...Case Study udy Case Study How Unilever uses Logistical Expense Data to Drive Continuous Process Improvement Unilever, a global marketing leader that employs 13,000 across North America, is known for its iconic brands including Dove personal care products, Lipton, Popsicle, Skippy, Slim-Fast and Vaseline. Unilever partners with Cass to provide freight bill processing and payment services, as well as related business intelligence. www.cassinfo.com Improved Process. Real Results. Unilever Profile Look inside the average household’s cabinets, and you’ll surely find Unilever brands. Each day, around the world, more than two billion consumers use Unilever products. Unilever works to create a better future every day by helping people feel good, look good and get more out of life with brands and services that are good for them and good for others. In the United States, Canada and the Greater Caribbean (Trinidad & Tobago, Dominican Republic, Puerto Rico) the portfolio includes brand icons such as: Axe, Becel, Ben & Jerry’s, Bertolli, Blue Band, Breyers, Caress, Country Crock, Degree, Dove personal care products, Hellmann’s, Klondike, Knorr, Lipton, Omo, Popsicle, Promise, Q-Tips, Skippy, Slim-Fast, Suave, Sunsilk and Vaseline. All of the preceding brand names are registered Unilever trademarks. Unilever employs nearly 13,000 people across North America – generating nearly $10 billion in sales in 2009. Since its founding more than a century ago, Unilever...
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...Topic #3 Supply Chain Logistics at Reymer’s Corner will be overseen by the Bar and Office Managers. Inbound logistics will mostly include inbound supplies and ingredients for the bar service itself. The supplies will be ordered from restaurant supply distributors. These orders will ensure adequate levels of assorted cocktail and pint glasses are available as well as napkins, straws, coasters and other regular necessities. Alcohol and other beverage inventory will be purchased through multiple vendors, including local breweries and wineries. Other ingredients like fruit and vegetable garnishes will be ordered from local produce distributors such as The Berry Man, Inc or cash-and-carry wholesalers. The outbound shipments from Reymer’s...
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...McDonald’s Value Chain Analysis Jeovani Zamarripa, Alicia Wylie, y Jason Flores, Conor Mullarkey Mission Statement “McDonald's brand mission is to "be McDonald s be our customers' favorite place and way p to eat." Our worldwide operations have been aligned around a global strategy called the Plan to Win centering on the five basics of an t i th fi b i f exceptional customer experience – People, Products Place, People Products, Place Price and Promotion. We are committed to improving our operations and enhancing our customers' experience.” Company History McDonald s McDonald’s Bar-B-Que (1940) • World’s 1st McDonald’s • Founded by Dick and Mac McDonald • San Bernadino, CA • D i i & car hop service Drive-in h i McDonald’s (1948) •N Name F Formulates l • Menu develops • 15 Cent hamburger Company Info • Corporate Headquarters: p q – McDonald’s Corporation 2111 McDonald's Dr Oak Brook, IL 60523 • Employees: – Approximately 400,000 McDonald s employees globally McDonald’s – 1.6 million people globally are employed through McDonald’s restaurants and their franchises • Restaurants: – 32,000 world-wide, 118 countries 2009 Revenue & U.S. Stocks k (US only) • NYSE: MCD – Current Price: $64.74 – Change: $0.26 + g (As of 2/16/2010) • • • • 2009 Revenue (mil.)$22,744.701 Year Revenue Growth -3.3% 3 3% 2009 Net Income (mil.)$4,551.001 Year Net Income Growth 5.5% Y N tI G th 5 5% Leadership James Skinner Vice Chairman, CEO Left to Right: Jose...
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...Company Name: 1.0 Introduction The Council of Supply Chain Management Professionals (CSCMP) defines logistics as the process of planning, implementing, and controlling procedures for the efficient and effective transportation and storage of goods including services, and related information from the point of origin to the point of consumption for the purpose of conforming to customer requirements. This definition includes inbound, outbound, internal, and external movements. Inbound Logistics It is important for companies to have total visibility of their inbound logistics function. If the logistics management can see which inbound deliveries are arriving they can schedule the correct resources to be available at the correct times so that materials are unloaded in a timely fashion without causing a bottleneck at the receiving dock. The inbound logistics process in SAP starts when purchase orders are processed at the vendor and an advanced shipping notification (ASN) is sent back. When an ASN is received this can trigger an inbound delivery to be created in SAP. The delivery will contain information on the vendor, the items, quantities to be expected and the delivery details. The delivery monitor is used to display and process open and completed deliveries. It is a single list that is easily reviewed. It shows deliveries that are due for picking or putaway and creation of transfer orders, deliveries for which picked quantities or putaway stocks need to be confirmed...
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...Company is spending over 7 million a year between inbound and outbound shipments. Additionally they are recording losses of over $36,000 in emergency shipments. The logistics costs are too high and must be reduced to ensure both short and long term stability due to long distances traveled between locations. Analysis: * Furthest outbound shipment York PA to Savannah, GA (667 Miles) * Furthest inbound shipment Greensboro, NC to York PA (402 Miles) Outbound from Scranton, Pennsylvania: * Negotiated Previously: One-way truckload rate of $4 per mile and a 45% discount off of class rates with a regional LTL carrier. A Fuel Surcharge of 20% was negotiated for both LTL and TL Shipments. Suppliers/Inbound Freight: Richmond, Virginia * Pumps consist of a casting and a few internal components and an electric motor * Raw pump castings that are purchased from suppliers are made of iron and shipped LTL class 60 * Many of the internal components are class 85 * ACME places orders with suppliers every day, picked, packed and shipped within two days. * Main suppliers are essentially shipping to ACME on a daily basis. * ACME suppliers provide exceptional quality but the suppliers are about 25% the size of ACME * Pump Gutts, Inc – Richmond, Virginia * Average Order Size – 1900lbs Material Valued at $17,500 * FOB, Shipping Point, Prepaid. * LTL Carriers are used for the vast majority of inbound shipments from Pump Gutts. * Fly overnight UPS...
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...B2B is transactions are done with no intent on the consumer’s part to use the product or service for commercial purposes. An example of B2B can be Pepsi supplies soft drinks to KFC and Domino Pizza. On other hand, ebay merchant sell apparels to buyers can be an example of B2C. 2. Inbound and outbound logistic process is vital to businesses. Inbound logistics deals with purchasing, storing and processing all the materials from the suppliers. Depending on the type of goods produced by the business, these supplies can range from anything between raw materials or produced goods. For example, a firm which produces electronic goods such as mobile phones would require a supplier of electrical components such as LED panel which are used in its goods. A firm which supplies petroleum might require raw materials such as crude oil from another supplier. For smooth flow associated with inbound logistic, business must choose right methods of transporting these goods from the supplier, storing their goods at the most convenient location with minimised costs. Outbound logistic deals with management of inventories associated with storing, transporting, and distributing to its customers. Outbound logistics needs to take into consideration the demand of the consumers of its goods in order to determine size of inventory. If the demand of a particular good is low, the firm should control the production of goods to ensure the amount of inventory is not excessive. If the demand exceeds the supply...
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...activities within value-chain analysis are the ones that directly affect the business within short period of time and their affect is easy to monitor. They are inbound logistics, operations, operations, outbound logistics, marketing and sales, and post-sales services. Inbound logistics. Goods received from company suppliers are referred to as inbound logistics. Competitive advantage is achieved in inbound logistics stage of the business by BA through establishing on-going relationships with suppliers, sophisticated system for stock control and professional training that has been accredited by UK City and Guilds (BA Press Office, 2008) Operations. Generally, operations stage of the business involves preparing goods and services to be sold to customers. BA has a range of competitive advantages in operations part of the business through offering its customers increased security for their luggage, offering quick check-in services and also offering some services such as ticket bookings and booking of other services online. Outbound logistics involves sending ready products to customers for consumption. Also, outbound logistics mainly relate to manufacturing companies, services companies can also gain competitive advantage in delivering their services to their customers that can be considered as an element of outbound logistics.BA gain their competitive advantage in that aspect through excellent customer service and offering their services through wide range of airports around...
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...|Managing Information Technology | |Pak ‘n’ save as a company focuses on “cut-prices” and mainly competes on Cost Leadership. They have a large variety of products available in wide | |range of brands and prices. It has also been rated as the cheapest supermarkets in surveys in most parts of New Zealand including Auckland. Their | |unique marketing strategies give them an edge over the other competitors. Going forward we will give a detailed insight on the core competencies of | |the company that helps them to stay ahead from the competitors and also the areas to be improved using Michael Porter’s Five Forces Model | |Pak ‘n’ save as a company focuses on “cut-prices” and mainly competes on Cost Leadership. They have a large variety of products available in wide | |range of brands and prices. It has also been rated as the cheapest supermarkets in surveys in most parts of New Zealand including Auckland. Their | |unique marketing strategies give them an edge over the other competitors. Going forward we will give a detailed insight on the core competencies of | |the company that helps them to stay ahead from the competitors and also the areas to be improved using Michael Porter’s Five Forces Model. | |Prepared by: ...
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...represent a substantial cost for the business. The cost of transportation can sometimes determine whether a customer transaction results in a profit or a loss for the business, depending on the expense incurred in providing transportation for a customer’s order. Faster modes of transportation generally cost more than slower modes. So although shipping an order overseas by airplane is much faster than transporting by ship, it can cost as much as 20 times more. Such a cost difference might not justify the use of the faster way of transporting the goods. Supply chain managers must therefore carefully consider the cost of transporting goods when determining whether to move product and how to move product in the most economical manner. Logistics is defined as “that part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services and related information from the point of origin to the point of...
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...Segment 3.2 Economic Segment 3.3 Political or Legal Segment 3.4 Socio-cultural Segment 3.5 Technological Segment 3.6 Global Segment 3.0 Industry Environment Analysis 4.7 Threat of New Entrants 4.8 Bargaining Power of Supplier 4.9 Bargaining Power of Buyers 4.10 Threat of Substitute Products 4.11 Intensity of rivalry among Competitors 4.0 Competitive Environment 5.0 Opportunities and Threats of Nestle INTERNAL ANALYSIS 6.0 Nestlé’s Resources, Tangible and Intangible 7.0 Capabilities of Nestle 8.0 Core Competencies Analysis 9.0 Value Chain Analysis of Nestle 10.12 Primary Activities 10.13.1 Inbound Logistics 10.13.2 Operations 10.13.3 Outbound Logistics 10.13.4 Marketing and Sales 10.13.5 Services 10.13 Support Activities 10.14.6 Procurement 10.14.7 Technological Development 10.14.8 Human Resources Management 10.14.9 Firm Infrastructure 10.0 Weaknesses 11.0 SWOT Analysis 12.14 Strengths 12.15 Weaknesses 12.16 Opportunities 12.17 Threats 12.0 Current Strategy 13.0 Future Strategy 14.0 Conclusion 15.0 References Executive Summary Table of Contents Executive Summary 1 EXTERNAL ANALYSIS 1 1.0 Introduction 1 2.0 General Environment Analysis 1 2.1 Demographic Segment 1 2.2 Economic Segment 1 2.3 Political or Legal Segment 1 ...
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...Integrated Essay: Value Chain Analysis Introduction The purpose of this essay is to analyze the strength and weakness of the value chain for the Department of Veteran Affairs Supply (Value) Chain. Core Concepts The objective of this analysis of the Department of Veteran Affairs Supply (Value) Chain is to provide clear and concise identification of strengths and weaknesses (internal) opposed to opportunities and threats (external) (SWOT) critical to the viability of the value (supply) chain. Porter’s Generic Value Chain is the model for the analysis that identifies information, value-adding activities, e.g., primary activities, inbound logistics, and outbound logistics within the larger value system. The value-added to the value chain is the support services increase the efficiency of current Veterans Affairs supply chain. The data captures analytics requirements for informed decision; the results will be propagated as research. Analysis Analyzing the Department of Veteran Affairs Supply (Value) Chain one must consider core concepts, the value chain, value-generating activities and feasibility of the supply chain. The management of key VA organizations and contractors are vital to sustainability of the integrated enterprise supply (value) chain. According to Porter (1985) “Value chain is the analysis of a business as a chain of activities that transform inputs into outputs that creates value for customers. For analyzing the sources of competitive...
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... 3 Literature review................................................................................. 4-6 Background of Nippon Express........................................................ 7 Description of logistics operation...................................................... 8-11 Challenges of Nippon Express........................................................... 12-13 Recommendations............................................................................... 14 Personal Reflection.............................................................................. 15 Conclusion............................................................................................ 16 Reference.............................................................................................. 17-18 Introduction Logistics is the art and science of management, engineering and technical activities concerned with requirements, design and supplying, maintaining resources to support objectives, plans and operation. [Society of logistics engineers (SOLE) 1974] INBOUND LOGISTICS Inbound side of logistics includes procurement or purchasing inventory management activities. It is important to note that the inbound and outbound logistics systems share common activities or process, since both involve decisions related to transportation, warehousing, materials handling, inventory management and control, and packaging, as well as some other activities. With the...
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...| Core competencies: Relationship with suppliers: WalMart known for their supply chain management and this becomes possible because of their relationship with their suppliers. So it is valuable for them and rare also and supports by their logistic department. Distribution system: Distribution plays major role in WalMart’s low cost offerings. Because of their effective distribution network they can provide low cost products. So it is valuable for them and rare also and supports by their logistic department and marketing department. Low price offerings: WalMart’s main strategy is to provide low cost offerings to their customers and so it is their core competencies. Culture: WalMart’s value, thriftiness, hard work, innovation, continuous improvement makes the whole culture of organisation and because of their culture they can formulate and apply strategies. Firm Infrastructure Human Resource Management Hu HhhhhhhhHum Technology Devlopment Procurement Inbound Logistics Operations Outbound Logistics Marketing and Sales Services Support activities Primary Activities Firm Infrastructure Human Resource Management Hu HhhhhhhhHum Technology Devlopment Procurement Inbound Logistics Operations Outbound Logistics Marketing and Sales Services Support activities Primary Activities Value chain analysis Firm Infrastructure: WalMart have2485 Wal-Mart stores, 682...
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...Tesco 1 Tesco in the past. Brief comany history 1919: The first market was opened by Jack Cohen in the East End of London. 1924: The first own-brand product sold by Jack was Tesco Tea – before the company was called Tesco. The name comes from the initials of TE Stockwell, who was a partner in the firm of tea suppliers, and CO from Jack’s surname. 1929: Jack Cohen opens his first Tesco store in North London. 1960: Tesco takes over a chain of 212 stores in the North of England. 1961: Tesco Leicester enters the Guinness Book of Records as the largest store in Europe. 1994: The first Tesco Express opens. Tesco becomes the first retailer to offer customers a service commitment at the checkouts through “One in Front”. 1995: Tesco becomes the market-leading food retailer, enters Hungary and launches Clubcard. Tesco enters Poland, Slovakia and the Czech Republic in 1996, Taiwan and Thailand in 1998, Malaysia in 2002, Turkey and Japan in 2003. 2000: tesco.com is launched. 2004: Tesco enters China and launches own-brand Fair-trade range. 2005: Tesco exits the Taiwanese market in an asset swap deal with Carrefour involving stores and operations in the Czech Republic. 2 The present: Tesco plc. Founded in 1919 in London, Tesco plc is a British-based international grocery and general merchandising retail chain. With revenues of £67 billion (2011), it is the largest British retailer by both global sales and domestic market share, with...
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...then packaging then cool and storing etc Value Chain Analysis According to Lynch (2003), value chain is defined as the links between key value adding activities and their interface with the support activities. Value chain has been implied as a strategic evaluation tool used for distinguishing the strengths and weaknesses in value adding processes (Audrestsch, 1995). The value chain of Tesco has been demonstrated in the following diagram: Fig 6: Value Addition in Value Chain of Tesco Inbound Logistics The overall cost leadership strategic management of Tesco is exhibited in its lean and agile inbound logistics function. Drawing upon Abeysinghe (2010), the company uses its leading market position and economies of scope as key bargaining powers to achieve low costs from its suppliers. The analysts have also highlighted the constant upgrading of their ordering system, approved vendor lists, and in-store processes to induce effectiveness and efficiency into the company’s inbound logistics operations. Operations Management Tesco has been praised by a number of supply chain management critics for its effective use of IT systems that facilitate the company’s low cost leadership strategy. According to Tesco (2010), the company has invested over £76 million in streamlining its operations through their Tesco Digital program, which is a third generation ERP solution for the company. The company has achieved £550 million in increased profitability during 2009 alone...
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