Table of Contents The purpose of this report is to analysis how the Value Chain management of McDonald’s contribute to the success of the business and identify the environmental impacts of McDonald’s operations and the ethical issues of McDonald’s supply chain management. 1. Introduction 1.1 McDonald’s History 1.2 McDonald’s Mission 1.3 McDonalds Values 2. Value Chain 2.1Value chain of McDonald’s Restaurants 2.2 Primary Activities 2.2.1 Inbound Logistics-Low Cost 2.2.2 Operations-Fast
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production process developed in Measured by product's = Competitive Advantage task or an activity in an specific 1. Physical performance characteristics Creating value integrative manner functional area 2. Intellectual and and by which customers are 4. Reputation assets Human willing to pay Created by 3. Organizational 5. Technological CA not permanently sustainable 6. Financial Therefore must exploit current adv. while Value creating strategy Low cost and/or high Tangible vs Intangible simultaneously form
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analyzed to determine what steps are taken to resolve all barriers of customer fulfillment, and in addition a breakdown of a make or buy analysis will define Canadian Freightways approach to outsourcing. This report will also include an evaluation of the approaches CF takes to ensure effective and efficient operations and how these activities deliver customer value. Finally a few suggested recommendations will be produced to help improve the organization’s customer fulfillment and overall success.
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professionalism. The three key dimensions of the required transformation are: • Increasing responsibilities and higher value contributions. • Understanding and analyzing supply market dynamics. • Increasing support and alignment with business and functional strategies. Increasing responsibilities and higher value contributions. Customer demands on procurement and the supply chain overall are increasingly more diverse and complex. Procurement must be positioned to anticipate changes in business requirements
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more customers into the store to join up, and purchase more products. For Market Share Leadership, Howzat Home wares can use this strategy by setting price based on buyer’s perceptions of value, rather than the sellers cost. Perception of value is based on what buyers perceive to be the best price. A value based proposition can enhance profits an increase the competitive advantage of Howzat Home wares.
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as stated in the Hunger & Wheelen (2006, 106) text, "scanning and analyzing the external environment for opportunities and threats is not enough to provide an organization a competitive advantage." five-step, resource-based approach to strategy analysis: 1) Identify and classify the firm's resources in terms of strengths and weaknesses. 2) Combine the firm's strengths into specific capabilities and core competencies. 3) Appraise the profit potential of these capabilities and competencies in terms
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Situational Analysis Background to the case • In 1964 Nike Company was started. The company started importing Tiger shoes from Japan • In 1970, the demand for Nike shoes increased and the company decided to develop its own shoe manufacture. • In 1975, Nike shifted its operations from Japan to Korean and Taiwan were production costs were very low • In 1980, the company become profitable and at the same time faced a stiff competition from Reebok. The company’s market
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ensure bottom up support by developing the plans from the wider team. Origins of the Mapping Tools Mapping Tool Process Activity Mapping Supply Chain Response Matrix Production Variety Funnel Quality Filter Mapping Demand Amplification Mapping Decision Point Analysis Physical Structure Mapping Origin of Mapping Tool Industrial Engineering Time compression/ logistics Operations Management New Tool Systems Dynamics Efficient Consumer response/logistics New Tool Process Activity Mapping 2
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b. Mission…………………………………………………………………………….3 c. Current value strategies……………………………………………………………3 i. Creating Value for Its People……………………………………………...4 ii. Legal Responsibilities……………………………………………………..4 d. Market definition of the firm……………………………………………………...4 2. Part B……………………………………………………………………………………...5 a. Situational Analysis……………………………………………………………….5 b. Internal Analysis…………………………………………………………………..5 i. Resources…………………………………………………………………
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9-798-062 REV: FEBRUARY 25, 2006 PANKAJ GHEMAWAT JAN W. RIVKIN Creating Competitive Advantage Some companies generate far greater profits than others. The pharmaceutical maker ScheringPlough produced an economic profit of more than $10 billion during the period 1984-2002. That is, the accounting profit it generated exceeded its cost of equity capital by that amount. Over the same period, U.S. Steel produced an economic loss of nearly $500 million; its cost of capital exceeded its accounting
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