Automation Systems Catalog

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Table of Contents

I/O Overview DeviceLogix Smart Component Technology In-Cabinet Distributed I/O On-Machine Distributed I/O

Operator Interface Graphic Terminals HMI Software

Process Control

Industrial Computers and Monitors Integrated Display Computers Non-Display Computers Compact Non-Display Computers Hazardous Location Computers Industrial Monitors Accessories

Programmable Controllers Programmable Automation Controllers CompactLogix System ControlLogix System FlexLogix System SoftLogix5800 Controller

Programmable Logic Controllers DataSite System Pico Controllers MicroLogix 1000 System

Motion Control, Integrated

Networks and Communication NetLinx Open Architecture ControlNet Network DeviceNet Network EtherNet/IP Network Ethernet Switches Network Access Devices Data Highway Plus Network DH-485 Network Overview Universal Remote I/O Link Accessories

MicroLogix 1100 System MicroLogix 1200 System MicroLogix 1400 System MicroLogix 1500 System Micro800 System SLC 500 System PLC-5 System

Safety Programmable Controllers GuardPLC Safety Control System GuardLogix Integrated Safety System SmartGuard 600 Controller

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Value at its core Built upon a foundation of corporate social responsibility, Kenyan supermarket chain Uchumi strives to share the benefits of its success and growth with its local community Uchumi may be the oldest supermarket chain in Kenya but its loyalty to local suppliers, humanitarian values and socially progressive aims make it a forward-thinking company with its eyes on the future. It employs more than 1,000 people and has 21 branches overall: 18 in Kenya (12 of them in Nairobi), two in Kampala, Uganda and one in Dar Es Salaam, Tanzania. The retailer was set up in 1976 to ensure two things, says marketing manager Francis Kiragu: equitable affordable distribution of essential goods to the Kenyan public and a local sales outlet for the local manufacturer. Despite having a bumpy ride along the way the supermarket chain was declared insolvent in 2007, before making a comeback in 2008 Uchumi has stayed true to its roots and remains very much dedicated to developing the country and its people. We believe that by empowering the

Kenyan businessmen and women we are all playing our role in growing the national GDP and improving the living standards of our countrymen, Kiragu says. Our entry into Uganda and Tanzania has seen these general guidelines followed we offer native suppliers first priority to provide essential goods at competitive prices, he adds, stressing that its support for suppliers in the region is very important to Uchumi, as well as a defining quality. Another thing that differentiates the retailer is its listing on the stock exchange, meaning it is partly owned and governed by the Kenyan public. Fresh start Uchumi was only relisted on the Nairobi Stock Exchange last year, five years after it was suspended. In those five years the supermarket chain has progressed in leaps and bounds. In 2008, a year after being declared insolvent, Uchumi returned a profit of 106 million Kenyan shillings (KSh) against a loss of 257 million the previous year, amounting to a turnaround of KSh 356 million. The last recorded profit prior to this was back in 2001. Kiragu says the companys past misfortune has made Uchumi more fierce in ensuring past events never happen again, and now serves as a lesson on what to avoid. Uchumi Supermarkets Ltd is a new company, governed by new management and a new board, Kiragu explains. Were geared towards improving our circumstances, not dwelling on what happened in the past. This new attitude has changed our operations, relationships with key stakeholders and indeed our fortunes. We work with our values in mind; we work harder and watch our environment more closely to ensure that we are effective and efficient. The team at Uchumi has shown its commitment and loyalty to turning the company around. One element of Uchumis new attitude is embracing partnerships with its suppliers, media, agencies, investment experts and others. Partnerships have enabled us to focus on what we are good at and that is retail business, Kiragu says. Since our partners are experts in their lines of business, this allows us to be experts in our own. Another is its pursuit of advanced technology, which certain expert partners have helped Uchumi implement. We support most major payment modes, including Visa cards and mobile payments, Kiragu says. We are in the process of upgrading our website to be more integrative. Weve also introduced major payments into our system, including electricity bill payments, equity bank cash-back services and insurance brokerage services. Social responsibility Other new ideas concern something quite different: corporate social responsibility (CSR). Over the last few years, Uchumi has set aside two per cent of its total marketing budget towards activities targeted to address environmental, health and education issues in its local community.

As a retail chain owned by the public, we strive to give back to our community, Kiragu says. We encourage all branches to support causes around them that uphold development, sustainability and equality, and which generally improve the living standards of people around them. Uchumi has raised money through events such as marathons for treating children at Nairobi Hospital; funding educational centres, including the University of Nairobi, Kenya Methodist University and Kenya Institute of Management; and assisting with school fees for bright students. The supermarket chain is currently making the final preparations to its CSR policy 2012/13, ensuring no issue has been overlooked. A sense of social responsibility can also be found within the company. Our policy is to employ all races, backgrounds and gender in the country of operations. We do not discriminate, Kiragu says. Staff are encouraged to seek out training in their own areas of interest, in addition to the mandatory company training they receive in areas such as first aid and customer service. Future vision Bolstered by recent success and new initiatives, Uchumi is preparing for major growth over the coming years. It is building two further shops in Uganda that are expected to open in this fiscal years final quarter, as well as one in Ongata Rongai, Kenya, which is near completion. Uchumi also wants to establish additional branches in Tanzania and Kiragu says the company is confident in growing its presence in this country and in the region as a whole. In 10 years time, Uchumi wishes to have made its vision, to be the supermarket of choice in the Eastern African Region the Home of Value, a reality. To get there, says Kiragu, the company will follow its core values: integrity and transparency; networking (sharing effective communication at all levels of the business); teamwork; commitment and accountability (particularly to its stakeholders); quality service; professionalism; and the aforementioned social responsibility. Through our core values, our service and quality standards have stayed uniform across board; performance easily rated and appreciated; and errors easier to detect and eliminate, Kiragu says. We have attracted, retained and grown talent by staying the course. In the rapidly changing business environment, massive organic growth and cut-throat competition, our core values have helped us to stay grounded to what is truly important to us our stakeholders, he adds. It is Uchumis stakeholders whom Kiragu credits for the companys triumphant comeback and growing success and he sees this as the perfect time to thank them. We are grateful to all our stakeholders: governments (Kenya, Uganda and Tanzania); shareholders; bankers; investment experts; security exchange; customers; suppliers; employees; board and management; and the media for the unwavering support they have shown us, he says. The 31 May 2012 marks exactly one year since we were relisted on the stock exchange and the share price is showing gradual steady growth. We could not have done this without them.

www.uchumi.com Add to: del.icio.us | Digg | NewsVine | Mixx | FaceBook | Twitter

One of Kenyas largest retail chains, Uchumi Supermarket has recently announced that it is streamlining its distribution network through a product distribution partnership with Bidco Oil Refineries Ltd, who will restock specific branches from its Thika plant without necessarily passing through Uchumi's central distribution warehouse in Nairobi. The partnership with Bidco Group and 10 other major suppliers is expected to free billions of shillings tied up in stocks to restructure other operations and help turn-around the cash-strapped supermarket chain, which closed ten branches earlier this year due to lack of profitability. This new venture has been made possible by the integration of Uchumis and Bidcos Enterprise Resource Planning (ERP) programmes, writes Mapara Syed. ERP is an industry term for the broad set of activities supported by multi-module application software that helps an organisation manage the important parts of its business. Broadly, this may include product planning, purchasing, inventory management, supplier integration, customer service, finance, human resource management and order tracking. Typically, an ERP system is integrated with a relational database system. Initially, implementation of an ERP package was possible only for very large multi national companies and infrastructure companies due to the high cost involved. However, today, many companies around the globe have implemented ERP software and it is expected in the near future that a great percentage of companies will implement one of the ERP packages. Recognising that ERP software is the "must-have" for gaining competitive advantage, Uchumi supermarkets completed the installation of their very own satellite-based ERP IT system nearly two years ago now. The decision to implement the IT system was made in July 2002 and after months of designing and installing, the Lawson-based solution, which is a US product, went live in October 2003. The Lawson application had been already used by many retail outlets in the US. However, these chains usually adopted the HR and financial functionalities whereas Uchumi had further supplementary functionalities, like supply, procurement, inventory, management, etc, said Bindesh Shah, who previously worked for the PriceWaterhouseCoopers. PWC was the consulting group contracted to manage the procurement process of the ERP implementation. The implementation was carried out by a South African company called Solit Innovations. We were involved in the software selection process and we provided project assurance to the steering committee, he added. Shah went on to explain how Uchumis ERP implementation took place in a phased approach. Some functionalities were installed before others and it took roughly 18 months to get all the functionalities fully operational and working properly, he said. The main issue in getting it right was the automatic replenishing. Previously, replenishing was completed manually or was semi-automated. Therefore, a lot of work was carried out to get the accurate information and train the users for the automatic replenishing to be a success. After this period of optimisation, the ERP system settled down, Shah went on to say.

The aim of installing this high-tech IT system was to help Uchumi reduce costs by improving its overall efficiency in managing inventory and sales. The way the system works is that there is an interphase between the point of sale and the order processing. So when an item is purchased at the till, not only is this recorded as sales information but the central computer reduces the stock balance, explained Shah. As a result of the ERP implementation, Uchumi supermarkets have experienced certain benefits. According to Shah, there was a reduction in the financial closing cycle. In addition, there was a reduction in procurement costs and inventory holdings, which led to savings on working capital. There was also an overall improvement in information sharing and decision making so Uchumi achieved its goal of greater efficiency. Shah could not release actual figures of how much money Uchumi has saved since installing the cost-efficient IT system but he did provide details of how much the implementation cost the supermarket chain. The ERP applications including the license fee and database cost around USD 1.2 million. An additional USD 2 million was spent on the actual implementation and related services including training employees. Add on top of that a further USD 150,000 per year on maintenance, he disclosed. Tweet LinkedIn Send to a friend Share

Year

Milestone

1976

Uchumi Market, Westlands, Aga Khan Walk branches opened. Uchumi shareholders enter into a management contract with Standa S.P.A of Italy.

1992

Uchumi Supermarkets Ltd goes public with 60 million shares floated at the Nairobi Securities Exchange. The first branch outside Nairobi - Nakuru East opened

1997

Uchumis first Hypermart opens its to customers along Ngong Road.

2000

Uchumi spreads its wings to the Coastal region by opening Mombasa Station Hyper.

2002

Uchumi crossed the Kenya borders and set up a store in Kampala, Uganda. The store located in Kampalas Nakasero suburb has been an instant hit amongst the residents of the met ropolis.

2003

Uchumi engages in ambitious business automation process by implementing an ERP System

2005

Uchumi closes 10 of perennially loss making branches. Uchumi raises kshs 1.2 billion in a successful rights issue that saw majority shareholders whittle their shareholding from 52% to less than 20%.

2006

Uchumi Board of Directors declares the company insolvent. The company is put in receivership by the secured lenders.

Following the closure of Uchumi retail trading by the board in the financial year ending June 2006, revival of the chain stores was commenced in July, 06 until February, 2007.

2010

The lifting of receivership by the lending banks

2011

Company relisted on the Nairobi Securities Exchange, exactly five years after suspension

Today, Uchumi is one of the largest commercial retailing companies in the country, employing over 1000 people and operating 20 branches in Kenya (14 in Nairobi, 6 up country branches that is Karatina, Kericho, Embu, Nakuru, Meru and Eldoret) 4 branches in Uganda(3 in Kampala and 1 in Gulu) and 1 branch in Dar Es Salaam, Tanzania