...Distribution Gerald Brown gbrown@nps.navy.mil Operations Research Department Naval Postgraduate School Monterey, California 93943 Kellogg Company, P.O. Box 3599 Battle Creek, Michigan 49017–3599 Kellogg Company, P.O. Box 3423 Battle Creek, Michigan 49016–3423 Operations Research Department Naval Postgraduate School Joseph Keegan joe.keegan@kellogg.com Brian Vigus brian.vigus@kellogg.com Kevin Wood kwood@nps.navy.mil For over a decade, the Kellogg Company has used its planning system (KPS), a large-scale, multiperiod linear program, to guide production and distribution decisions for its cereal and convenience foods business. An operational version of KPS, at a weekly level of detail, helps determine where products are produced and how finished products and in-process products are shipped between plants and distribution centers. A tactical version of KPS, at a monthly level of detail, helps to establish plant budgets and make capacity-expansion and consolidation decisions. Operational KPS reduced production, inventory, and distribution costs by an estimated $4.5 million in 1995. Tactical KPS recently guided a consolidation of production capacity with a projected savings of $35 to $40 million per year. T he Kellogg Company has been using a large-scale linear program, the Kellogg Planning System (KPS), for more than a decade to guide its operational (weekly), production, inventory, and distribution decisions for breakfast cereal and other foods. In addition, KPS helps...
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...opportunities resulting from various fundamental forces. An understanding of the forces that are shaping and shifting the competitive landscape is useful to not only understand the strategic positioning decisions of the firms in these industries, but also the dramatic structural changes that are occurring in the food production, processing and distribution sector. This series of articles discusses the fundamental forces creating change in the agribusiness industries, and how companies and decision-makers are being affected by, and adapting to, changes in these forces. We frame this discussion using the analytical concepts of value chains and Porter’s Five Forces. We describe the agribusiness value chain as two chains which become one at the consumer end (Figure 1). One value chain follows plants and plant products, and another chain follows animals and animal products. These two chains blend into one chain at the processing and retailing stages of the chain. We also view the value chain rather simply as four stages: (1) input suppliers; (2) producers; (3) processors and handlers; and (4) retailers. While the value chain could be viewed as specific for different products, aggregating to these two chains, plants and animals, permits the discussion of the major forces and impacts of interest to most readers. This theme is split between the current and next issues of Choices. In this issue, the papers explore the forces affecting retailers and the plant and plant products value chain...
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...information that demonstrates a thorough understanding of your prospects’ challenges and opportunities. We do the heavy lifting for you by analyzing hundreds of sources to create insightful and easy-to-digest industry information that can be consumed very quickly. You are better able to understand a potential or existing client’s business issues, without the time-consuming and expensive research process. The following is a sample of a First Research Industry Report with additional notes explaining the report’s contents and how you can use this valuable information. Report size varies by industry. FIRST RESEARCH - HOOVER’S INC., A D&B COMPANY www.firstresearch.com © 2013 Hoover’s, Inc. All Rights Reserved. 1 INDUSTRY PROFILE Snack Foods Manufacturing 12.3.2012 NAICS CODES: 31191 SIC CODES: 2068, 2096 The Industry Overview is an excellent way to ensure you make the right first impression, with minimal time invested. USE IT TO: . Quickly grasp how an industry operates. Adapt your sales process to fit your customer’s buying process. . Understand the competitive environment. . Stay abreast of applicable government regulations. Cite relevant statistics in a targeted letter or email to a prospect . or customer (see sample letter at the end of the report). • Accelerate new hire development time and lower your training costs. Industry Overview Companies in this industry make snack...
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...information that demonstrates a thorough understanding of your prospects’ challenges and opportunities. We do the heavy lifting for you by analyzing hundreds of sources to create insightful and easy-to-digest industry information that can be consumed very quickly. You are better able to understand a potential or existing client’s business issues, without the time-consuming and expensive research process. The following is a sample of a First Research Industry Report with additional notes explaining the report’s contents and how you can use this valuable information. Report size varies by industry. FIRST RESEARCH - HOOVER’S INC., A D&B COMPANY www.firstresearch.com © 2013 Hoover’s, Inc. All Rights Reserved. 1 INDUSTRY PROFILE Snack Foods Manufacturing 12.3.2012 NAICS CODES: 31191 SIC CODES: 2068, 2096 The Industry Overview is an excellent way to ensure you make the right first impression, with minimal time invested. USE IT TO: . Quickly grasp how an industry operates. Adapt your sales process to fit your customer’s buying process. . Understand the competitive environment. . Stay abreast of applicable government regulations. Cite relevant statistics in a targeted letter or email to a prospect . or customer (see sample letter at the end of the report). • Accelerate new hire development time and lower your training costs. Industry Overview Companies in this industry make snack...
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...George Fisher Yihong Xu LinhDan Nguyen Johnson & Wales University Class Title and Number Term Date Matthew J. Samel Table of Contents Title page 1 Table of Contents 2 SECTION I Project Introduction 4 Explanation and Definition of Hotel Outlet 4 Explanation and Description of Sample Hotel’s Chosen 4 Summary and examples of what “others” have said about the Outlet 7 SECTION II Standardized Recipes, Converting and Costing 10 Introduction; The importance of Standardized HACCP Recipes and Cost Cards 10 Standardized HACCP Recipes 11 Cost Cards 21 Comparison of MMP and Selling Price 26 SECTION III Equipment & Cooking Methods 28 Introduction; The importance of Selecting Equipment & Cooking Methods 28 Equipment Needed to Produce and Serve 28 Cooking Methods and Techniques Used 30 ?? Outlet: Do the Selected Cooking Methods and Techniques Work? 30 & Suggestions for Improvements based on Outlet and Target Guest SECTION IV Ingredient Category Research 32 Introduction: Definition and Description of the Ingredient 32 Trends Associated with the Ingredient 33 Impact of the Trend on the Hotel, Foodservice, or Outlet. 34 SECTION V Purchasing Specification 36 Introduction: Define and Describe Purchasing Specifications 36 Purchasing Specifications Example: (Meat, Poultry, Fish or Seafood) 36 Purchase Specification Rationale...
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...Table of contentS Introduction 3 GREENING THE SUPPLY CHAIN 4 EMPLOYEE INVOLVEMENT AND BENEFITS 5 CUSTOMER RELATIONSHIP MANAGEMENT 5 SOURCING DECISIONS 6 SUPPLIER RELATIONSHIPS 7 FORECASTING 8 PURCHASING SYSTEM: CENTRALIZED/DECENTRALIZED 9 CONTINUES IMPROVEMENT ACTIVITY AND CULTURE (KAIZEN) 10 FACILITY LOCATION 12 ERP systems 14 RFID tagging 15 Juran’s way 16 Appendices 19 References 21 Introduction Lipman Produce is a leading producer and distributor of fresh vegetables and fruits, specializing in tomatoes. It is the largest field tomato grower in North America, and operates through a vertically integrated network of research & development, farming, processing, repacking and procurement. The company packs an average of 15 million boxes of tomatoes each year, including Cherry, Florida Silk, Vintage Ripe, Garden Jewel and Roma varieties. In addition to tomatoes, Lipman also packs and ships cucumbers, melons, eggplants, peppers, potatoes, and squash. Its customers include wholesale, retail, and foodservice customers. The company is owned and operated by the Lipman family; and is based in Immokalee, Florida. It was founded over eight decades ago by Max Lipman, and was originally called Six L’s Packing Company Inc. Even though it has been re-branded, its core values have always remained the same: “Building lasting relationships with our customers, being responsible with our natural resources and the health and wellbeing of our people and families” (Lipman Corporation...
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...Growth Commitment Results 20 13 Impact Partners DATA B OO K DuPont Investor Relations Contents 1 2 DuPont Overview Corporate Financial Data Consolidated Income Statements Consolidated Balance Sheets Consolidated Statements of Cash Flows Selected Additional Data 6 DuPont Science & Technology 8 Business Segments Agriculture Electronics & Communications Industrial Biosciences Nutrition & Health Performance Materials Safety & Protection Performance Chemicals 22 Corporate Financial Data Segment Information Selected Additional Data Inside Back Cover Board of Directors and DuPont Leadership Individual Shareholder Relations: (302) 774-3033 Main Office Number: (302) 774-4994 Internet: www.dupont.com The DuPont DATA BOOK has been prepared to assist financial analysts, portfolio managers and others in understanding and evaluating the company. This book presents graphics, tabular and other statistical data about the consolidated company and its business segments. Forward-Looking Statements This DATA BOOK contains forward-looking statements which may be identified by their use of words like “plans,” “expects,” “will,” “anticipates,” “believes,” “intends,” “estimates” or other words of similar meaning. Although they reflect our current expectations, these statements are not guarantees of future performance, but involve a number of risks, uncertainties, and assumptions. Some of which include: fluctuations in energy and raw material prices; failure to develop and market new products...
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...BUNGE LTD. Analysis Team Shelby Bentley Nicolas King Jon Murphy Colby Norris Georgia Sanchez shelby.bently@ttu.edu nick.king@ttu.edu jon.murphy@ttu.edu colby.norris@ttu.edu georgia.sanchez@ttu.edu 1 Table of Contents Executive Summary ………………………………………………………………………..8 Company Overview ……………………………………………………………………….14 Industry Overview …………………………………………………………….............15 Five Forces Model …………………………………………………………………………16 Rivalry among Existing Firms ………………………………………………..18 Industry Growth …………………………………………………………………………18 Concentration …………………………………………………………………………….20 Differentiation ……………………………………………………………………………21 Switching Costs ………………………………………………………………………….22 Economies of Scale …………………………………………………………………….22 Learning Economies of Scale ……………………………………………………….23 Fixed Variable Cost ……………………………………………………………………..24 Threat of New Entrants ………………………………………………………..25 Economies of Scale ………………………………………………………..……………25 First Mover Advantage ………………………………………………………………..26 Distribution Access and Relationships …………………………………………..26 Legal Barriers …………………………………………………………………………….27 Threat of Substitute Products ……………………………………………….28 Relative Price and Performance ……………………………………………………28 Customers Willingness to Switch ………………………………………………….29 Bargaining Power of Customers …………………………………………….30 2 Switching Costs ……………………………………………………………………….…30 Differentiation ……………………………………………………………………………31 Cost and Strategy Importance …………………………………………………….31 Number of Customers …………………………………………………………………32...
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...Philippines are eventually tackling problems about diseases carried by the mosquitoes. Mosquitoes are the tiny insects far more nefarious than snakes or any other creature encountered in the wild. The World Health Organization estimates that approximately 20,000 people die per year due to snakebite, but malaria - delivered by mosquitoes -kills more than fifty times that number of people annually. Add other mosquito-borne illnesses to the threat and suddenly humans appear to be losing the battle. (World Health Organization 2006) But with the mosquito coils, mosquito bites are now less problem in our sleep time during at night, it contributes also to the prevention campaign of diseases carried by mosquitoes. In the Philippines there are different manufacturers of quality mosquito coils, and one of them is the Greencoil Industries Inc., only Greencoil’s Lion-Tiger brand and its related brands remain in the market to compete with SC Johnson’s imported Baygon brand. The Lion-Tiger brand has been in the market since 1952. For more than 50 years of operation Greencoil continued manufactures quality mosquito coils, with a vision “to make this world a much better to...
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...CASE STUDY 1 BUNGE LIMITED Jonathan West ‘We are at a very special moment in the history of Bunge. We have reached one plateau. Now, we need to go to the next round of change. We constantly need intellectual jolts to the company.’ (Alberto Weisser, CEO of Bunge Limited) In July 2002, Bunge, a global agribusiness and food company, announced that it would purchase Cereol, a global oilseed processor, based in France. The acquisition would transform Bunge, making it the world’s leading oilseed-processing company, and give it a more balanced geographic footprint, as well as access to new products, but would substantially increase the complexity of the company’s product lines, locations and personnel. Less than a year before, on 2 August 2001, Alberto Weisser, Bunge’s CEO, rang the opening bell on the New York Stock Exchange, as Bunge successfully went public after more than 180 years as a private company. The company had primary operations in North and South America and worldwide distribution capabilities. Bunge was the largest processor of soybeans in the Americas and among the world’s leading exporters of soybean products. It was the largest fertiliser producer and supplier to farmers in Latin America. It was also a leader in vegetable oil and wheat-based food products for food manufacturers, food service companies1 and consumers. Bunge’s net sales in 2001 were $11.5 billion (see Exhibits 1 and 2 for Bunge’s financials). Bunge had undergone a dramatic transformation over...
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...9 - 5 12 - 00 4 REV: MARCH 19, 2012 "One time permission to reproduce granted by Harvard Business Publishing, 10/9/2012" DAVID E. BELL PHILLIP ANDR EWS MARY SHE LMAN Domino’s Pizza Before 2007, wheat prices didn’t have a pulse. We’d buy for the next six months and the price would be plus or minus 10 cents a bushel over the last six months. Then one day in 2008 wheat shot up $24 a bushel! Now, as a norm, we strategically consider corn, dairy, and wheat to better leverage our supply chain expertise and improve store economics. — John Macksood, executive vice president, Domino’s Pizza On the morning of August 22, 2011, John Macksood, executive vice president for supply chain services at Domino’s Pizza, Inc. (Domino’s), was reading the daily headlines while sitting in his office at the Domino’s World Resource Center, the company’s global headquarters in Ann Arbor, Michigan. Domino’s was the world’s second-largest pizza company and the largest pizza delivery quick-serve restaurant (QSR) chain. One item in particular jumped out at Macksood. An article, titled “Quiznos chain faces tough finance issues,” indicated that Denver-based Quiznos, a privately owned QSR sandwich company with 4,000 U.S. stores, was nearing bankruptcy due to “sharpening competition, waning sales, and debt woes.”1 One of the problems cited was Quiznos’ “protracted battle” with its franchisees over operating costs and profitability, with some franchisees blaming low or nonexistent store...
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...9 - 5 12 - 00 4 REV: MARCH 19, 2012 "One time permission to reproduce granted by Harvard Business Publishing, 10/9/2012" DAVID E. BELL PHILLIP ANDR EWS MARY SHE LMAN Domino’s Pizza Before 2007, wheat prices didn’t have a pulse. We’d buy for the next six months and the price would be plus or minus 10 cents a bushel over the last six months. Then one day in 2008 wheat shot up $24 a bushel! Now, as a norm, we strategically consider corn, dairy, and wheat to better leverage our supply chain expertise and improve store economics. — John Macksood, executive vice president, Domino’s Pizza On the morning of August 22, 2011, John Macksood, executive vice president for supply chain services at Domino’s Pizza, Inc. (Domino’s), was reading the daily headlines while sitting in his office at the Domino’s World Resource Center, the company’s global headquarters in Ann Arbor, Michigan. Domino’s was the world’s second-largest pizza company and the largest pizza delivery quick-serve restaurant (QSR) chain. One item in particular jumped out at Macksood. An article, titled “Quiznos chain faces tough finance issues,” indicated that Denver-based Quiznos, a privately owned QSR sandwich company with 4,000 U.S. stores, was nearing bankruptcy due to “sharpening competition, waning sales, and debt woes.”1 One of the problems cited was Quiznos’ “protracted battle” with its franchisees over operating costs and profitability, with some franchisees blaming low or nonexistent store...
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...www.pwc.com Global Agribusiness Monthly commentary from our Agribusiness experts around the Globe. October 2014 Contents Regional views Did you know? Publications Calendar of events Prices Global Agribusiness contacts 2 8 11 13 14 21 Regional views Overview With teams around the Globe, this document sets out to give a flavour of what our local agribusiness experts are observing in their territories. This month we are reminded of the ever present impact of volatility on Global agriculture. We have seen significant falls in dairy commodities, grains and oils in 2014 with coffee soaring in the opposite direction on the back of a drought in Brazil. The moves have happened quickly (e.g dairy down over 50% in New Zealand since February 2014 and coffee spot prices up over 30% since August 2014) and this can be difficult for farm families or small holders to deal with. For example in the UK, dairy farmers have taken to public protests and blockades. At PwC we are bullish on the long term prospects for agriculture given Global population and wealth trends however we also recognise that this future optimism can be meaningless to a farmer when short term production costs exceed selling price. Agriculture is a volatile industry and participants have to put in place their own strategies to deal with this which are right for them, be it selling forward or hedging for budget certainty, insuring where possible against crop loss, keeping a buffer of cash or liquid assets which...
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...EMERGING TECHNOLOGY: AGRICULTURAL AND ANIMAL WASTE TO ENERGY Kathleen Cimino, Kimberly Andros, Teresa Bartley NEW TECHNOLOGIES IN ENVIRONMENTAL MANAGEMENT University of Maryland University College Spring 2009 Table of Contents 1.0 Introduction 1.1 Waste to energy definition/history/uses 1.2 Agricultural / Animal waste production 1.3 Graph, chart, quantities produced in United States, etc.. 2.0 Conversion of w2e 2.1 Conversion Pathways 2.1.1 Thermochemical 2.1.2 Biochemical 2.1.3 Physico-chemical 2.2 Factors affecting energy recovery 3.0 Agricultural Residue 3.1 Introduction to residue 3.2 What is it 3.3 Where is it produced 3.4 What is role in environment 3.4.1 Environmental risks 3.4.2 Health risks 3.5 Conversion of agricultural residue to energy 3.5.1 Process 3.5.2 Risks 3.5.3 Benefits 3.5.4 Future as energy source 4.0 Animal Wastes 4.1 Introduction to animal waste 4.2 What is animal waste comprised of 4.3 Where is it produced 4.4 What is its role in environment 4.4.1 Environmental risks 4.4.2 Health risks Table of Contents (Cont’d) 4.5 Conversion of animal waste to energy 4.5.1 Process 4.5.2 Risks 4.5.3 Benefits 4.5.4 Future as Energy source 5.0 Processes/Regulations/Technology 5.1 Availability of w2e facilities, costs 5.2 Technological benefits/risks 5.2.1 Other information on technology of w2e, production, transportation, environmental implications 5.3 Regulation governing...
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...EMERGING TECHNOLOGY: AGRICULTURAL AND ANIMAL WASTE TO ENERGY NEW TECHNOLOGIES IN ENVIRONMENTAL MANAGEMENT University of Maryland University College Spring 2009 Table of Contents 1.0 Introduction 1.1 Waste to energy definition/history/uses 1.2 Agricultural / Animal waste production 1.3 Graph, chart, quantities produced in United States, etc.. 2.0 Conversion of w2e 2.1 Conversion Pathways 2.1.1 Thermochemical 2.1.2 Biochemical 2.1.3 Physico-chemical 2.2 Factors affecting energy recovery 3.0 Agricultural Residue 3.1 Introduction to residue 3.2 What is it 3.3 Where is it produced 3.4 What is role in environment 3.4.1 Environmental risks 3.4.2 Health risks 3.5 Conversion of agricultural residue to energy 3.5.1 Process 3.5.2 Risks 3.5.3 Benefits 3.5.4 Future as energy source 4.0 Animal Wastes 4.1 Introduction to animal waste 4.2 What is animal waste comprised of 4.3 Where is it produced 4.4 What is its role in environment 4.4.1 Environmental risks 4.4.2 Health risks Table of Contents (Cont’d) 4.5 Conversion of animal waste to energy 4.5.1 Process 4.5.2 Risks 4.5.3 Benefits 4.5.4 Future as Energy source 5.0 Processes/Regulations/Technology 5.1 Availability of w2e facilities, costs 5.2 Technological benefits/risks 5.2.1 Other information on technology of w2e, production, transportation, environmental implications 5.3 Regulation governing w2e 6.0 Recommendations 6.1 Policy recommendations/guidelines...
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