A Portable Supply Chain Model of Olam International

Profitability ratio Earnings Per Share Book Value per Share Profit margin on sales Return on assets Return on shareholders’ equity Return on Investment: DuPont Model (ROI) Liquidity Ratio Current ratio Quick ratio (acid test) Working Capital 2009 2008 2007

Note: we are using end-of-year balance sheet items (rather than averages) in order to have three comparison years and to recognize that the firm’s business model (from a retailer of products manufactured by others to a manufacturer/wholesaler of eco-friendly products.

Reorders are placed at the time of review (T), and the safety stock that must be reordered is:

When implementing project 1, you face technical and market risk. How would you assess the risks embedded in Project 1?

This analysis delves into the company’s operation management principles to interpret its successful strategies and offer future recommendations.

1. What actions can Peanutty’s managers take to ensure the supply of raw materials for its operations, while reducing the risk of stockouts or high production costs?

An effective supply chain is the key to creating business value, and with expansion on the horizon. Good planning and willingness to adapt to changes are key to maximizing our results. In order to do this we have come up with a plan that will make Lady Americana mattresses a household name in our target expansion markets. In the state of Oklahoma, Lady Americana has already become a brand that has a bed in almost every home. The current systems in place are effective for todays operations, below are some challenges and recommendations to improve upon this to create an effective supply chain, that will grow with you as your business does.

Our approach was to facilitate the demand with respect to the market. We penetrated the market by building factory in Fardo and building warehouses to the respective regions, Caleopeia, Sorange, Entworpe, Tyran. Another component that we had to consider was finding the optimal cost to increase market share and increase our profit margin. Discussion on the logistics will be discussed thoroughly, which affected our decision points and our overall outcome. There are a few questions we needed to answer before we built a road map to our strategy i.e. figuring out where to build the factory and warehouse, estimate the demand of the four regions and Fargo region, should we change capacity, adjust ordering point with respect to quantity, and also

Richard Dana Associates (RDA) was brought in by the owners of a family-owned business with complex relationship issues at a time preceding an anticipated leadership transition. Following individual and group coaching sessions, RDA was able to help the leadership separate personal issues, and codify practices through formal policies to allow the leadership group to focus on business issues without personal complications. At the end of RDA's engagement, the client was well-positioned to begin developing a transition plan.

This makes the company look good and they can afford to do this from good financial skills. Decisions like this make a good profit in the long run and all in all this is why it is so important to have a good management team.

IKEA’s supply chain has a global spread with growing sales and purchasing in all major regions of the world. It operates 31 distribution centers and 16 customer distribution centers which supply goods to IKEA retail-stores.1 The company also has 31 trading service offices in 26 countries and 1220 suppliers in 55 different nations.1 The widespread of its stores makes its supply chain really complex.

4. In a service supply chain, the (explicit) cost of information is higher than in a product

EXISTING PROBLEMS AND WEAKNESSES IN THE CURRENT PROCESSES AND ADDITIONAL CAPABILITIES NEEDED TO BE DEVELOPED:

The financial reports are in the business tools (such as Boston Matrix and Ratio Analysis) to evaluate the firm and to decide a course of action. Non- financial tools such as the SWOT and marketing and promotion mix were also used.

Over the last 20 years, Acosta has grown from a small, regional broker focused on local grocery stores to a national agency that covers almost any retailer that sells food to consumers. This growth has come mostly by acquisition, expanding service offerings as well as growing with current clients. Traditionally the main analytic capability of the company was to define what the opportunities were in the industry for growth and move there before competition. This analytical function has served the company well doubling revenue over the last 5 years. However, what has propelled Acosta forward will not sustain growth over the long term.