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Carl Challenger

We are a Sussex-based food safety consultancy providing support, auditing, training, and HACCP services to food businesses.

www.challengerfs.co.uk [email protected]

Legal Requirements & Auditing Packs

page04

• Food hygiene• HACCP• Laboratory testing/analysis• Food safety accreditation schemes (SALSA, BRC etc.)• Preparing for audits/inspections• Pack information for buyers• Help & support• Q&A session

What I will be covering…


page05

• Making the product – finding customers – labelling – advertising – finding staff – food safety & compliance…..

• It’s important to get things right from the start – safe food, reputation, grow the business…

It’s one big balancing act….


page06

• Pre-requisites/good hygiene practices/good manufacturing practices…What are they and why are they important?

• What you need to consider for pre-requisites:- What are the legal/industry requirements (Regulation 852/2004)?- What are your policies and procedures?- Are they documented for key people to see? (Staff, EHO, Buyers)

Food hygiene


page07

• Documentation that states how you produce safe food…It’s all about systems, policies, procedures, records

• What does it include? Company information – who is responsible for what – identifying the main food hazards – policies & procedures - monitoring records – traceability & product recall – verification – review

• Flexibility – small business vs large business

• Off the shelf systems – In-house systems – Bespoke systems from a consultant

HACCP (Hazard Analysis Critical Control Point)


page08

• Shelf life testing – why do it, how to choose length of time, what test frequency, what to test for (yeasts and moulds)

• Routine microbiological product testing (verification) – what pathogens to test for (Regulation 2073/2005), interpreting results

• Nutritional analysis – now required by law (Food Information regulations 2014), different categories

• How to arrange – find accredited laboratory, set up account, request testing, prepare and package samples…

Laboratory Testing/Analysis


page09

• Growing a food manufacturing business – Registration, Approval, SALSA, BRC

• Why go down this route? Open doors to new markets or buyers, business reputation, recognition of high standards

• What is involved? Increased HACCP requirements (food testing, supplier assurance, verification audits), food safety consultancy services, additional resources

• SALSA (Safe & Local Supplier Approval) – Application process, mentor scheme, audits

Food Safety Accreditation Schemes (SALSA, BRC)


page010

• Audits from whom: EHO’s, Food Safety Consultant, SALSA auditor, suppliers and buyers

• What documentation should be made available?- HACCP- Food safety monitoring records (temps, cleaning etc.)- Training records- Supplier Assurance information (Spec sheets, audit reports)- Test/Analysis reports- Evidence of reviewing the systems, policies, procedures- Service contracts/reports- Responsible person to be available for the audit

Preparing for Audits/Inspections


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• Why is this necessary? Food safety throughout the supply chain (supplier assurance)

• Speaks volumes about you and your business – knowledge of and commitment to food safety, professional reputation, growth aspirations for the business, ease in which to work with

• Pack information – Stored electronically in a folder/cloud-based storage, ready to email/send link to, nothing confidential, type of information requested

- HACCP Plan & Policies & Procedures- Monitoring records from a period of time (CCP records)- Certificate of accreditation/approval/food hygiene rating- Product specification information

Pack Information for Buyers


page012

• The web

• EHO’s/Trading Standards

• Food Safety Consultant

• Trade Associations (Food & Drink Federation, Guild of Fine Food, Specialist Cheesemakers Association, NCASS, Brewing Food & Beverage Association etc.

• Food Standards Agency

Help & Support


page013

One final pause for thought on all things food safety/HACCP…

Embrace it – understand what is required, allocate resources, be proactive, keep it up to date!

Questions after the workshop – Email: [email protected]

Q&A Session

Hilary Knight

Sussex Food NetworkHaving spent my whole career in the food and drink sector, I have been working and supporting local producers for the past 15 years

Are You Ready to Sell?Managing an Effective Trade Customer Visit

page015

Do you:1. Panic?2. Get Excited?3. Start Planning?

A Customer Wants to Visit You


page016

Assume they know your something about your products. (But you know MUCH more)

But there are some key questions to ask first:1. Time and date? Only arrange on a date when you have TIME.2. What do they need to know in advance?3. What do they want to see? (NOT what do you want to show them)4. How much time do they have?5. Who do they want to meet?

Start planning of course and be excited.


page017

Give yourself enough time to get ready

• Have somewhere suitable and tidy prepared for a tasting – with water, disposable cutlery etc

• Have products ready to show – both in packaging and ready to taste.

• Have your best sellers ready– up to six but TELL them about any other products in the range.


page018

Be Prepared

• Make sure everything and all areas are SPOTLESS. (including any outside areas)

• If they want to see you in production – make sure this is planned carefully.

• Have clean spare protective clothing ready – boots/overall/hairnet etc

• Don’t forget to take notes.

Are You Ready to Sell?Managing an Effective Customer Visit

page019

• Be friendly and professional.• Have your wholesale or trade price list ready to hand to the

customer.• Make sure this has terms and conditions, delivery

arrangements, lead times, any discounting for larger orders etc• Discuss a ‘recommended retail price’ if a retailer.• Depending on customer, establish size of potential orders.• Tell YOUR STORY – it will set you apart and give provenance to

your products

When they arrive

Are You Ready to Sell?Managing an Effective Customer Visit

page020

• Don’t be afraid to ask questions – there is no such thing as a stupid question if you don’t know something

• If a buyer uses acronyms or term you are unfamiliar with – ask• SKU (Stock Keeping Unit)• STR (Sell Through Rate) What goes into store compared with what is sold

to consumer – often expressed as a percentage• PLC (Product Life Cycle) Stages a product goes through – Introduction,

growth, maturity, decline.• EPOS (Electronic Point of Sale) a computer system used in retail stores to

process payments, record sales, keep an inventory of stock, collect customer information and more.

Ask Questions


page021

• Have a marketing plan ready.• Any product photos?• Draft packaging or mock ups.• A 20 word and 50 word precis of what you do.

• Show them any materials you have or discuss and possibly give them an idea what you PLAN to have and by WHEN.

• Show them how you can support the listing if it is in a retail outlet.

Marketing Support


page022

• Have an Auditing Pack ready of possible OR at the very least have your HACCP/ Food business registration and insurances to hand ready to show.

• Ideally a Product recall plan.• Any accreditations if you have them

Technical Support


page023

• Have a ready prepared box/chill pack of samples.• Include ALL your contact details/business cards The Following dayFollow up with an email:• Thank them for their time and interest.• Answer any outstanding questions.• Send electronic copy of audit pack, price list, T’s and C’s.• Ask if there is anything else they need.

Finish positively

Marketreview

page024

This visit could be the beginning of an enduring and valuable business partnership.So:• Keep in touch but don’t pester.• Appreciate that new listings or setting a new supplier often

takes months – be patient. • Its ok to ask what are the next steps and possible time line.

The beginning of a beautiful friendship?

Tim Breden

Yomdel, MD

My background is broad and varied

I’m currently the MD of one of the fastest growing digital businesses in the UK. We provide lead generation and digital customer experience for any business that has a website, focusing mainly on the property sector we’re also in automotive, finance, healthcare and many other industries.

I’m also a serial entrepreneur and the former Operations Director of the hugely successful Kate’s Cakes in Ashington, managing the growth from £.75m to £32m over twelve years and being a part of the management team who bought the business in 1999 before selling in 2007.

I have many food based investments including Ginger’s Kitchen, Bagelman, Besmoke and many others

Are You Ready to Sell?Managing Growth

page026

• Status Quo – You’re either growing or shrinking, there is no status quo.

• Where did you want to get to? Where are you now and where do you want to be? Where do you need to be to meet personal targets / expectations, what’s the life plan?

• You need to be able to answer the questions above, without a plan, target or ambition how do you know where to go, what to do or when you’ve arrive.

• If you have significant growth plans you need to ensure you’re as aware as you can be about the sector of the industry you propose to move into.

• You need to ensure that your family and / or colleagues share your ambition or at least understand your plan and it’s deliverables.

How big do you really want to grow?


page027

• New contracts and opportunities are great but also one of the biggest risks to emerging businesses entering new sectors or customer profiles.

• How “fixed” is YOUR commitment against that of your customer?

• You need to consider all areas of supply, including can YOUR suppliers meet the demands you’ll place upon them?

• How will you cope?

• Can you cope logistically? • Are there other forms of distribution to consider and cost for, i.e. hubs?• Labour, consider not just how many people you’ll need but the skills, training and

development required• Are your systems and processes up to the challenge? Key Performance Indicators are vital

in ANY business, but especially in a fast growth business.

Managing success – can you guarantee supply?


page028

• As you’re aware you cannot afford to neglect your current client base, the bedrock of your business, the early adopters who have shown you loyalty, can you?

• A full review of capacity, skills and economic implications should be made before taking on new business, you can sometimes end up upsetting everyone with a drop in standards’ lead time and focus by taking on too much too soon.

• If you’re faced with short or longer term capacity issues it may be a good time to review your costs and evaluate the margin made against product lines and customers. This is not a time to lose revenue for the sake of it but to renegotiate or drop non-contributory business.

• You should understand what every line costs you in terms of not only ingredients, packaging, labour, wastage and logistics, but also in terms of discounting and the cost of servicing a particular account.

Will a large order compromise supply to your other customers?


page029

• NDA and non-compete agreements are essential.

• Remember you are not absolving yourself of responsibility, you still need to ensure your product is safe, compliant and ethically produced.

• Consider:

• Food Safety Auditing• Traceability Reports Daily• Ethical Audits• Key Performance Indicators (KPIs) to deal with all issues using factual data not

perceptions

• Cash Flow – How quickly do you need to pay against how quickly will you get paid?

• YOUR brand.

Would you consider outsourcing?


page030

• Cash Flow ….. Newer, larger clients may impose not just longer terms but also stretch payments.

• They may encourage the introduction of offers such as a 2 for 1 or multi pack etc. These are great, when you get it right. Ask about the estimated “up-lift” and “drop off”. Fully cost this to ensure what you expect the costs and contribution to be, these can work really well when you enter a new premises and have significant capacity.

• Plan small limited offers first as a proof of concept and to test your team and systems

• Look at the contribution of all offers, it’s not always about immediate profit it can be about contributing to your costs whilst building future sales and margin.

• Family, friends and team …. There may be a significant incentive for you to grow YOUR business, what’s in it for everyone else?

What are the challenges?

TOPTips

page031

Cost everything / Assume nothing

Be brave

Communicate your plans and key decisions

Cash is still KING even in this cashless society

Don’t plan everything for tomorrow, what’s in it for you and yours TODAY, and include your team in this thinking

Top Tips

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mailto:[email protected]

http://www.chi.ac.uk/


http://www.thecheedeman.co.uk/


http://www.apecreative.com/


http://www.challengerfs.co.uk/


http://www.sussexfoodnetwork.co.uk/


http://www.yomdel.com/

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