GLOBAL NATIVE SUPPLY

 

Mission statement
Discover and respond to our customers’ needs for technology and office products and services to enable sustainable job creation and to provide new approaches to protect the environment from technological waste.


Vision statement
Creation of quality technology jobs that promote Economic Self-sufficiency in Indian Country, serving our customers, and doing our part to protect the environment.

 

Who we are
Global Native Supply, a.k.a. GNS and Cherokee Data Solutions, is an Oklahoma based customer-focused enterprise primarily engaged in providing sales and support for technology and business products.  Our plan includes full life-cycle management by offering environmentally responsible recycling services of technology products.  We are a Business-to-Business enterprise committed to meeting the demands and expectations of our customers.  We strive to understand our customers’ needs and anticipate opportunity to be responsive in fulfilling those needs with integrity, commitment and quality.  Failure is not an option.  We will do what it takes to be competitive, respected, and profitable.


Company history
Founded in October of 2001 as a sole-proprietorship, GNS is fulfillment to a dream of Pamela Huddleston-Bickford.  The business plan was formed with an eye to the economic and social needs of northeastern Oklahoma and Native American tribes.  As a small Woman Owned/Disadvantaged Minority business, the business plan highlights commitment to promote employment of minorities.  Pamela retains 100% ownership of the business.
GNS has experienced consistent controlled growth.  2009 sales were 180% of 2008 sales and 5-year growth is 845%.  GNS maintains a base of over 275 purchasers within our target market of Federal, Tribal, State and Local government, Health, Education, and mid-to-large size corporations.  Other than property mortgage, GNS has zero long term debt and zero uncollected debt since founding.


Business Community Reputation
Our reputation in the community is proven by the recognition received though awards granted by our customers, agencies, and industry ranking.  GNS actively supports promotion of minority and small business development within our market.  Recent awards, rankings, and sponsorships include:
Nominee: 2010 US Small Business Administration Business Champion of the Year
2010 Industry Rankings by Diversity Business:
Top 100 Native American Owned Businesses
Top 50 Women Owned Businesses in Oklahoma
Top 50 Diversity Owned Businesses in Oklahoma
Top 50 Privately held Businesses in Oklahoma
2009 Oklahoma Minority Supplier Development Council – Gold Sponsor and Outstanding Business of the Year, nominated by the University of Oklahoma
2009 Cherokee Nation Woman Owned Business of the Year – spotlighted for providing business assistance to new and emerging companies
2009 American Indian Chamber of Commerce of Oklahoma – Indian Country Business Summit – Gold Sponsor and 2008 Mid-sized Business of the Year
2009 Center for Tribal Employment Rights National Conference – Gold Sponsor
2009 United States Department of Commerce – Central Region Technology Company of the Year (one of only five named nationally).  We beat Texas!
2009 GNS received Special Recognitions from United States Senator James Inhofe, Oklahoma Congressman Dan Boren and Cherokee Nation Principal Chief Chad Smith
2008 HUBZone Star Community Impact Award for environmental awareness and leadership
2005 Outstanding Business of the Year by the United States Department of Commerce, the Cherokee Nation and the Oklahoma Native American Business Development Council.


Our Industry

 Our industry, technology and office products, is sustained by the consumption of product by nearly every employed person within our target market.  A majority of these same employees utilize computing devices either stand-alone or networked and a vast array of application software.  As long as there are employees, instructors, and students, there will be demand for this industry.
Promotional products are nearly a necessity for viable companies who market and protect their brand, who participate in trade show events, and who have a comprehensive marketing plan.


Computing products are in perpetual update mode with release of new higher-performance hardware and expanded software functionality.  Display and presentation products utilized in classrooms and meeting rooms are undergoing rapid technology updates.  Mobile electronic devices are increasing in variety and application.  Even office supplies are transitioning to “Green” standards and demand for environmentally responsible products is increasing as consumer awareness increases.


Office Products – This is a $55B market according to First Research and is dominated by Staples ($23B).  Primarily all products available through United Stationers Supply Company ($5B) are included in the electronic catalog or by special order.  Office product categories include consumable supplies, office accessories, case-good office furniture, janitorial and breakroom supplies.  Alternate products are sourced from SP Richards ($1.7B).  When possible, items are sourced direct from the manufacturer to reduce cost.   


Technology Products – The capacity for this market is difficult to define due to the variety of views. Reuter's estimates that the 2010 IT spend at $3.3 Trillion.  GNS primarily sources technology products through large national distributors, the largest being Ingram-Micro ($34.4B) and TechData ($24.1B) followed by an array of smaller distributors who offer specialty technology items.  Mainline product categories include notebook and desktop computers, servers, networks, displays, printers, scanners, TVs, Cameras, audio, projectors, power devices, security, software, managed services.  The giant in this market we compete against daily is CDW ($8B).


Promotional Products
– Promotional products ($30.0B) includes over 750,000 unique items and wearables, that are all customizable with customer identity and targeted message.  GNS sources these items directly from thousands of suppliers through an electronic market. 


GNS’ competitive advantage in these product arenas is primarily due to personal service, low cost of operation, near-zero inventory, process efficiency, certifications, and broad knowledge. 


Most important strengths and core competencies
GNS’ established customers have long-term viability and have proven to remain capable of immense purchasing capacity.  Our customer relationships are secured by continued excellent performance as evidenced by frequent written and verbal accolades and near perfect customer scoring on industry standard surveys.
Our active suppliers integrate their sales and support process to our demands for rapid response, reliable order handling, and are responsive to competitive considerations.  We have established a history of securing credit approval by exception for large-scale projects enabling us to contract for large opportunities while maintaining release on smaller daily orders.


Competencies are earned through regular participation in training sessions hosted by manufacturers and certifying agencies.  GNS personnel receive compensation for successful completion.  Two associates are Sony Master Certified, two are Cisco Sales Engineer certified, one is CISCO Sales certified.  Additional certifications include HP, Samsung, DataCard, Symantec, MicroSoft, Adobe, Olympus,  TomTom, Garmin, Acer, Seagate, Lenovo, Fujitsu, Eaton, and APC.


Significant challenges the company faces now
In order to sustain and accelerate our growth rate, our activities need to reach new markets, we must increase sales personnel, and revolving lines of credit must increase.  Rather than pursue a brute-force method of increasing head-count, implementing an expansion plan which is in harmony with our mission and vision should prove to be most effective.  


Short term plan
GNS growth in 2009 is primarily due to the increased purchasing activity in our target market and is somewhat due to elimination of competition.  The ARRA enabled unbudgeted purchases by a number of our federal customers.  Oklahoma tribes experienced slight growth in gaming operations and administrative purchases were relatively unaffected by economic conditions.  Competitors who are heavily vested in inventory and who are burdened with the high costs associated with brick and mortar operation struggled to maintain operations.  At least two traditional competitors ceased operations in 2009.
Planning is complete to replicate our successful methods and expand market reach via licensing our methods to tribal enterprises.  An advisory committee has been formed to provide oversight and expert advice.  

 

Long term plan
Sustainable expansion will occur via licensing which will result in similar success for affiliated tribal enterprises.  Revenue growth for GNS will be increased on a dollar-for-dollar basis on sales to licensees.  Costs will be reduced via shared administrative resources and reduced product cost based on purchase volumes and expansion of direct relationships with manufacturers.  Automation of our manual methods will radically increase efficiency and reduce risk of error.


Licensing Program Overview
Concept – GNS has accomplished much with very limited resources and few regular personnel.  Many tribes share similar characteristics of limited financial resources and few qualified personnel to perform in sales and marketing of office and technology products.  Given capable operational support, a business ready package of methods and tools, training, and management oversight, any tribe can license a sustainable business with minimal start-up time. 
Planning – Planning is in progress or has been accomplished in the following areas:
GNS methods have been documented
Evaluation has been given as to how these methods can be implemented into the expanded operation and integrated with the existing processes
Conversion of manual processes to automated electronic processes has been charted
Enhancements to include monitoring and reporting functionality for both the tribal stakeholders and GNS has been outlined
Consideration has been given to incorporate culturally sensitive helps for licensees
Catalog will include an artisan’s market where tribal affiliates can market their art native made product to the alliance customer base
WEB based training modules will be created for an array of need
Branding is being considered to provide for common alliance recognition with provision to facilitate unique licensee identity
Legal documents will need to be created which affect GNS, licensees, clients, suppliers, and advisory members
Grant program options are under study for initial funding and ongoing development
Licensee program commitment levels have been considered
Packaged offerings from support only to turn-key provisioning of business equipment and mobile facilities have been considered for entering licensees
Outreach to tribal entities will begin at RES 2010
Initial implementation will begin in 2010
Development – Program development is progressing in the following areas:
A WEB based application is under development which will incorporate;
- Imbedding of documented GNS methods
- Electronic catalogs for all product categories with standard e-commerce features
- Portals for customers, licensees, and GNS suitable for their various needs
- Custom pricing, bid and order entry, order status and delivery notification
- Invoicing, return requests, returns authorization, and credit memos
- Standardized forms, sales and marketing resources
- Sales and performance reports, alarms, panic button, and escalation levels
- Training modules, links and accountability for mandatory manufacturer training  
Advisory Council has been formed and initial meetings are scheduled
Presentation material packet to licensees is being created
Model mobile office is being retrofitted and provisioned
Segregation of GNS and Cherokee Data Solutions


WEB based training modules will be created for an array of need
Branding is being considered to provide for common alliance recognition with provision to facilitate unique licensee identity
Outreach to tribal entities will begin at RES 2010
Initial implementation will begin in 2010

to test the functionality of the automated systems, legal agreements must be created, buy-in by affected suppliers must be formalized. 

Guidance –
Agreements –
Implementation –

 

E-mail: contact@okcds.com