...Executive Summary Due to poor financial performance, EasyInternetCafe has decided divert from large cafes to a franchise model with smaller café sizes. Its main goal is also to focus on its core competencies such as the yield management model. In order to do so, it will be outsourcing its non-core competence activities which include logistics. Ingram Micro has been chosen as the logistics provider as they offer more full service activities while remaining at a lower cost than its competitors. By including Ingram Micro in corporate decisions and meetings, EIC can keep Ingram Micro accountable and stay updated with issues as they arise (just as they would if they owned the logistics arm of the Company). By having the capital freed from investing in hardware and stores, EIC is able to invest more in creating value through their management of franchisees and their yield management model. Issues Identification EasyInternetCafe (EIC) was launched in 1999 under the umbrella of the EasyGroup. Their mission is to provide customers with internet access at low costs and to capitalize on the tech boom. Despite the excellent support and recognition from the public, EIC is experiencing adversity of keeping their business profitable after the “dot-com” bubble burst. Their business plan of owning many large cafes that could house 250-500 PC terminals at each café is not working. They have decided to restructure their business by downsizing the cafes...
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...Executive summary Stelios Haji-Ioannou opened the first easyinternetcafe on June 21st, 1999. During the internet boom between 199 and 2002, internet cafes were booming. Following the yield management model1 to this business brought in great profits. After the dotcom/internet bubble deflated, losses were continuing to mount. A change had to occur. The company’s CEO gave the managing director 9 months to start showing improvement. The only way to do this is by changing the operational structure of the company. A complete redirection in the operations philosophy was to franchise the operations. In order to help with this, it is recommended to use the company Ingram Micro to assist with this task. Ingram is the world’s largest B2B trade-only wholesale provider of technology products and services, including supply chain management. The total cost of a franchise will be £976 per store. This will reduce the cost of opening franchises and start increasing profit for the company. Issue identification The most important issue that easyinternetcafe currently experiencing is their operations. There is no organization on how the future internet cafes will open and be setup. There is an expectation of opening 208 locations in the next 3 years. The logistics of how this will occur must be defined and solved prior to the project moving forward. Other issues that the company is experiencing are: * Internet investment bubble burst in 2000 * Closing and downsizing...
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...Introduction After the Internet investment bubble burst, the original concept of easyInternetcafé (eIc) was just not working out. The management decided to retrench, closing and downsizing some of the original cafes. Their new philosophy was to franchise the operations. So far the company had created about 20 franchised cafes, mostly in Europe, with 5 in the New York City area. The company has established itself as the per-eminent internet café chain in Europe, but it has still not made a profit. Stelios, the CEO of the parent company is running out of patience, and if the losses are not stemmed soon, will pull the plug. He has given the company 9 month to start showing radical improvement. Currently, they were basically operating off the cuff, with no real operating plan for how to supply and open each new franchise. In order to address this problem, Roger Jones, Managing Director of eIc hired Raj Chopra, an MBA student from a highly regarded business school as an intern to analyze their current operations and provide a report on options for the future. Raj was an IT major during his undergraduate years, and saw this as a way to really combine his new skills from his MBA with his IT and internet knowledge. A brief history and background of easyGroup easyInternetcafé Ltd. (www.easyinternetcafe.com) was part of the easyGroup (www.easygroup.co.uk), founded and promoted by the well-renowned Greek entrepreneur Stelios Haji-Ioannou (www.stelios.com). Other companies...
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...CASE I supply_chain_strategy LAUNCHING CPFR AT TEXAN FOODS: IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND TECHNOLOGIES Introduction Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program had delivered for the 34 SKUs that...
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...supply_chain_strategy All questions are compulsory CASE I LAUNCHING CPFR AT TEXAN FOODS: IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND TECHNOLOGIES Introduction Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program...
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...Hostelworld Guide for Rome Customised for christian deymonnaz The Essentials Getting There By plane: The Italian capital is served by two airports. The most widely used is Leonardo da Vinci Airport (Fiumicino). The quickest way to the city centre is via train which costs €11 one-way. The other airport, Ciampino Airport, is the airport which budget airlines use. A bus service connects it to Termini Station. One-way journeys cost €8. By train: Most trains travelling to Rome from other Italian cities and Europe terminate in Termini Station. It is right in the middle of the city centre. By bus: There are a number of stations you could end up in if travelling to Rome via bus. The most widely used is Lepanto and EUR Fermi. Climate Thanks to its location in southern Italy, temperatures in Rome's winters can become quite cool but they usually don't drop below 5°C. The coldest months are from December-February. Once March comes around the temperature begins to steadily rise, although for the next two months (March and April) it is more prone to rain than in other months. Come May the days become very warm and stay dry also. If you enjoy hot weather, then July and August are the months for you when it is very warm and very sunny. September stays dry for the most part but showers begin to show their ugly faces once more in October. There aren't many cities in the world like Roma. No matter which way you turn you set your eyes on imposing monuments, dramatic statues or lavish...
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...SUPPLY CHAIN MANAGEMENT DESIGNATION PROGRAM MODULE THREE Logistics and Transportation ©Supply Chain Management Association Supply Chain Management Professional Designation Program Copyright © 2013 by the Supply Chain Management Association No part of this material in this manual may be reproduced without the prior written consent of the Supply Chain Management Association. 777 Bay Street, Suite 2701, P.O. Box 112, Toronto, Ontario M5G 2C8 Tel: (416) 977-7111 Fax: (416) 977-8886 Web Site: www.scmanational.ca. Use of this material is restricted to SCMA and its Provincial/Territorial Institutes for the express purpose of delivering the Supply Chain Management Designation Program. No other use is authorized, expressed, or implied. This material must be used in its entirety. © Supply Chain Management Association Supply Chain Management Professional Designation Program Module Three Logistics and Transportation Information and Overview .................................................................................................... IO – 1 General Information ........................................................................................................ IO – 2 Module Overview ........................................................................................................... IO – 4 Module Readings ............................................................................................................ IO – 7 Session and Reading...
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...1. “Operations can make or break a business”. For an organization, operations include all the activities necessary for the fulfillment of customer requests, not just manufacture, also marketing, HRM, accounting, etc (Slack, Chambers and Johnston 2007, p5). Through operations, business provide products and service by changing inputs to outputs. Operations excellence is fundamental to strategic success. And according to Skinner (1969), operations management (OM) can contribute to better company performance like reduced cost, increased revenue, etc. As a kind of understanding, whether a company has good operation strategies and management is one important factor that can “make” or “break” a business. Operations strategy (OS) can guide the whole business progress in the long-term. It is concerned with how the market is changing and what the operation has to do to meet current and future challenges (Slack & Lewis 2011, p7). Motivation behind strategic operations is two-fold: superior class of public utility and profitability (Narayanaswami and Rangaraj 2012, p102). One useful tool in formulating OS is OS matrix. It enables company to consider how resources can be effectively used to affect quality, speed, dependability, flexibility and cost, in order to meet market requirements. One good example to explain the importance of OS/OM is Hagen Style. Hagen Style is a successful kitchen equipment company in North America and its success owes to its direct marketing operations, along...
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...PART II INSTRUCTOR’S NOTES ON TEXT CASES CASE GUIDE CHAPTER CASE | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 1–1 Starbucks – Going Global Fast | X | X | | X | X | | | | | | X | X | | | | | | | | 1–2 Nestlé – The Infant Formula Incident | | X | X | X | X | | | X | | | X | X | | | | | | | | 1–3 Coke and Pepsi Learn to Compete in India | | | | X | X | X | | | | | X | X | | | | | | | | 1-4 Marketing Microwave Ovens to a New Market Segment | | | | X | X | | | | | | X | X | | | | | | X | | 2–1 The Not-So-Wonderful World of EuroDisney | | | | X | | X | X | X | | | X | | | | | | | X | | 2-2 Cultural Norms, Fair and Lovely, and Advertising | | | | X | X | | | X | | | X | X | | | | | | | | 2–3 Starnes-Brenner Machine Tool Company – To Bribe or Not to Bribe | | | | | X | | X | | | | | | | | | | X | | | 2-4 Ethics and Airbus* | | | | X | X | X | X | | | | | | X | | | | | | | 2–5 Coping with Corruption in Trading with China | | | | | X | X | X | | | | | | | | | | | | | 2–6 When International Buyers and Sellers Disagree | | | | | | | X | | | | | | | | X | | | | | 2-7 McDonald’s and Obesity | ...
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