1. Vertical integration is the merging together of two businesses that are at different phases of production. Like a clothing line manufacturer followed by a chain of clothing retail stores that carry that product. Vertical integration can be upstream or downstream and it depends on how close it is to the being delivered to the consumer. Being vertically integrated can negatively affect the levels of inventory if carrying capacity and production levels are not properly aligned, you could end up
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Table of Contents Executive Summary Page Part 1 Executive Summary 2 Issue Identification Part 2 Immediate Issue 3 Part 3 Systemic Issues 3 Environmental & Root Cause Analysis Part 4 Qualitative Analysis 4 Part 5 Quantitative Analysis 5 Alternatives and/or Options Part 6 Options 5 Recommendations Part 7 Recommendations 7 Implementation Part 8 Implementation 8 Monitor and Control Part 9 Monitor and Control 9
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An analysis of the strategic capability of the main actor: eco-innovation / sustainability dashboard Design dimensions: - Component addition: 5 because there were several appliances added to the building, e.g. 80.000 litre tank for rainwater or a biomass boiler. M&S brought some radical changes on how to be eco-friendly business and set high bar to its competitor. - Sub-system change: 5 because “the goal is to reduce negative impacts by creating more goods and services while
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linked” diversification approach. Newell is organized into three business categories: Hardware/Home Furnishings, Office Products, and Housewares. These three business categories share distribution channels, such as supermarkets (Wal-Mart) and office supply stores (Staples). The products are sold under different brands and do not generally share any technology. Prior Diversification Efforts: According to the case, immediately after a new acquisition, “Newellization” typically took place in less
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POMS Abstract Number: 011-0371 Title: Managing Global Food Supply Chain Risks: A Scenario Planning Perspective A. Deep Business School, Loughborough University Loughborough LE11 3TU, UK Email: a.deep@lboro.ac.uk || Phone: +44.1509 223176 S. Dani Business School, Loughborough University Loughborough LE11 3TU, UK Email: s.dani@lboro.ac.uk || Phone: +44.1509228830 POMS 20th Annual Conference Orlando, Florida U.S.A. May 1 to May 4, 2009 Introduction Food is a fundamental requisite for human
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concentration of production, among other factors, supply chain and transport networks are more efficient than ever before. This increasing sophistication and complexity, however, is accompanied by increasing risk. Major disruptions in the past five years—including the global financial crisis, the Yemen parcel bomb scare, flooding in Thailand, and the Japanese earthquake and tsunami—have illustrated the vulnerabilities of finely tuned, closely interconnected supply chain and transport networks. Although risks
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Key Challenges in Maintaining a Relationship between LEGO and Flextronics LEGO Group is the fifth-largest toy-maker in the world with a complicated global supply chain, while Flextronics is a large Singaporean electronics manufacturing services provider. So the first challenge between these two large companies when they corporate is to achieve an agreement and maximize the common benefits of both parties. However, Lego Group needs a flexible and market-responsive business because of the
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and supply chain partner to help plan and implement its new Fresh Channel initiative. After evaluating several vendors, none could quite provide a solution like Penske Logistics. Since the two companies had been already working together since the 1990s, Wawa expanded its relationship with Penske to include the new Fresh Channel approach. It has been a successful part of its daily operations for many years now. Penske Logistics and Wawa executives worked jointly with the Center for Supply Chain
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ECCO Case Study - Question 1 ECCO has a fully integrated vertical value chain. What are the pros and cons of that strategy? What economic and strategic factors should be analyzed to answer this question? The pros of a having a fully integrated vertical supply chain for Ecco include the following: * Improved supply chain coordination between tanning, manufacturing and distribution. This would ultimately help maintain quality and improve operational efficiencies such as logistics.
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production process and reduce the input costs. Woolworths consulted with its suppliers to find ways to reduce pricing on their products and reviewed its entire supply chain, reducing unnecessary packaging, improving their logistics and also keeping an eye on price of commodities such as wheat. By making effective changes in their value chain Woolworths is able to increase the value delivered to their
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