...Question: The proliferation of western fast-food chains such as Mcdonald’s, pizza Hutt,Sub-ways and Dominos in the Indian market has only been a recent phenomenon .What are the reasons that have contributed to the increased popularity of western fast-food chain in India? Ans: Fast food is the term given to food that can be prepared and served very quickly. While any meal with low preparation time can be considered to be fast food, typically the term refers to food sold in a restaurant or store with preheated or precooked ingredients, and served to the customer in a packaged form for take-out/take-away. The concept of ready-cooked food for sale is closely connected with urban development. In Ancient Rome cities had street stands that sold bread, sausages and wine. As in Roman cities during antiquity, many of these establishments catered to those who did not have means to cook their own food, particularly single households. Unlike richer town dwellers, many often could not afford housing with kitchen facilities and thus relied on fast food. Travellers, as well, such as pilgrims en route to a holy site, were among the customers. since than fast-food business is thriving. It is not that there was no fast food shops before the proliferation of western food chain. But it is the western food-chain such as Mcdonald’s, pizza Hutt,Sub-ways and Dominos get the desired success. The reasons that have contributed to the increased popularity are: Targeting Markets: •Initial focus on...
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...Chapter 8 E-Supply Chain, Collaborative Commerce, and Intrabusiness EC Learning Objectives Upon completion of this chapter, you will be able to: 1. Define e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions to supply chain problems provided by EC. 4. Define c-commerce and list its major types. 5. Describe collaborative planning and Collaboration, Planning, Forecasting and Replenishing (CPFR), and list their benefits. 6. Define intrabusiness EC and describe its major activities. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow and groupware. Content How General Motors Is Collaborating Online 1. E-Supply Chains 2. Supply Chain Problems and Solutions 3. Collaborative Commerce 4. Collaborative Planning, CPFR, and Collaborative Design 5. Internal Supply Chain Solutions, Intrabusiness, and B2E 6. Integration Along the Supply Chain 7. Corporate (Enterprise) Portals 8. Collaboration-Enabling Tools: From Workflow to Groupware Managerial Issues Real-World Case: Portal Speeds Product R&D at Amway Appendix 8a: Intranets Answers to Pause/Break Section Review Questions Section 8.1 Review Questions 1. Define the e-supply chain and list its three major parts. A supply chain that is managed electronically, usually using Web technologies...
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...IT TAKES A LEADER TO TAKE YOU PLACES. A n n u A l r e p o r t 2 0 1 2 2 0 1 3 Growth is… movinG from strenGth to strenGth Flamingos, known for their undeniable beauty, are also recognised as a species that stays strong by sticking together, no matter how trying the circumstances are. But for a flock to be strong, it needs an equally resilient leader to take them in the right direction. Just like Gati, the leader of the logistics industry in India. Gati Limited is India’s leader in providing Express Distribution services, Supply Chain Solutions, Cold Chain Transportation Solutions, Warehousing, International Freight Forwarding, Custom Clearance and e-Commerce Solutions. Founded in 1989 as a cargo management company, Gati pioneered Express Distribution Services in India. With a track record of 24 years, Gati is one of India’s most coveted companies, employing 3500 people, and serving over 5000 customers – including the top 10 brands in the Automotive, Healthcare, Engineering and Consumer Durables industry. Gati has a strong market presence in the Asia Pacific region and SAARC countries, with offices in China, Singapore, Hong Kong, Thailand and Nepal, and has plans to foray into other markets. In a Company where every employee demonstrates dedication and commitment to succeed, its little wonder that Gati is the leader, taking the industry places. values are… a force to be reckoned with Flamingos, as is ingrained in their DNAs for centuries, instinctively have values that...
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...Chapter 6 E-Supply Chains, Collaborative Commerce, and Corporate Portals Learning Objectives Upon completion of this chapter, you will be able to: 1. Define the e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions provided by e-commerce (EC) for supply chain problems. 4. Describe RFID supply chain applications. 5. Define c-commerce and list the major types. 6. Describe collaborative planning and collaboration, planning, forecasting, and replenishing (CPFR) and list the benefits of each. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow software and groupware. 10. Describe Collaboration 2.0 technology and tools. Content Opening Case: Boeing’s Global Supply Chain for the Dreamliner 787 6.1 E-Supply Chains 6.2 Supply Chain Problems and Solutions 6.3 RFID as a Key Enabler in Supply Chain Management 6.4 Collaborative Commerce 6.5 Collaborative Planning, CPFR, APS, and PLM 6.6 Supply Chain Integration 6.7 Corporate (Enterprise) Portals 6.8 Collaboration-Enabling Environments and Tools Managerial Issues Closing Case: How Wal-Mart Uses EC in Its Supply Chain Answers to Section Review Questions Section 6.1 Review Questions 1. Define the e-supply chain and list its three major parts. It is...
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...1.1 Explain the importance of effective supply chain management in achieving organizational objectives? Importance of Supply Chain Management In the ancient Greek fable about the tortoise and the hare, the speedy and overconfident rabbit fell asleep on the job, while the "slow and steady" turtle won the race. That may have been true in Aesop's time, but in today's demanding business environment, "slow and steady" won't get you out of the starting gate, let alone win any races. Managers these days recognize that getting products to customers faster than the competition will improve a company's competitive position. To remain competitive, companies must seek new solutions to important Supply Chain Management issues such as modal analysis, supply chain management, load planning, and route planning and distribution network design. Companies must face corporate challenges that impact Supply Chain Management such as reengineering globalization and outsourcing. Why is it so important for companies to get products to their customers quickly? Faster product availability is key to increasing sales, says R. Michael Donovan of Natick, Mass., a management consultant specializing in manufacturing and information systems. "There's a substantial profit advantage for the extra time that you are in the market and your competitor is not," he says. "If you can be there first, you are likely to get more orders and more market share." The ability to deliver a product faster also can make...
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...Supply chain management can be broken down into three different categories. This includes purchasing, manufacturing, and transportation. The impact of transportation of good has a huge impact on the overall economy. In the United States in 2005 freight transport activities accounted for 10% of the GDP. This is being accomplished by better and better technology. Systems are being upgraded to the point that managers can effectively track, monitor, and control their supply chains. If anything goes wrong a back plan is in place and supplies keep on coming in to a business with little or no delays. www.eyefreight.com/the-role-of-transportation-in-supply-chain-management/ March 29,2015 Supply chain has negatively impacted my business in several ways. First of all the person in charge of ordering our stock does not understand how quickly things can get to our business and does not take the time to let the transportation company know certain things about our products. For example, we order what is called hard expansion board, which comes in 10 foot sections. There were about five hundred bundles of packs of then expansion board on a truck. The truck assumed we had a loading dock and did not bring a pallet jack or anything to help turn the pallets around. This was a challenge for us when the shipment arrived. We had to lift a pallet jack onto the truck and it took hours to turn the stock of expansion board around. This negatively impacted our business and the truck driver because...
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... Introduction This paper will analyze a case analysis focused on Starbucks’ supply chain. Starbucks’ business model and supply chain strategy will be reviewed. Also, the global supply chain challenges the company faces will be analyzed. Further, the importance of aggregate planning and demand forecasting to Starbucks’ supply chain will be discussed. Finally, ways in which Starbucks utilizes pricing promotions to influence demand will be highlighted. Starbucks’ Business Model & Supply Chain Strategy Starbucks is a global coffee chain with over 21,000 outlets in 60 countries. The company is built on its brand which demands an experience and service above all other coffee chains. Until recently, Starbucks retained full ownership and control of its outlets. Franchising is relatively new transition for the organization. Yet, Starbucks takes a different approach to franchising than other large organizations like Dominos or Subway. Starbucks is extremely selective about who they franchise to. They take steps to ensure everyone they partner with will operate in sync with Starbucks’ culture and brand emphasis, as well as align with their environmental sustainability commitment. (Curtis, 2015) The fact that Starbucks was able to grow into a global organization with over 21,000 outlets speaks to the strength of their supply chain. Their supply chain strategy is built on a make to stock model which focuses on utilizing real time demand to efficiently...
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...Cisco Systems: The Supply Chain Story Cisco Systems Inc. is a worldwide computer networking company based out of San Jose, California. From Cisco’s beginning they as a company aimed to connect all members of the supply chain. Cisco’s initial product was the router, which contained an operating software called Internet Operating System (IOS). This product launched Cisco as a company and led to their future goal of a completely integrated supply chain. The first integration, a customer support site, came a year after the router was launched and it allowed customers to download and upgrade software as well as technical support through e-mail. This support center continued to grow through the early nineties and was eventually replaced by a customer support system on their website. The customer support system was continually added to and by 1995 it included; company and product information, technical and customer support, and most importantly it introduced the ability to sell products and services online. Cisco’s main desire behind this system was to streamline the process of customer support and allow the information to more easily utilized. In 1996, Cisco implemented another Internet application called “Networked Strategy,” this introduced online order entry and allowed the information to flow through Cisco’s supply chain. The order information was sent to Cisco’s ERP system which in turn sent it out to the various suppliers and manufacturers, allowing for a very efficient...
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...1. What parts of the supply chain are most closely involved with the situation in this case? What is the responsibility of each part in order to maintain a smooth flow of material? Procurement Department: This department did not completely assess the demand that needed to be met. They miscalculated the demand by underestimating it to be 2500 units when the actual demand was over 4000 units. They were working in isolation rather than working closely with the Marketing department. They did not maintain a close relationship with their suppliers. Instead, they ignored any type of communication that the suppliers attempted to make with them. Forecasting Department: The forecasting department wasn’t able to accurately predict the demand and so the procurement department wasn’t able to make the necessary adjustments and arrangements with the supplier as the demand changed from 2,500 units to 4,000 units monthly. Marketing Department: The marketing department knew that the monthly volumes had increased to 4,000 units but the procurement department was not informed and wasn’t able to plan accordingly. Production Department: The production department didn’t alarm the procurement department that the lead time required for the materials were 10 days instead of the 14 days. There was a change in the operation plan and the procurement department was not informed and so there were issues with the acquisition of materials. 2. What initially appears to be the problem? What really...
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.......................................................... 4 Demand Side Drivers – The Demographic Profile of the Indian Consumer Segment ........................................................................................ 4 Supply Side Drivers – Industry Trends Encouraging Growth ............................................................................................................................. 5 Transition Phases ................................................................................................................................................................................................. 6 Structure of the Industry ........................................................................................................................................................................................ 7 Challenges ............................................................................................................................................................................................................ 8 Key Foreign Direct Investment (FDI) Regulations ................................................................................................................................................. 9 Supply Chain...
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...ANALYSIS OF SUPPLY CHAIN RISK MANAGEMENT IN THE GHANAIAN MANUFACTURING INDUSTRY: A CASE STUDY OF KAMA PHARMACEUTICAL MANUFACTURING COMPANY INTRODUCTION 1.0 Background of the Study According to Hendricks and Singhal (2005), there is increased awareness and recognition among managers, consultants and academicians that supply chain performance is increasingly important to business success. In other words, supply chain plays an important strategic role in the world economy and that firms are more dependent upon their supply chains networks in order to deliver value. Regrettably, there is also a point of vulnerability in the world economy which are subject to disruptions with significant consequences especially when the disruption comes suddenly, without warning, and with devastation. Handfield (2007) posit that the total set of risks to an organization is much broader. It includes hazard risk and operational risk. Hazard risks refer to weather disasters, equipment shutdown, or product liability, while operational risks include major disruptions such as theft, late supplier deliveries, and IT systems shutdowns and so on. For the purpose of this study, focus shall be placed on operational risk with specific focus on supply chain risk. Generally, supply chain operation is fundamental to the success of any organization. It is critical to a company’s ability to manage global operations, supply and demand volatility, the accelerated pace of new product and services introductions...
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............................................................... 4 Demand Side Drivers – The Demographic Profile of the Indian Consumer Segment ........................................................................................ 4 Supply Side Drivers – Industry Trends Encouraging Growth ............................................................................................................................. 5 Transition Phases ................................................................................................................................................................................................. 6 Structure of the Industry ........................................................................................................................................................................................ 7 Challenges ............................................................................................................................................................................................................ 8 Key Foreign Direct Investment (FDI) Regulations ................................................................................................................................................. 9 Supply Chain Management...
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...Industry ManMohan S. Sodhi Cass Business School Seongha Lee Samsung Forthcoming, JORS (2007) ABSTRACT: The consumer electronics industry is a $ 240 billion global industry with a small number of highly competitive global players. We describe many of the risks associated with any global supply chain in this industry. As illustration, we also list steps that Samsung Electronics and its subsidiary, Samsung Electronics UK, have taken to mitigate these risks. Our description of the risks and illustration of mitigation efforts provides the backdrop to identify areas of future research. INTRODUCTION In supply chain management, there is much discussion on risks related to such aspects of supply chains as short product lifecycles, keen competition combined with cooperation, and globalization. The consumer electronics industry is the very embodiment of these aspects of supply chain management and related risks. While some of the supply- and demand-related risks are similar to such industries as the toy industry (Johnson 2001), the consumer electronics industry faces additional risks due to its vertically integrated supply chains. This article seeks to provide a starting point for understanding supply chain risk in this industry through examples from this industry as well as related ones like computers and mobile phones. To illustrate the mitigation of these risks, we list steps that Samsung Electronics and its subsidiary, Samsung Electronics UK, have taken to manage these risks. The consumer...
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...Crafting And Executive Strategy Assignment 1 Case Study # 6 Dell Inc. In 2008 : Can it overtake Hewlett – Packard as the worldwide leaders in personal computers ? Submitted to : Prof. James Farmer Submitted By : Roshni Patel Student Number : 300686000 Question 1: Dell inc. Began with a ‘winning strategy’. At this time (2012), this strategy is not used to the extent that it was once was and the company is now not the company that it was once. Did Dell’s strategy fails, did the company fail to effectively execute the strategy or did the environment changes around Dell? Evaluate the possibilities. Answer: Dell is a global company that delivers products and services in more than 190 countries and company had given employment to over 4000 employees. The company deals in enterprise computing products, monitors, printers, software and peripherals with a focus on fully integrated improved environmental performance into business. The company had gone through many ups and downs from its inception in 1984 and has to face many challenges and competitors to stay ahead in the market. Dell founded the company with simple vision and business concept that the personal computers could be built and sold directly to consumers which would eliminate the additional cost of intermediaries between the company and consumer and thus reducing the overall cost of the PCs making it cheaper than other PCs in the market. The other advantage was that it reduces the costs and risk associated with...
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...Distribution Strategy (Group D _ Session 7 _ Assignment) San Fabian (SF) - MacDowell Philippines (MP) - Paulo Remita Incorporated (PR) Problem Statement After 19 years of an established “exclusive-distribution” agreement with San Fabian; MacDowell Philippines decided to terminate the deal. MacDowell Philippines decided to take over the Wholesale role of San Fabian (SF) and would participate directly in large Commercials as well as Government Projects. Accordingly MP (MacDowell Philippines) products line will be made available to Construction Supply dealers across Philippines. MP claimed to be forced to take that step to help increasing Sales since they experienced an operation capacity around 50%. Situation Analysis As Mr. Paul Cheng _ President of SF was looking at that situation imposed by MP; he went back in time when the relationship started between both corporations in 1967 and continued since then and saw how that engagement was considered to be a “ Natural Fit “ or in other words a “ Win to Win “ situation. There were things SF wanted in MP and other things MP was missing that could be briefly explained as follows: a) SF MP * SF was missing the roofing product line * MP was the only manufacturers who accepted the “exclusive-distribution” agreement b) MP SF * SF was a growing co. with a solid, good reputation * SF didn’t carry any competing product line * SF could offer a national coverage * SF would be able to pay...
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