Setting our Trade Partners up for Success this Christmas
With tips from our Commercial, Replenishment, & Distribution teams
Activating Value In-store
Woolworths Sales Activation Manager shares how we're helping customers find the best deals with ease
Merchandising with Mondelēz
Learn what set our 2023 Merchandising Trade Partner of the Year apart!
This edition was curated to reflect our shared priorities— availability, value, and delivering on our Trade Partner Charter. As Paul outlined in our last edition, these are the pillars guiding us as we step into the second quarter of the financial year.
Inside, you’ll find a conversation with Jen Welsh, Woolworths Sales Activation Manager, who shares how her team brings value to life in-store (pg. 20). We also celebrate 50 years of the barcode with insights from GS1 Australia's CEO, Maria Palazzolo, on how one innovation revolutionised the industry, and what to expect next (pg.10).
With the holiday season on the horizon, we’ve compiled advice from our Replenishment, Commercial, and Distribution teams to help you navigate the busiest trading period of the year (pg.14). We also sat down with Mondelēz, our 2023 Merchandising Partner of the Year, to learn what set them apart in our Trade Partner of the Year Awards (pg.24).
Strengthening our partnerships is at the heart of everything we do. In this edition, we revisit our Trade Partner Charter, and reaffirm our dedication to our seven commitments (pg.28). On a similar note, we’re celebrating the 50th wave of our Voice of Supplier survey, a vital tool for enhancing collaboration and driving continuous improvement (pg.5).
Responding to your questions from our Mid-Year Update, we clarify the differences between a Joint Business Plan and a Plan-on-aPage with insights from Matthew Teggins, Woolworths Category Manager (pg.30). Plus find updates on the upcoming Moorebank National Distribution Centre opening (pg.42), and the latest on Sustainability (pg.36).
We hope you enjoy this edition and find the insights valuable as we continue to work together towards shared success.
Happy reading!
Rebecca Boustead General Manager Supplier Engagement
We are always Customer 1st
We behave like business partners
We do what we say
We balance business sustainability & market competitiveness
We inspire and challenge each other to do better
We drive our business through the Merchandise Manager and Joint Business Plans
We make it right when we fall short
It was wonderful to have our team host so many of you at our September Category Updates. These sessions provided invaluable insights into our customers’ shopping behaviours across every aisle, and how we’re honing our strategy to meet their needs.
As we advance through FY25, cost of living remains the biggest concern for our customers. We recognise the need to do more, providing not just value, but consistently outstanding shopping experiences that keep our customers coming back.
August saw value-seeking behaviours among our customers reach record highs. Consumers are taking advantage of the highly competitive landscape through increased cross-shopping for the best deals, and prioritising necessities over discretionary purchases. Despite this, convenience remains a non-negotiable. We know that impactful in-store activations can entice customers to add just two more items to their baskets—small decisions that cumulatively make a big difference to our collective success.
Availability, value and in-store execution continue to influence buying decisions
Customers continue to struggle to make ends meet
Customers are Prioritising Necessity Spend Spend & percentage change in spend vs. LY Spend Type
to leverage changes in buying behaviours:
While necessity is the main driver for customers to add items to their basket, we are seeing higher volumes when offers are highly visible in-store and competitively priced.
We’re starting to see trade off on convenience and experience decrease, as out of home spend lessens. Customers are looking to recreate dining out experiences at home.
The results from the 50th Wave of our Voice of Supplier (VOS) program were released last month.
Launched in 2016, VOS provides a confidential platform for ongoing feedback, enabling us to accurately track performance, respond swiftly to concerns and areas we can improve, and build stronger partnerships throughout the year.
In addition to the Annual Grocery Industry Voice of Supplier Program, we at Woolworths wanted to establish a channel that allowed us to:
· Benchmark our performance over time so we know what we need to do to be at our best.
· Listen to and action feedback year-round.
· Gain insight into feedback specific to our business, not just the industry.
The latest wave indicates a continued trend of more positive scores than we've seen in recent months.
Across key sentiments, scores improved or remained stable. In Wave 50, our overall score landed one point above the last wave, at 52%. A key callout is that Trust is up four points - a significant increase from recent months. We appreciate your unwavering support and engagement as we strive to be your preferred Trade Partner, in our shared goal to delight and excite our customers.
Before his departure, our outgoing CEO, Brad Banducci, reflected on this milestone and the conception of VOS, before passing on to our newly appointed CEO, Amanda Bardwell to look to the future of the program.
We’ve been very fortunate to receive feedback from our Trade Partners since 2016. What the Voice of Supplier program has allowed us to do is tap directly into a group of partners who not only have deep knowledge of our business but who want to make things better for all concerned.
This open channel, which happens bi-monthly, allows us to truly partner in a way that has seen us take great steps in improving our ways of working. Of course, there is always more we can do to develop better ways of working together, but what I simply love about our Voice of Supplier survey is that it’s so closely aligned with our purpose. We are focused on creating better experiences together for a better tomorrow, and that includes with our Trade Partners.
The Australian Supermarkets’ Voice of Supplier program is one of the major proof points in our constant goal to get it right for our customers, every single day. It provides a vital two-way conversation with our Trade Partners that allows us to not only gauge confidence in Woolworths as a trusted partner, but also provides a platform to help us dive deeper into how we can work better together to create the consistently good customer experiences we’re known for.
As we double down on activating our trade plans this financial year and in the years to come, our Trade Partners will continue to be the essential pillar that supports the way our customers shop—both in-store and online. It’s my hope that the Voice of Supplier program will help us focus on the moments that make the most impact for both our customers and our team as Australia’s leading retailer.
As we look ahead to Christmas, we’ve laid the groundwork for a robust trade plan that addresses what matters most to our customers. Our Christmas Insights 2024 report shows that while 93% of customers plan to celebrate, 62% are feeling the strain of cost of living pressures. Positive sentiment around Christmas is notably lower than last year, which means our role in delivering value has never been more critical. We’re committed to working closely with you to manage our supply chains effectively, ensuring high levels of availability and a seamless festive experience for our customers.
This Christmas, we also have an opportunity to help customers celebrate with "affordable luxury." While many customers may be cutting back on higher-end department
store purchases, they are still looking for ways to enjoy the occasion and elevate their celebrations at home. This year, it's all about creating memorable experiences for their families without breaking the bank. By focusing on affordability paired with a touch of luxury, we can help customers feel like they’re treating themselves and their loved ones, even in the face of economic pressure.
In this edition of Curated, our advice on preparing for the Christmas and Summer trade period is an essential read, with tips from our Replenishment, Supply Chain, and Commercial teams.
Customer expectations of us are high, but together, we have the strategy, the insights, and the collaborative spirit to deliver exceptional outcomes. As we move into the festive season let’s continue to land impactful in-store activations, high levels of availability, and a commitment to helping customers find value.
93% of customers are planning to celebrate Christmas
Christmas celebration this year vs. previous years Single select
celebrating
Celebrating to a lesser extent
Families and Younger customers are more likely to take a more cautious approach
Less likely to agree
Christmas Multiselect
Celebrating to a greater extent
Celebrating the same
93% of customers plan to celebrate Christmas.
However, 62% agree that cost of living pressures have impacted their plans.
Positive sentiment around Christmas, such as feelings of optimism and relaxation, is significantly lower than this time last year, suggesting that we can expect another value-focused Christmas centred on family and friends.
*Source: Seasonal events survey, June 24 (Sample n = 1,323)
Q. Which of the following events do you personally celebrate or acknowledge annually?
Q. Thinking about these events, how do you plan to acknowledge or celebrate them over the next 12 months?
Continuing to feel household financial pressure with food prices remaining a key concern.
Starting to trade from OOH to in-home.
All looking for value regardless of where or how they shop.
Continuing to trade in to private label.
Planning to celebrate Christmas more modestly.
Significant growth in attractive value mechanics and range options across VCU stores for customers; clear value and strong activation are differentiators in results.
Downtrade and associated in-store shift of OOH consumption across meal occasion activations, particularly for younger customers and families.
e-com, Everyday Extra and Digital/ Rewards to promote value and drive momentum for younger customers, which significantly over-index in those channels/ mechanisms (young families in particular).
Optimise retail fundamentals to ensure shelf edge availability across key lines, including own brand and specials.
Focus on how to maximise value during Christmas for younger customers and families; older customers in good financial position most likely to premiumise.
The cornerstone of our collective success lies in delivering exceptional experiences to our customers. They’ve shared with us how we can surprise and delight them—through great value, impactful in-store experiences, high availability, and convenience.
In a couple of weeks, we will once again be bringing Store Managers from all corners of the country together for the Christmas and Summer Trade Show, where they’ll hear our strategy on how we will achieve a successful festive trading season.
For our Trade Partners joining us at Trade Show, use this platform to share your plans, exchange insights, and collaborate closely with our team. It's crucial that we operate with full alignment—as one united team with a shared focus on delivering for our customers.
Thank you again for your continued dedication and collaboration. I look forward to seeing many of you at Trade Show.
Happy trading,
Paul Harker Chief Commercial OfficerSupermarkets and Metro
OnA
June 26, 1974, a simple yet revolutionary moment occurred in Ohio, USA—a 10-pack of Wrigley’s Juicy Fruit Gum became the first item ever scanned using a barcode. Fast forward a decade, and Australia witnessed the first barcode scan at a Woolworths store in Chullora on April 2, 1984, with six jars of Vegemite. Since then, the barcode has become a cornerstone of retail, transforming how we shop and interact with products.
As we celebrate 50 years of the barcode, Woolworths is embracing the future with the introduction of 2D barcodes. These new barcodes offer customers a deeper connection to their products, providing detailed information at their fingertips. From batch numbers to use-by dates, 2D barcodes enhance the shopping experience by ensuring product freshness and quality, while also offering transparency on nutritional content, allergens, recycling, and more.
To understand the journey of the barcode and its future, we spoke with Maria Palazzolo, Executive Director and CEO of GS1 Australia, the organisation responsible for maintaining the GS1 system across multiple sectors, including retail.
Q: Hi Maria, lovely to chat with you! Can you please give a quick summary of the role GS1 Australia plays, and of your role as Executive Director?
Maria: GS1 Australia manages and upholds the GS1 system across the country, helping industries like retail, healthcare, and logistics streamline their operations through global standards. My role is to lead GS1 Australia in supporting 22,000 members, from small manufacturers to multinational corporations, ensuring they benefit from these standards in both local and global markets.
Q: Awesome, thank you!
And following that, GS1 Australia has received incredible traction for the ‘Fifty Beeping Years’ campaign, celebrating 50 years since the invention of the barcode. Why is the barcode so vital to the retail industry?
Maria: Because the reality is that although most people don’t give much thought to the barcode, it is a fact that it totally changed the world of retail 50 years ago and has continued to change the world of commerce ever since. So, when many stopped to think of the significance of the anniversary and importantly where to go from here, I think it captured people’s imagination and curiosity.
One can’t imagine a world without barcodes today, or what the retail experience would look like for shoppers and in fact the entire movement of goods throughout the supply chain if barcodes did not exist.
Q: Compared to other innovations, 50 years is quite a short timeframe for the barcode to have revolutionised an entire industry. What can we expect from the next generation of barcodes, especially the 2D barcode?
Maria:The next 50 years is where it gets really exciting! Through Next Generation 2D Barcodes we can store much more information in one barcode.
Already we are seeing Woolworths put 2D barcodes on fresh and chilled foods that include batch and use-by dates. This allows stores to have greater visibility of their supply chains. They can rotate products on the
shelf to ensure the freshest product is always in front of the consumer. They can block sales of out-of-date items at the checkout, avoiding food waste. But this is only part of what Next Generation 2D Barcodes are capable of. They can also hold a URL, which can connect to the internet, so a consumer with a phone can instantly access everything they need to make an informed purchase decision about that product, right there in the store. By scanning the same barcode used to process the product at point-of-sale, a customer can get product data including nutritional, allergen, recycling, sustainability information, and much more, whatever the brand owner wants to make available. We are only just starting to explore the endless possibilities for brand and consumer interaction through 2D barcodes.
Q: We spoke briefly about 2D barcodes enabling customers to engage deeply with products through readily available product, brand, ingredient, and usage information. Why do you think this is becoming more important for consumers?
Maria: There are several reasons why shoppers want more product information today. They are more aware of so many aspects of how products impact our daily lives and the broader environment. But it really comes down to a few key areas. Shoppers want to know if the product is safe, that they can trust the supplier and it won’t cause harm to them or their family. They want full transparency from the brand owner so that they can feel confident about their purchasing decision, including how to dispose of or recycle it correctly at end-of-life.
Q: How will GS1 Australia support businesses in navigating these advancements and meeting evolving consumer expectations?
Maria: GS1 Australia will continue to support the efforts of industries and government as they undergo their digital transformation. As regulators across the world begin rolling out regulations like the Digital Product Passport in Europe, we will ensure that every company in Australia is fully aware and informed on how to meet those regulations and this will be consistent with what every other GS1 organisation in our 118 countries will also be doing. We will ensure that every company making a decision on what identification standards they need, what technology standard they will use and what business language they will use, will always choose standards that are globally acceptable and harmonised.
Additionally, we will support the global standardisation process to ensure that the needs of Australian industries are considered and that we have a voice at the table that leads to the ultimate ratification of global standards so that the potential benefits can be realised by all parties. Through our Industry Advisory Groups and our industry partners, we will ensure that technology advancements are widely presented to ensure that innovation is top of mind to the industries we serve.
To learn more about the technology and possibilities for Next Generation 2D Barcodes, and to access resources provided by GS1 Australia, visit https://www.gs1au. org/standards/2d-barcodes
Summer and the festive season are a defining moment for retailers and shoppers alike. This time of year is about more than just festivities; it’s when families and friends gather to create memories that last a lifetime. It’s also our busiest trading period, with soaring consumer demand leading to packed stores, increased volumes, and a bustling supply chain.
Success during this critical period hinges on early planning. By aligning our teams— from those stocking shelves and crafting in-store displays, to our Replenishment and
Commercial teams—we can ensure we’re ready to meet the surge in demand and surprise and delight each customer.
Leading into summer and the festive season, our mission is simple: to offer great value and deliver exceptional customer experiences. This requires a coordinated, focused effort that begins well before the first signs of summer appear. So, to help you start preparing, we’ve collated essential tips from members of our Distribution, Replenishment, and Commercial teams.
The Summer and Christmas trading period is a time of heightened activity across our Distribution Centres (DCs). To ensure a hassle-free festive season, it’s essential to maintain smooth deliveries and strict compliance with supply standards. Here’s how you can support seamless operations and avoid any costly delays or rejections:
Compliance with product specifications is key to preventing disruptions in the supply chain. There should be a focus on maintaining the quality of pallets, plastic wrapping, labels/barcodes, and carton integrity. A small oversight can lead to significant delays, so ensuring everything meets Woolworths Group Supply Standards is crucial.
Pre-despatch checklist: Implement a checklist to monitor your performance daily. Regularly log in to SCoRe/Partner Hub to stay updated.
Label printer maintenance: Establish a cleaning and maintenance program for your label printers to avoid issues with barcode readability.
●Team education: Keep your teams informed and engaged with the expected supply standards, ensuring they understand and adhere to them.
●Seek assistance: Don’t hesitate to ask for help or clarification when needed; it’s better to resolve issues early than face complications later.
●Supply chain performance: Use our new Supply Chain Scorecard to identify and address delivery non-conformance issues. The Scorecard Reference Guide is available to help refine your results.
●Open communication channels: Communication is key during this busy period. For urgent queries, calling us at 1800 PRIMARY will lead to quicker resolutions than email, due to higher traffic.
Holiday hours: If your operating hours will change during the peak period, coordinate with your Woolworths Replenishment Supply Planner to avoid disruptions.
●Pallet management: Efficient pallet management is vital—re-entering pallets into the pool as soon as possible will keep operations running smoothly.
●Monitor global freight: With international freight facing challenges, bring forward any possible freight to ensure availability. Primary Connect+ may offer additional storage if needed.
●Adhere to delivery windows: Ensure your team and transport carriers follow the inbound delivery booking times strictly. This adherence is crucial for maintaining a smooth flow of goods into our DCs.
●Accurate and complete delivery documentation: To avoid any unnecessary rejections at the DC, please ensure all required documentation is made available to your driver at the time of collection.
As we approach the most magical time of the year, our mission remains steadfast: delivering exceptional value and experiences for our customers. The summer and Christmas period present a significant opportunity to not only boost sales, but also to strengthen customer loyalty and satisfaction. Here's how we can work together to make this festive season truly special:
Understand customer needs: Customers consistently express the need for value, especially during festive times. Throughout the year, many have faced economic challenges, making it imperative for us to provide affordable yet delightful options that allow them to fully enjoy the holiday season.
●Create memorable experiences: Think beyond just products—consider how your offers can contribute to fun, enjoyable, and accessible celebrations. Tailor your promotions and products to enhance the joy and magic that define this time of year.
●Curate seasonally relevant offers: Develop promotions that resonate with the spirit of the season. Evaluate last year's successes and look for ways to elevate your offerings, ensuring they are both timely and economically mindful.
●Seize the opportunity: The festive season is a prime time to drive higher volumes. By offering compelling deals and promotions, we can attract more customers and encourage larger purchases.
●Collaborate for success: Engage in early and open conversations with our team to discuss realistic challenges and set achievable goals.
Enhance promotions: Innovative and attractive promotions can set your products apart and drive significant customer interest and engagement.
●Utilise effective merchandising plans: Early planning is crucial. Develop comprehensive merchandising strategies that consider timing, stock turnover, and display execution. Leverage resources like planograms, selling plans, and look-books, which will be available to our store teams after the October Trade Show, to inform and guide your approach.
Optimise field teams: Whether outsourced or in-house, ensure your field teams are well-prepared and adequately resourced to meet the demands of the season. Their role is pivotal in executing plans smoothly and maintaining the rhythm of Christmas across all touchpoints.
●Ensure product availability: Prioritise stock availability, especially leading up to the peak week of Christmas. While last-minute stock adjustments may be challenging, a strong and proactive plan can help meet various
seasonal milestones, including New Year's Eve and the summer school holidays.
●Engage and align: The upcoming Trade Show presents a valuable opportunity to align our strategies and objectives. For those Trade Partners participating at Trade Show, use this platform to discuss your plans, share insights, and collaborate closely with our team to ensure we're all working towards the same goals.
Access valuable resources: Take advantage of the materials and guides provided during the Trade Show to refine your strategies and equip your teams with the necessary knowledge and tools for success.
Early and transparent dialogue:
Communicate your challenges and aspirations early on. We're committed to supporting you and overcoming obstacles through collaborative efforts and tailored solutions.
Unified team effort: Remember, we are one team working together. By leaning in and supporting each other, we can execute our plans flawlessly and make this festive season the most successful one yet.
As we gear up for the summer and Christmas trading period, the role of Replenishment becomes increasingly vital. This year, we're building on the successes of last Christmas, with a 55% improvement in inbound transport planning vs the previous year, which contributed to a 15.63% improvement in OBSL vs FY23. To maintain and exceed these achievements, it's essential to focus on the following areas:
Resilience in WA and QLD: From October to April, these regions face the largest period of supply disruption due to the vulnerability of the rail network to extreme weather conditions such as fires and floods. Early planning and resilience strategies are crucial to mitigating potential impacts.
●MoNDC opening: The opening of our new MoNDC facility is a major milestone, with the first cartons expected to be dispatched from late October. This will play a key role in supporting the increased demand during the peak season.
●January replenishment: January is just as important as the Christmas period, with back-to-school and holiday demands needing careful planning. Ensure continuity in stock availability to meet these needs.
Effective communication: Early and detailed communication with our team is essential. We’ll be sending out requests for information from suppliers in September, including information on shut-down periods, resourcing, key contacts, and communication lines, all of which need to be locked in by the second week of October.
Plan ahead for disruptions: Given the potential for disruptions in WA and QLD, communicate any forecasted challenges as early as possible so we can work together to develop contingency plans.
Leverage new facilities: With the MoNDC facility coming online, plan for how this additional capacity can be used to smooth out supply chain operations during the busiest times.
Align on objectives: Our primary goal is to ensure the continuous flow of goods to meet customer demand during the peak period. This requires a focus on volume, with an emphasis on ensuring stock availability, especially for core value lines and Woolworths branded SKUs.
●Build resilience: Our focus this year is on building resilience into the supply chain, particularly in regions prone to weatherrelated disruptions. Work closely with us to ensure that all potential risks are accounted for and that contingency plans are in place.
●Prioritise early engagement: Engage with our Demand Planning team early to align on volume requirements. This is crucial for ensuring sufficient production capacity and safety stock levels, which are vital for maintaining supply during the peak trading period.
●Plan for volume and flexibility: Anticipate increased volumes and ensure your transport plans can accommodate the surge. Align with carriers on weekend delivery plans where necessary to optimise delivery schedules.
●Maintain open communication channels: Keep in constant communication with your Replenishment contact regarding any changes in transport requirements, delivery windows, or operating hours. This is especially important for managing potential disruptions or adjustments during the peak season.
Focus on availability: The biggest ask from our team is to prioritise stock availability, especially as we head into the critical week of Christmas. While it may be difficult to arrange additional stock at the last minute, executing a strong, well-planned strategy can help us meet key seasonal milestones such as New Year's Eve and the summer school holidays.
Use Replenishment dashboards: With tools like the SCoRe dashboards, Replen Reports, and KPI dashboards available, you can monitor performance and make informed decisions throughout the season. These resources are widely used, and they offer valuable insights that can help you fine-tune your strategies.
Commercial team: Your respective Category Manager
Primary Connect team: supplychainpartners@woolworths.com.au
Replenishment team: Your respective Supply Planner or Supply Planning Manager
Please see our Woolworths Group Supply Standards Knowledge Article on Partner Hub, containing access to the Standards and supporting training videos and documents.
In today’s economic climate, value is paramount for all Australian consumers. Rising inflation and cost-of-living pressures have heightened price sensitivity, while economic uncertainty has driven a focus on budget management and savings.
Woolworths aims to provide tailored value experiences that resonate with every customer, from traditional families to individual shoppers. In 2024, a grocery shop
can look different to everyone—from the method of purchase, to what items make it into our baskets, and what motivates those purchases.
New online price comparison tools and advanced searching options empower our customers to seek the best deals. But for the traditional in-store shopping experience, how exactly do promotions and deals come to life?
We sat down with Jen Welsh, Woolworths Head of Sales Activation, to find out how her team works to showcase our Value Toolkit in-store, so our customers can find the best possible deals with ease.
Q: Hey Jen, thanks so much for chatting with us. To start, can you explain a little about your role?
Jen: Absolutely, I’ve been with Woolworths for about 30 years, starting in stores during school and uni. I’ve held roles in WooliesX and Supermarkets over the years. Now, as Head of Sales Activation, my team and I create sales plans, brochures, and lookbooks for stores, guiding how they should set up for major promotional events like Christmas or Easter. We work closely with Marketing and Buying teams to bring the best promotions into our catalogues, then design Sales Plans for each of our stores to bring those Plans to life for in-store shoppers.
Q: A mighty big job, and a very important one in the current climate where value is top of mind for all Woolworths customers and Australian shoppers. How has this shaped or changed what customers can find in-store?
Jen: We prioritise holistic baskets for our customers, ensuring a good representation of food and non-food items. We often talk about how a standard grocery shop in the current day goes beyond food. Of course, items to feed ourselves and our families need to be readily available, but also items we need to care for our pets and homes, and those that bring a little joy to our households. Our research shows that half-price promotions resonate strongly, so we focus on high-volume lines that meet customer needs and ensure stock availability.
Q: Your team services over one thousand stores and a varied customer base. When value means something different to each customer, how do you activate value in-store and make sure each customer finds something that resonates with them?
Jen: We look at customer data and tailor our promotions accordingly. For example, budget stores may feature different products than premium stores. We aim to provide ample stock for high-turnover items, ensuring availability and reducing the need for constant replenishment.
Each store receives a Sales Plan weekly, which brings promotions to the forefront for each category. Aisle front-ends and back-ends right throughout the store are quite literally stacked up with offers. One of the biggest considerations for us is that if there is a great product at a great price, we want customers to be assured that it is available and accessible.
So, one of the ways we’re visually representing this in store is through spillover on ends—which allows us to provide a larger quantity of the products customers want and need, without restocking being an interruption.
Q: Our value toolkit was shared at our FY25 Business Update. How is this coming to life in-store?
Jen: The transition to Everyday Low Prices has required close monitoring to ensure accuracy. We communicate point-of-sale details to stores weekly, ensuring they are equipped to promote the right products effectively. Our focus on maintaining stock availability and appropriate pricing is crucial. The new toolkit has expanded the language we use to communicate to customers the length of promotions, and also has provided a more detailed visual key for customers to pinpoint the best deals as they travel aisle to aisle.
Q: How can Trade Partners work with the sales activation team to help deliver on customer needs?
Jen: Collaboration is key. Trade partners should work with our Category Managers and Assistant Category Managers to develop robust promotional plans, ensuring stock and promotional offers are aligned. By ensuring your offers are designed to ignite interest with Woolworths customers, whether that be through great timing or a competitive price, and focusing on customer behaviour, we can create effective strategies that benefit both Woolworths and our Trade Partners. I would always recommend starting these conversations with our team early, so we can help you to activate your ideas and tailor them to our stores and consumer profiles. But at the heart of it, understanding what customers want and what they need is absolutely key. By starting with the goal of providing what is needed, and nailing that, often means customers will keep your brand in mind for items that are ‘nice-to-haves’ as well.
Need help managing your promotions?
Your Assistant Category Manager is the best contact to have your questions answered, or to point you to the right person in the Woolworths team. For general advice, visit the Promotions Portal Reference Guides on Partner Hub for training resources on navigating and operating within the Promotions Portal.
2023, Mondelēz International earned the title of Woolworths Merchandising Trade Partner of the Year, in recognition of their unwavering commitment to excellence in execution within the Confectionery and Biscuit categories.
With a robust team of over 100 Territory Managers and more than 200 merchandisers, Mondelēz goes above and beyond to ensure their products not only reach our shelves but also create excitement for our customers.
From supporting the sales plan 52 weeks a year, to implementing planograms and activating major events, the Mondelēz team is tireless in their engagement.
We had the opportunity to chat with Kathryn Obaldo, Director Sales Operations - Mondelēz International, to learn what the recognition meant to the Mondelēz team, and to hear her insights on why merchandising is so influential on the customer experience.
Q: Kat, Mondelēz invests heavily in merchandising. As such a large brand, why do you think it’s important to continue this investment?
Kat: While we invest significantly in our brands, it’s critical that those efforts translate to the shelf. The moment of truth really happens in-store when a customer makes their purchase, that’s why we focus on ensuring our products are always available, visible, and looking fantastic for customers.
Q: Merchandising is about creating excitement for customers, but what about merchandising excites you the most?
Kat: Seeing our teams’ passion for selling is always exciting, seasonal events like Easter, Halloween, and Christmas are a particularly fun time in-store! Our teams love creating an engaging experience that brings the occasion to life, and that’s when you really see the magic of merchandising at work.
Q: Being recognised as the Merchandising Trade Partner of the Year is a significant achievement. How has this recognition impacted your team and their approach to collaboration with Woolworths?
Kat: We have a really strong collaboration with Woolworths, from the way our Commercial teams align strategic plans right through to the wonderful store level relationships right across the country. Being recognised as the Merchandising Partner of the Year gave our team a huge sense of pride, it’s been fantastic to see the investment from the business and all our teams hard work recognised by Woolworths.
Q: Has this recognition motivated your team to continue raising the bar in-store and in your partnership with Woolworths?
Kat: Absolutely! Our team loves to lead from the front so they will absolutely be raising the bar again this year! We are always looking for innovation in the merchandising space and with such great brands we can have a lot of fun all underpinned by a strong sustainability focus.
Q: Lastly Kat, the 2024 Trade Partner of the Year nominations are closing very soon. What message would you like to share with other Trade Partners about the value of these awards and the impact they can have on a team’s performance and morale?
Kat: The Trade Partner Awards are a great opportunity to step back and reflect on your team’s accomplishments and contributions to their categories performance in Woolworths and the results of their strong instore relationships—definitely worth making sure your business is involved.
Thank you for nominating to recognise great partnerships across our business. We look forward to seeing you in December to celebrate our collaborations. Invitations coming soon!
TRADE PARTNER OF THE YEAR AWARDS
TRADE PARTNER OF THE YEAR AWARDS 2024
TUESDAY 3 DECEMBER 2024
INTERNATIONAL CONVENTION CENTRE, SYDNEY
TRADE PARTNER OF THE YEAR AWARDS 2024
SUPPLIER OF THE YEAR 2024
WEDNESDAY 4 DECEMBER 2024
INTERNATIONAL CONVENTION CENTRE, SYDNEY
AtWoolworths Supermarkets, partnerships aren’t just an aspect of our business—they are the heart of what we do. From the farmers who grow our fresh produce to the global and local businesses that supply our shelves, our relationships with Trade Partners are pivotal in ensuring that our customers have access to the wide variety of food and groceries they depend on every day. Together, we are more than just a network; we are a force for positive change, driving innovation and quality across the entire value chain.
Our Woolworths Supermarkets Trade Partner Charter is more than a formal document—it’s our North Star that guides every interaction we have with our Trade Partners. It represents our unwavering commitment to being the preferred trading partner for our Trade Partners and underscores our dedication to fostering relationships that benefit everyone involved, from customers to Trade Partners to the broader community.
We feature our Trade Partner Charter in every issue of Curated because it is central
to how we operate. But its significance goes beyond repetition—it’s a reflection of our core values. Let’s take a closer look at the seven commitments that form the foundation of our partnerships and why they are integral to every message we share with you.
The foundation to all strong partnerships is communication. We understand that listening to our Trade Partners is key to continuous improvement. That’s why we’ve established multiple channels for feedback, including the Advantage Annual Grocery Voice of Supplier Survey, Woolworths Bi-Monthly Voice of Supplier Survey, and devoted access to our Code Arbiter. These platforms help us stay connected with you, learn from your experiences, and ensure that we’re always moving forward together.
We are always customer first
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At Woolworths, the customer is at the heart of everything we do. The principle of putting them first drives every decision we make. By prioritising our customers, we ensure that the products and services we offer not only meet their expectations but also enhance their shopping experience.
We behave like business partners
Success in our industry is a team effort. That’s why we value our relationships with Trade Partners so highly. We don’t just see you as suppliers; we see you as true business partners. Together, we work towards common goals, and this collaboration is both key to our mutual success, and a fact that we take great pride in.
We do what we say
Trust is the cornerstone of any successful partnership, and at Woolworths, we earn trust by keeping our promises. When we commit to something, we follow through, consistently delivering on our word. Our Trade Partners can count on us to be reliable, transparent, and steadfast in our pursuit of shared success.
We balance business sustainability & market competitiveness
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In today’s dynamic market, balancing sustainability with competitiveness is crucial. At Woolworths, we strive to achieve this balance every day. Our aim is to offer competitive prices to our customers while ensuring sustainable outcomes that benefit our Trade Partners, our business, and our planet.
We inspire and challenge each other to do better
Continuous improvement is at the core of Woolworths’ culture. We are constantly pushing ourselves to be better and to deliver more value to our customers. This drive for excellence makes Woolworths a dynamic and exciting partner to work with, and we hope it inspires you to strive for greatness alongside us.
We drive our business through the Merchandise Manager and Joint Business Plans
Our Merchandise Managers are pivotal in aligning our business objectives with those of our Trade Partners. By balancing immediate deliverables with long-term strategy, they ensure that our partnerships remain strong and effective, even as our teams and markets evolve.
We make it right when we fall short
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Even with the best intentions, things don’t always go as planned. When we fall short, we are committed to making it right. This approach not only preserves our relationships with Trade Partners but strengthens them, ensuring that we continue to grow and succeed together.
Collaborating effectively is rewarding when there’s true alignment, but navigating a large organisation like Woolworths can be challenging. The Commercial team facilitates customer-focused Joint Business Planning through various processes, from promotional and replenishment strategies to joint business and category plans.
Every Trade Partner has the opportunity to engage in planning with Woolworths, aligning on key trading opportunities to achieve customer-driven outcomes. The type of plan depends on the role you play within the category.
During our FY25 Strategy Update, several questions arose about the differences between the Joint Category Plan (JCP), Joint Business Plan (JBP), and Plan on a Page (POP). Here is a high-level view of how they differ:
Joint Business Plan (JBP)
· Scope: Spans across multiple categories for a single Trade Partner.
· Horizon: 3-5 years.
· Focus: Establishes clear opportunity
areas, commercial targets, and a shared growth vision. It aligns customer-led initiatives with strategic pillars.
· Target partners: Prioritised for platinum and nominated strategic Trade Partners.
Joint Category Plan (JCP)
· Scope: Focuses on a single category.
· Horizon: 1-3 years.
· Focus: Similar to the JBP, it identifies opportunity areas, sets commercial targets, and aligns initiatives to achieve mutual goals.
· Target partners: Also prioritised for platinum and nominated partners but focuses on a specific category.
· Scope: High-level plan, ideal for a shorter horizon.
· Horizon: 1-2 years.
· Focus: Aligns on key trading opportunities, commercial targets, and the role of brands within the category. It’s less intensive but helps Trade Partners understand their role and potential growth within the category.
We sat down with Matt Teggins, Woolworths Category Manager - Impulse to hear his top tips for starting conversations around Joint Planning.
Q: Can you explain the Category Manager’s role in helping Trade Partners plan for growth and maximise opportunities?
Matt: Our role is to help suppliers navigate the Woolworths ecosystem and find the right opportunities within the organisation. We balance the needs of customers, the supply chain, and store teams. As the main point of contact for the category, we’re here to assist if you’re struggling to gain a view of your business and its role within the category.
Q: Does every Trade Partner work with a formal JCP, JBP, or POP?
Matt: Not necessarily. Some Trade Partners may not have a formal plan, but we’re always open to those conversations. A plan helps align us and assess promotional performance, competitiveness, commercial success, and sales growth. While formalising a plan is helpful for direction, it’s not
mandatory and we have great tools like the Supplier Scorecard available to all Trade Partners that provides an assessment of a Trade Partner's performance in a category, or for our small Trade Partners they have the Small Supplier report all available through Quantium.
Q: What are some tips for Trade Partners looking to formalise a plan with Woolworths?
Matt: Start by understanding your current performance, whether through insights from the Supplier Scorecard, sales data, or competitiveness within your category. Have clear goals in mind, whether you’re planning for growth or higher volume. Make sure your goals are SMART (Specific, Measurable, Achievable, Relevant, Time-Bound).
For our smaller Trade Partners, Range Review conversations are also a great time to consider commencing a Plan on a Page, as they provide a realistic view of where your products stand. Remember, a Joint Business Plan focuses on mutual goals that drive alignment and success. We’re here to help shape those goals and ensure they align with our shared objectives.
Ready to begin conversations around Joint Business Planning? Reach out to your relevant Category Manager for more information and advice.
Beyonda mere educational tool, the Mini Woolies program empowers young Australians and New Zealanders with disabilities, providing them an invaluable, hands-on learning environment.
Launched in 2018 at St Edmunds College, the program has since grown to over 70 locations, each meticulously designed to simulate a Woolworths supermarket.
These Mini Woolies sites are more than just small-scale sites; they’re platforms for building confidence, developing essential skills, and fostering independence. Each Mini Woolies is fully equipped with grocery shelves, registers, and Woolworths-branded uniforms, allowing students to engage in realistic retail scenarios. Here, they learn to scan items, process a sale, and navigate customer interactions in a supportive environment. The program has experienced remarkable growth, with milestones arriving in quick succession. The 50th site opening at Coreen School in Blacktown in 2023 marked a
significant moment, underscoring the program’s rapid expansion and its widening influence. By March 2024, Mini Woolies had extended its reach across the Tasman, arriving in New Zealand.
The true power of Mini Woolies lies in its community impact. For over 6,000 young people, these sites have provided a safe space to practice real-world tasks, from managing money to stocking shelves – skills that are vital for their future independence. The program’s success is a testament to the power of immersive learning, as students leave these spaces more confident and better prepared to engage with the world around them.
For over six years, the Mini Woolies program has set up new connections in communities across Australia and New Zealand, from major cities to regional hubs, offering young people with disabilities the tools to build confidence and independence. But don’t just take our word for it; have a look at some of the work the program does across Australasia, right here.
AtCartology, we pride ourselves on transforming the way brands connect with their customers. By leveraging our extensive range of digital and in-store assets, we enable brands to execute innovative, impactful campaigns that drive sales and build lasting relationships with consumers.
This year, brands have gone bigger and better than ever before to deliver standout campaigns that resonate deeply with their target audiences.
With 89% of sales being made in-store1, it remains a crucial part of the customer journey. Here, we spotlight the latest campaign from Lynx Fine Fragrance showcasing the power of Cartology and the in-store environment in action.
1 Woolworths Group F24 Profit Announcement
Lynx has entered the white space between body spray and cologne with their new Fine Fragrance line, marking their biggest launch in a decade. Our strategy immersed customers in the Lynx brand as they moved through the supermarket, using a comprehensive array of Cartology assets:
In-store activations: Lynx tower bins, mega unit displays, health and beauty aisle floor decals, and even lift and sniff scented displays and aisle fins.
Digital engagement: Health and beauty screens, front-of-store screens, and an online homepage carousel.
Experiential marketing: A full store takeover at Sydney Town Hall, PR stunts, and influencer campaigns.
By dialling up the use of brand creative in the store environment, these efforts have ensured that Lynx Fine Fragrance is not only a product launch, but a significant market movement.
Want to see more excellent campaigns from Cartology’s partners?
It’s almost time for the Cartology Campaign of the Year Awards 2024.
Every year, we showcase some of the best retail media campaigns that our valued Trade Partners have to offer.
With four categories this year, we’re going to get a look at campaigns across;
· Best Omnichannel Campaign (under $250k investment)
· Best Omnichannel Campaign (over $250k investment)
· Best NPD campaign
· Best Digital strategy
The team at Cartology can’t wait to celebrate the hard work, collaboration and innovation of our Trade Partners at this year’s awards.
Thank you to all of our partners who have nominated and best of luck to all the finalists.
As Woolworths Group reaches the final year of our Sustainability Plan 2025, we extend our heartfelt thanks to our team, Trade Partners, customers, and communities for their invaluable partnership in our sustainability journey.
This year, our sustainability efforts have delivered over $580 million in net societal benefits, driven by our investments in health, hunger relief, decarbonisation, and circularity. As we approach 2025, we remain committed to driving positive change across our strategic pillars of People, Planet, and Product.
In recognition of the vital role our suppliers play in achieving our sustainability ambitions, we are delighted to share our 2024 Sustainability Report.
The reporting suite includes our:
> 2024 Sustainability Report
> 2024 Modern Slavery Statement
> 2024 Climate and Nature Disclosure
$143m
investment in our communities supporting food relief, children’s health, natural disaster relief, and environmental initiatives.
6,000 young people with disabilities empowered through an expanded Mini Woolies program, now with 68 sites.
$14.4m
invested in First Nations Supply Nation-registered and certified suppliers.
280 solar systems installed bringing scope 1 and 2 emissions 42% below the 2015 base year.
~2,591t of virgin plastic packaging reduced through targeted initiatives, contributing to a total of >16,000 tonnes since 2018.
79% of food waste diverted from landfill across the Group.
100%
own brand supermarket packaging displays the Australasian Recycling Label (ARL).
32m+
Over 32 million pieces of fruit delivered to kids for free.
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Ranked no.1 as Healthiest Australian Supermarket Own Brand for the fifth year.
As a result of disruptions to soft plastics recycling options following the closure of the REDcycle program in 2022, please be reminded that the Australian Competition and Consumer Commission (ACCC) has indicated it expects all brand owners to have updated their soft plastics packaging by 1 July 2025. This includes removing all references to REDcycle and the old soft plastics Australasian Recycling Label (ARL) styles, whether on-pack or online.
In early August, we contacted select Trade Partners to ensure they are prepared to make this transition. If this change applies to you, please note that product packaging and online images are required to be updated or removed as soon as possible. This is to ensure that the entire supply chain is aligned before 1 July 2025.
To update your images or remove them, follow the standard article and image update process via Partner Hub or third party vendor.
As we strive to support initiatives that drive a circular economy for packaging, we recognise that our efforts in this space rely heavily on the support and dedication of our Trade Partners. We’d like to thank you for your collaboration and understanding, as we navigate these changes together.
For additional guidance, we highly recommend the following resources:
• APCO’s ‘Check Locally’ ARL information
• ACCC Guidance provided to APCO and it’s members
• APCO’s Quick Start guidance for soft plastics
• Woolworths Packaging resources for Trade Partners
If you have any questions or need further assistance, reach out to your Category teams.
These labels will no longer be allowed
In our 2024 Sustainability Report, we reaffirmed our support for sustainable food production in Australia and New Zealand. Building on our progress in reducing our emissions, we’ve updated our scope 1, 2 and 3 emissions reduction targets to align with a 1.5 degree pathway.
We have also updated our ‘net zero’ deforestation target to aim for ‘no deforestation’ across our primary deforestation linked commodities, with a target date of December 2025.
We value the great work already underway across our Trade Partner network, and we’ll continue collaborating with and learning from farmers, Trade Partners, industry, and government to do our bit to support thriving food systems for a better tomorrow.
Stay tuned for more info as we are continually reassessing how we best support and collaborate to further the reduction of emissions across the value chain.
In the meantime, all Woolworths Group Trade Partners are welcome to join our annual Value Chain Emissions Program which offers tools for benchmarking, tracking progress, and other resources and guidance to support your sustainability efforts.
To register your interest or learn more, please email us at sustainablesourcing@woolworths.com.au
Abig thank you to all our Trade Partners who joined us, both in-person at our Norwest Support Office and online for our September Category Updates! It was a great opportunity for our teams to share strategy updates and connect with our valued partners.
Grocery Everyday Needs
Chilled
We are pleased to announce an upcoming initiative, our “Welcome to Moorebank” onsite tours. These tours will provide our National Distribution Centre (NDC) suppliers with an exclusive opportunity to visit the new Moorebank facility.
We have received considerable positive feedback and understand the keen interest from our suppliers to observe firsthand the handling and distribution processes at the new site. Onsite tours are scheduled to begin towards the end of Q1 2025, aligning with the transition phase for each supplier.
As we approach your planned transition date, we will be contacting you with a booking schedule, allowing each supplier to secure a spot in one of our tour sessions.
The Supplier Solutions team will host these tours in small groups, offering both morning and afternoon sessions. During the event, suppliers will have the chance to observe our automation systems, inbound pallet docks, infeed scanners, high-bay storage areas, and Goods to Person stations.
Additionally, suppliers will gain insights into our store-friendly pallet building and dispatch preparation processes. Our team will be available throughout the sessions to address any questions.
We look forward to welcoming our NDC suppliers to the site as their scheduled transition dates approach. Should you have any questions, please do not hesitate to contact the Supplier Capability team at supplychainpartners@woolworths.com.au
Trade Partners can now ask questions of 98,000 Woolworths shoppers to uncover the reasons behind their purchases and validate customer claims against actual purchasing behaviour. This information can be used to inform category, brand, and innovation strategies.
Target the right shoppers
Instead of relying on claimed behaviour or demographicbased sampling, Q.Panel uses behavioural data from Q.Checkout to precisely target the survey audience. For example, Q.Panel can identify shoppers who are leaving your brand or category and target them with a survey to gain relevant and accurate insights.
When targeting shoppers in niche categories and brands, or those with specific profiles, it can be difficult to get reliable results due to insufficient sample sizes. With Q.Panel’s membership base of 98,000 Woolworths shoppers, more reliable and comprehensive samples can be achieved, even for precise shopper selection criteria.
Hear from one of our users:
Understand actual shopping behaviour
Q.Panel combines attitudinal research and behavioural analysis to provide a comprehensive view of shoppers’ decisionmaking processes. For example, to launch new products with confidence, Q.Panel can be used to ask shoppers which concepts resonate most. Further investigation can incorporate current shopping behaviour and spending to determine which concepts have the greatest potential for success.
“The value of Q.Panel came from the ability to analyse actual shopper behaviour. It helped us identify new pantry stocking behaviours that survey research alone would not have revealed and facilitated new customer conversations.” Mike Herriott, Director Category Management, Primo Foods
For more information on Q.Panel, please contact Quantium at consumer@quantium.com.au
Save the date for the fifth Showcase, presented online in partnership with our Packaging & Recycling and Healthier Choices Trade Partner Councils. Virtual event
Only a few months until we once again come together to recognise and celebrate the outstanding contributions of our Trade Partners. Awards will be presented in distinct categories, each recognising Trade Partners and teams that have excelled in delivering great customer experiences, and working in partnerships.
Reports can be made via phone or in writing in 130 commonly spoken languages. (Note: phone reporting in some languages is subject to interpreter availability.)
Thursday 21st November
Tuesday 3 December
NRS – Suppliers with hearing or speech difficulties can contact SpeakUp through the Australian National Relay Service (NRS) or New Zealand Relay.
Grocery Code reporting line Australia 1800 4GROCERY (1800 447623)
