     October 18, 2010 3:51:21 PM MDT To:   Aaron Rubinstein <arubinstein@vailresorts.com>, Kevin J. Snyder   <KSnyder@vailresorts.com> Hi Aaron and Kevin,  I have uploaded my interview notes from Friday, October 15th to the Dropbox. It was my initial interview with Thomas DeLouise and Nick Hagel regarding St. Lucia, and is titled "Hagel Interview."   Also, both Nick and Thomas asked me to contact them about scheduling meetings this week‐ Nick to walk me through a F&B supply chain for a Colorado resort and Thomas to set up a conference call between himself, Adam Smock, Pat Pascal and myself. Amanda has also expressed interest in being on this call to discuss order quantities and frequencies with Adam and Pat. Unfortunately, neither of them have responded to my emails. As I said in my message to Kevin, we as a team would appreciate if you could put some pressure on Thomas to schedule this meeting as both Amanda's and my research are dependent upon it.   Thanks for all your help and I look forward to seeing you tomorrow night!   Ellen                   

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 From:   Eustace Chinie Vitalis <chinie90@hotmail.com> Subject: RE: CU Boulder: Research Project Date:    November 19, 2010 11:04:54 AM MST To:   Mileta Gebre‐Michael <miletazega.gebre‐michael@colorado.edu> Cc:   ellen.hammock@colorado.edu  Hi Mileta et al.,   Found the call/discussion on the related subject very stimulating and interesting. I will try to provide as much as possible on the same. The following refers:   1. Names of Import Documents for meat, dry goods, dairy, operating supplies, and seafood needed when going through customs onto the island.    The process is as follows:     A Purchase Order (PO) is prepared at the Resort level with items and quantity (Example: 100 lbs pineapple.). This is then submitted to the Ministry of Agriculture who will then approve or disapprove of the same. This PO should have all your requirements as per Category (Meats, Seafood, fruits & Vegetables, Dairy, etc) on a separate PO. Upon receipt of the same, the broker will take it from there in preparing the necessary documentation for Ministry of Trade final approval for licience to import. All brokers are aware of this process. With reference to additional information on meat imports please visit the Ministry of Agriculture website: www.maff.egov.lc     With reference to the dry goods the PO goes to the Ministry of Trade and the same process prevails. There are few items under restriction.   2. Names & contact information of Local Transportation companies that are reliable and perform well.       Transport and Handling Services @ 1‐758‐452‐3729/458‐1974. E‐mail: th@candw.lc      Joseph Trucking Services @ 1‐758‐384‐1810      

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   3. Names & contact information of Local wholesalers:   Fruits & Vegetables:     Trans Caribbean @ 454‐8873/454‐6818; Fax 454‐6818     St. Lucia Marketing Board @ 452‐3214/453‐1162; Fax: 453‐1424; E‐mail: slmb@candw.lc   Seafood:     St Lucia Fish Marketing Corporation @ 451‐7072/451‐7071/452‐1341; Fax: 451‐7073    Superior Fish & Seafood Supplies LTD. @ 450‐8647/450‐8686; Fax: 450‐9729; E‐mail: sfs.limited@candw.lc   Dairy Products:    ADMAC LTD @ 451‐6890/453‐6575; Fax: 451‐8995   Meat Express @ 450‐0021/450‐0031; Fax: 450‐0041; E‐mail:meatexpress@candw.lc   United Caribbean Traders @ 450‐8717   Select Meats   Dry Goods:    Food Express @ 450‐0061/450‐0062; Fax: 450‐0910   Peter & Company @ 457‐7000   J A Prime Gourmet Foods Inc @ 450‐2784/450‐1483; Fax: 450‐3745   Frozen Items & Meats:    Meat Express @ 450‐0021/450‐0031; Fax: 450‐0041   Peter & Company @ 457‐7000; Fax: 457‐7019 E‐mail: peter@candw.lc   Bryden & Partners LTD. @ 458‐8590/458‐8591; Fax: 458‐8594 E‐mail: bryden.slu@brydens.com   United Caribbean Traders @ 450‐8717; Fax: 450‐8718 E‐mail: 

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gme@unitedcaribbeantraders.com   Select Meats @ 450‐2784/450‐1483; Fax: 450‐3745   Crown Foods @ 452‐0530/452‐0533; Fax: 452‐0531     4. Names & contact information for customs brokers        D & J Brokers Ltd @ 452‐3581; Fax: 452‐2225     Augier's Customs Services @ 453‐0829/ 451‐9216   Hope the following helps. Feel free to contact me for any further questions.   Chinie   

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Date: Wed, 17 Nov 2010 15:20:40 ‐0700 Subject: CU Boulder: Research Project From: miletazega.gebre‐michael@colorado.edu To: chinie90@hotmail.com CC: ellen.hammock@colorado.edu  Hello Chinie‐  Thank you again for all of your insight on local vendors and sourcing for categories.    Would you please send us information on: ‐ Names of Import Documents for meat, dry goods, dairy, operating supplies, and seafood needed when going through customs onto the island.  ‐ Names & contact information of Local Transportation companies that are reliable and perform well ‐ Names & contact information of Local wholesalers ‐ Names & contact information for customs brokers   I think that is everything from our call today.  I will send you additional questions if they arise. Our group members are even more excited to see the information that you gave us!    Thank you so much once again!  ‐‐  Miletazega 'Mileta' Gebre‐Michael University of Colorado at Boulder B.S. Operations Management miletagm@gmail.com 303‐931‐1094        

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 From:   Ellen Hammock <Ellen.Hammock@Colorado.EDU> Subject: Re: St. Lucia Difficulties  Date:     November 3, 2010 2:19:13 PM MDT To:   Aaron Rubinstein <ARubinstein@vailresorts.com> Aaron,   I'm sorry to hear that! I hope recovery comes quick and easily for all involved.   If you can look over the attached questions and utilize the appropriate contacts to give a high level response, that would be most helpful! We should stay on track even if we wait to discuss these issues until the Friday call, but any information pertaining to our unanswered questions at your earliest convenience would be appreciated. Keep me posted.  Many Thanks, Ellen  On Nov 3, 2010, at 11:20 AM, Aaron Rubinstein wrote:  Hi Ellen,  The hurricane that just hit St. Lucia was fairly serious (I believe there is some damage at the property), so we likely will not be able to work with Adam or the team down there for at least the next few days if not longer. That being said, can you send us the questions you were trying to get answered from Adam and Pat? We may be able to help you get those resolved, or at least provide some general assumptions you can use for the time being. Nick is following up with some other contacts at RockResorts to get the PO detail; we will keep you posted on that.  Would it be helpful if we setup a quick call to discuss the specific issues you are trying to work through right now, or should we just wait for or regular Friday call?  Thanks, Aaron        

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   ‐‐‐‐‐Original Message‐‐‐‐‐ From: Ellen Michelle Hammock [mailto:Ellen.Hammock@Colorado.EDU]  Sent: Wednesday, November 03, 2010 10:52 AM To: Nicholas Hagel; Kevin J. Snyder; Aaron Rubinstein Subject: St. Lucia Difficulties   Hi guys,  I'm having a really difficult time getting information from Adam and Pat, and wanted to get some suggestions/guidance. I've emailed both Adam and Pat with very specific questions, and tried to set up another conference call to no avail. Adam responded that they were just hit by a hurricane so it'll be a while until he can get the information we require. As such, I was wondering if there is any one else I can contact to try to answer our questions on the island, or if Thomas would be willing to set up a meeting with us to discuss more specific information.   Also, would Thomas have access to The Landings' F&B purchase orders? I know trying to get them from the finance/accounting department was fruitless, so we're looking for any other means to get our hands on them.   As our deadline is rapidly approaching, and I still feel like I haven't made much headway, I would really appreciate any help you can offer.  Thanks so much!  Best,  Ellen               

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 From:   Ellen Hammock <Ellen.Hammock@Colorado.EDU> Subject: Re: Follow Up Questions Date:     November 1, 2010 3:10:10 PM MDT To:   Adam Smock <asmock@landingsstlucia.com>  Adam,  I'm so sorry to hear about the hurricane. I hope nothing was severely damaged and that the recovery efforts are going smoothly. I fully understand the delay in information collection; however, our deadline is soon approaching and our project manager is pressuring me to get this information as soon as possible. As such, I wanted to see if I steal an hour of Pat's time specifically to keep my research moving forward. I have already emailed her, but if you could reiterate how valuable her input is to our research, I would greatly appreciate it.   Thanks and best wishes,  Ellen      On Nov 1, 2010, at 1:55 PM, Adam Smock wrote:  Not yet.  We just got hit by a hurricane so will take me a while longer to get this to you. Sent on the Sprint® Now Network from my BlackBerry®  ‐‐‐‐‐Original Message‐‐‐‐‐ From: Ellen Michelle Hammock <Ellen.Hammock@Colorado.EDU> Date: Mon, 1 Nov 2010 12:40:36  To: Adam Smock<asmock@landingsstlucia.com> Subject: Follow Up Questions  Hi Adam,  I wanted to see how things were progressing financially in St. Lucia thus far, and hope some of your stress has been alleviated over the past week. Also, I wanted to touch base and see if you were able to collect any of the additional information we discussed in our conference call last Monday.   

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I've attached the follow up questions my team and myself have prepared after our initial call. We would like to set up a conference call with you, Pat and your purchasing manager this week to go over the information. Please let me know of any times that would work for all three of you and we will work around your schedule.   Finally, I wanted to clarify one of your statements from our call. You stated that imported goods were more expensive than products sourced on island, is this because you cannot take advantage of economies of scale by importing large containers of product due to your limited storage?   Thanks so much and I look forward to hearing from you!  Best,   Ellen Hammock                             

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 Subject: Re: Information requested From:   Ellen Hammock <ellen.hammock@gmail.com> Date: November 16, 2010 10:32:07 AM MST To:   Isaac Alphonse <ialphonse@landingsstlucia.com> Bcc:   Amanda Beatrice Buss <amanda.buss@colorado.edu>, Janaki Chamonix‐Chant  Douillard <janaki.douillard@colorado.edu>, Mileta Gebre‐Michael   <miletagm@gmail.com>  Hi Isaac,  Thanks for getting back to me.   We are looking to determine the frequency and volume of your food and beverage orders in both the high and low season. If you do not have data on this already compiled, we would really appreciate a soft copy of your purchase orders from the five venders you still currently use for the 2009 and 2010 fiscal years.  Also, if you could provide any information on the seasonality of foods on St. Lucia (especially seafood and produce), it would be extremely useful to our research.   Finally, we have been talking directly to your venders to try to determine where they actually source their goods from. We've only been successful in getting this information from Brydens thus far, and would appreciate any information you have on the origination of products from Peter and Company, J.A. Foods, Crown Foods and Admac.   As our deadline is rapidly approaching, the statistical data on the size and frequency of your orders is our priority. We are looking to complete our analysis by the beginning of next week, so receiving all of the above information as soon as possible would be ideal.  I understand how busy you are, especially after the hurricane, and want to thank you in advance for your time and help with our research. Any information you can provide, even incrementally, would be hugely helpful.  Please feel free to contact me directly if you have any questions.   Best,  Ellen Hammock  

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720.341.8368 ellen.hammock@gmail.com   On Nov 16, 2010, at 9:50 AM, Isaac Alphonse wrote: I have a few questions in reference to the information you requested as our purchasing and store systems are all operated manually which makes it difficult to retrieve the information. If you can send me a list of the items that you are looking for example frozen, dry, liqueur and fruits and vegetables this would make it easier to get you the information. Also the company name is J.A. Foods and not J. Foods. Isaac Alphonse Purchasing Manager The Landings St. Lucia, A RockResort P.O. Box CP 5984 Castries St. Lucia tel. 758 458 7368 fax 758 458 7397 Cell 758 724 7368 www.ialphonse@landingsstlucia.com www.landings.rockresorts.com Bentley International Property Award Winner: “Best Caribbean Development” and “Best Marina Development Worldwide”

               

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 Competitor Analysis:   From: Joseph Kelley [mailto:JKelley@vailresorts.com] Sent: Wednesday, November 10, 2010 5:40 PM To: 'chinie90@hotmail.com'; Michael Speakman Cc: 'miletazega.gebre-michael@colorado.edu' Subject: FW: Caribbean Resorts: Food and Beverage Chinie, Michael, I hope you are both well and did not suffer too much from the effects of Tomas. Mileta is a student at the University of Colorado working on a project for The Landings –St. Lucia on purchasing and has some questions about local purchasing and importation of F&B in St. Lucia. Do either of you have a minute to talk to her and answer some questions about things in SLU? She is copied on this email and you can respond directly yo her. Thanks and hope to see you all soon. Joe

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Subject: RE: Caribbean Resorts: Food and Beverage Date: Thu, 11 Nov 2010 11:13:18 -0400 From: Michael.Speakman@SaintLuciaRums.com To: JKelley@vailresorts.com; chinie90@hotmail.com CC: miletazega.gebre-michael@colorado.edu Hi Joe Yes I am OK – except water is not being pumped due to damaged dam. Mileta – please contact me at your convenience. I hope you are all OK Regards Michael Michael Speakman Sales and Marketing Director Saint Lucia Distillers Group of Companies P.O. Box 823 Castries, Saint Lucia Tel: (758)-456-3103 Fax: (758)-451-4221 Web: http://www.saintluciarums.com On Thu, Nov 11, 2010 at 11:23 PM, Eustace Chinie Vitalis <chinie90@hotmail.com> wrote: Greetings to all, Thanks for the concern Joe. Like Michael I am ok, no damages or lost. Just got back from Guyana. Mileta feel free to contact me 2 4520068 (h) or 485-6781/ 520-2927 at you convenience. Regards, Chinie Hello Chinie- I hope that the recovery on the island is going along smoothly. I wanted to confirm the area code: 758? and would we be able to set up a conference for Monday afternoon at 2 mountain time so 4 your time? Thank you for your time and energy! Mileta

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Date: Wed, 17 Nov 2010 15:20:40 -0700 Subject: CU Boulder: Research Project From: miletazega.gebre-michael@colorado.edu To: chinie90@hotmail.com CC: ellen.hammock@colorado.edu - Hide quoted text - Hello Chinie- Thank you again for all of your insight on local vendors and sourcing for categories. Would you please send us information on: - Names of Import Documents for meat, dry goods, dairy, operating supplies, and seafood needed when going through customs onto the island. - Names & contact information of Local Transportation companies that are reliable and perform well - Names & contact information of Local wholesalers - Names & contact information for customs brokers I think that is everything from our call today. I will send you additional questions if they arise. Our group members are even more excited to see the information that you gave us! Thank you so much once again! -- Miletazega 'Mileta' Gebre-Michael University of Colorado at Boulder B.S. Operations Management miletagm@gmail.com 303-931-1094 On Fri, Nov 19, 2010 at 11:04 AM, Eustace Chinie Vitalis <chinie90@hotmail.com> wrote: Hi Mileta et al., Found the call/discussion on the related subject very stimulating and interesting. I will try to provide as much as possible on the same. The following refers: 1. Names of Import Documents for meat, dry goods, dairy, operating supplies, and seafood needed when going through customs onto the island. The process is as follows: A Purchase Order (PO) is prepared at the Resort level with items and quantity (Example: 100 lbs pineapple.). This is then submitted to the Ministry of Agriculture who will then approve or disapprove of the same. This PO should have all your

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requirements as per Category (Meats, Seafood, fruits & Vegetables, Dairy, etc) on a separate PO. Upon receipt of the same, the broker will take it from there in preparing the necessary documentation for Ministry of Trade final approval for licience to import. All brokers are aware of this process. With reference to additional information on meat imports please visit the Ministry of Agriculture website: www.maff.egov.lc With reference to the dry goods the PO goes to the Ministry of Trade and the same process prevails. There are few items under restriction. 2. Names & contact information of Local Transportation companies that are reliable and perform well. Transport and Handling Services @ 1-758-452-3729/458-1974. E-mail: th@candw.lc Joseph Trucking Services @ 1-758-384-1810 3. Names & contact information of Local wholesalers: Fruits & Vegetables: Trans Caribbean @ 454-8873/454-6818; Fax 454-6818 St. Lucia Marketing Board @ 452-3214/453-1162; Fax: 453-1424; E-mail: slmb@candw.lc Seafood: St Lucia Fish Marketing Corporation @ 451-7072/451-7071/452-1341; Fax: 451-7073 Superior Fish & Seafood Supplies LTD. @ 450-8647/450-8686; Fax: 450-9729; E-mail: sfs.limited@candw.lc Dairy Products: ADMAC LTD @ 451-6890/453-6575; Fax: 451-8995 Meat Express @ 450-0021/450-0031; Fax: 450-0041; E-mail:meatexpress@candw.lc United Caribbean Traders @ 450-8717 Select Meats Dry Goods: Food Express @ 450-0061/450-0062; Fax: 450-0910 Peter & Company @ 457-7000 J A Prime Gourmet Foods Inc @ 450-2784/450-1483; Fax: 450-3745 Frozen Items & Meats: Meat Express @ 450-0021/450-0031; Fax: 450-0041 Peter & Company @ 457-7000; Fax: 457-7019 E-mail: peter@candw.lc Bryden & Partners LTD. @ 458-8590/458-8591; Fax: 458-8594 E-mail:

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bryden.slu@brydens.com United Caribbean Traders @ 450-8717; Fax: 450-8718 E-mail: gme@unitedcaribbeantraders.com Select Meats @ 450-2784/450-1483; Fax: 450-3745 Crown Foods @ 452-0530/452-0533; Fax: 452-0531 4. Names & contact information for customs brokers D & J Brokers Ltd @ 452-3581; Fax: 452-2225 Augier's Customs Services @ 453-0829/ 451-9216 Hope the following helps. Feel free to contact me for any further questions. Chinie

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Date: Wed, 1 Dec 2010 06:28:11 -0700 Subject: Re: CU Boulder: Research Project - Hide quoted text - From: miletazega.gebre-michael@colorado.edu To: chinie90@hotmail.com Hi Chinie! Thank you so much for the contact information! It has been really helpful in recovering information and even more helpful for VailResorts. I have another bit of informaiton that we are trying to recovering and don't know where to turn so maybe you can step in again! We would like to find out the an estimated figure of the tax and duty costs for each product category: dry goods, frozen goods, seafood, meat, operating supplies -If you know these figures off the top of your head- AMAZING! We would really appreciate it! Mileta Hi Mileta, I am fully aware of the objective in this exercise - one I was deeply involved with during my stint with Sandals as Regional Purchasing Manager. There are certain issues one has to deal with which you will not be able to get through this means. There has to be direct one on one dialogue to understand the issues involve. Example the issue of local purchase vs imports, where the purchasing manager is key in understanding the dynamics involve. How do you explain a wholesaler would buy local chicken from the producer at EC$5.00 and resell to the hotels at $3.00? If by chance you and your team are here we can discuss this in full. Regards, Chinie

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Date: Mon, 6 Dec 2010 15:29:22 -0700 - Hide quoted text - Subject: Re: CU Boulder: Research Project From: miletazega.gebre-michael@colorado.edu To: chinie90@hotmail.com Hello Chinie! I'm sorry I didn't realize that the tax duties were based off of each individual product rather than the product category. I will pass along all of the insight youp provided as well as your contact information to VailResorts. Our project is deadline is quickly approaching with the end of the semester being just a few days away. Thank you so much for everything! You have been extremely helpful :) Mileta

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First Deliverable

The biggest shift from the first deliverable to this final deliverable was the

focus into the Landings St. Lucia specifically. Roadmaps for food and beverage

supply chain implementation at other Caribbean resorts took a back seat as we

ensured our analysis of the situation at the Landings St. Lucia was as thorough as

possible.