LP Magazine

MAR-APR 2019

LP magazine publishes articles for loss prevention, asset protection, and retail professionals covering shrinkage, investigations, shoplifting, internal theft, fraud, technology, best practices, and career development.

Issue link: http://digital.lpportal.com/i/1096225

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Page 34 of 76

34 MARCH–APRIL 2019 | LOSSPREVENTIONMEDIA.COM going in the wrong direction at that time for the company. That also gave me the great opportunity to interact with Mike Lamb, who I consider one of my all-time favorite people both as a mentor and friend. When he was promoted to vice president with Walmart, Mike asked me to come into the home office to lead the corporate AP operations. I did that for about two years and really enjoyed the experience, education, and exposure it provided. It set me up for where I'm at today at Meijer because it gave me a much more strategic look at how programs are designed, why they work or don't work, and a lot of executive presence of marketing and selling your ideas and programs. EDITOR: So now you are leading the AP team at Meijer out of Grand Rapids, Michigan. Talk about that transition and give our readers who may not know the company some background on Meijer. JAECKLE: When I first began talking to Meijer about my current role, I was intrigued by the company and the opportunity. It has been a very refreshing experience because I'm surrounded by a really great team, and we've been able to collaborate to start to move the needle quickly on our goals over the past two years in both shrink and safety performance. It has also allowed me the opportunity to engage in other areas of AP like international security risks, supply chain, crisis management, and other areas too. For those who may not know, Meijer is a regional retailer centered in six upper Midwest states—Michigan, Indiana, Ohio, Kentucky, Illinois, and Wisconsin—comprised of more than 240 supercenters, specialty pharmacies, distribution centers, and a few off-shore global sourcing offices. We have a few things that help make us unique. One, we have our own manufacturing facilities that allow us to secure and control the process from cradle to grave and manage cost. We have our own creamery where we make many of our own brand dairy products. We also have a nut roasting facility. In addition, we have what we refer to as the "central kitchen," where we produce a lot of our prepared food and ready-to-eat meals that are shipped to our stores. Another thing that makes us unique is our specialty pharmacy operation. We ship pharmaceuticals to customers across the country, specifically to patients with complex chronic conditions. Many pharmacies cannot stock these types of medications in-house because of cost. EDITOR: What does a typical Meijer store look like? JAECKLE: Meijer stores are supercenters. Our average store is between 160,000 and 200,000 square feet. We pride ourselves as being a top-tier grocery store first, with the convenience of a supercenter that also allows our customers to buy high-quality general merchandise goods at a great price. Being a tier-one grocery retailer means we're cutting all our own meat, sourcing to the highest grades of produce, and making sure that we have quality products and a great service model for our customers. EDITOR: Tell us about the history of the company. JAECKLE: The company will be eighty-five years old this year, being founded in 1934 in Greenville, Michigan. It is family-owned with the Meijer family still active in the business today. It was founded by Hendrik Meijer as an effort to meet the needs of a small town with a small grocery store and fair prices and by 1962 had pioneered itself into the supercenter concept we operate today. His son, Fred, had been involved with the business from an early age and active in the company up until his passing in 2011. Fred and his wife, Lena, have three sons. Their oldest son, Hank, is our executive chairman and still in the office every day, while the other two are active on the board. One of the things that makes Meijer such a great organization is how involved we are in the communities that we serve. That commitment is not just on the high quality of food and products we provide in our stores; rather, it It was extremely refreshing to think about things from a process and operationally driven organization and see how I could apply some of the leadership skills that I had acquired in asset protection to the operations side of the game. INTERVIEW

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