Adidas History 1

The forces of Nike’s customer-supplier relationship is based on joint efforts of improved quality, mutually beneficial partnerships, reduced costs, and increased market share for both parties. According to Nike building customer-supplier relationship is one of the most important goals because it is the analysis of the value chain which is defined as the collection of all activities involved in designing, marketing, manufacturing, delivering and supporting Nike’s products. Having strong relationship with both parties helps Nike to predict and notice any problem at might rise in the supply chain; as a result Nike will be able to develop better solutions to avoid it (Wankel, 2009). The first tier supplier of Nike is located mainly in Taiwan and South Korea, which work closely with R&D personnel in Oreon making the most expensive footwear. Strategies have shown that Nike implements include the vertical integration strategy. In general, the vertical integration strategy allows a firm to gain control over distributors, suppliers and competitors (Nike report, 2015). Nike has implemented forward integration by having its own retail locations throughout the United States, foreign countries & online stores. Every partner has a hugely significant

In the running era, the two brothers were separated and Rudolf began his own company Puma while Adi took over Adidas. The original name Adidas came up with a logo, the three stripes under that today stand out in the market. The company Adidas gradually gained the stance in the market after the logo was introduced in the global market. Adidas products were used in different sports during the Olympics and revolved around renowned athletes. At this time, the business had up to 100 employees who were engaged in the production of sport shoes for 11 different sports. Despite of the separation, the company grew and became the leading sportswear manufacturing company

It provides a conceptual framework that enables Adidas stakeholders — from its 50,000 employees on through to suppliers, customers and communities — to better and more easily understand, assess and realize the multinational footwear and sportswear company’s sustainability goals.

Adidas AG sells sports shoes, apparel, and equipment in 170 different countries. There focus lies in football, soccer, basketball, running, training gear, golf, and apparel. This is a two billion dollar industry and with Adidas being a main cog. They also specialize in lifestyle goods including SLVR and Y-3 fashion brands. They have trademarked their three-striped logo that has become a global symbol of sporting excellence. They are the #2 sporting goods manufacturer behind only NIKE. Adidas’ main market is the footwear manufacturing industry. Research and development is what gives Adidas a competitive advantage. They focus many

The competence of the Under Armour, Nike, and The Adidas Group are energetic and can be maintained continuously. All of three companies focus on the development, marketing and distribution of branded performance apparel, footwear, and accessories for men, women and youth. In one hand, they both have a large powerful brand image and benign reputation, in the other hand,

Supply management is a complex function that’s critical to business success, responsible for delivering efficient costs, high quality, fast delivery and continuous innovation throughout companies’ entire supply chains. The strategic contribution of supply management is measured not only in savings made, but also in increased shareholder value (Niezen, Weller & Deringer, 2007). Nike and Adidas are two global companies try to improve their competitive advantage through strategically managing and utilizing their supply chain. The purpose of this report is to compare and evaluate the supply chain management practices of Nike & Adidas.

The popular three stripes logo company, Adidas was first founded in 1924, in Germany. It started out as a sportswear independent company by Rudolf Dassler and Adi and was first named Dassler Shoes. Later, Rudolf left his brother and established his own company in 1948, also known as Puma. Adi then named the company Adidas (Theshoegame.com, 2016).

Navigating in chaotic businesses environment is much like trying to stir a tiny boat back to shore while caught in the centre of a hurricane. Due to many sudden forces at work that a person will need to respond to in order to make it safely back to ‘shore,’ where this change can affect a business positively. Since external and internal environment are likely to be sensitive matters and, therefore, requires immediate action. Adidas founded in August 18, 1949, Herzogenaurach, Germany. Started off as a small company, Adidas made and sold all of their shoes with their hands. And now one of the biggest sports apparel shops all over the world. Likewise, external and the internal environment has affected the shape of Adidas organisation structure, through several decades.

2. To look for the best supplier the firm has to search all the suppliers in and around the region or country and hand the result to the managers to allow them to analyze which supplier to chose. After making the choice of the supplier the production department should check on the quality every month as the safety is extremely important and if anything goes wrong it may risk the name of the firm and lose a massive amount of customers (Internal

It seems Adidas works to be transparent with the global community, they are striving towards meeting all customers’ needs, in all walks of life, while giving back to communities. They follow a corporate mission that reflects human resources, social and environmental affairs, and community affairs; thus, good corporate social responsibility

Basic and old methods of selecting suppliers had considered only the economic aspects. These methods cannot meet the necessity of today’s businesses, and therefore, social and environmental aspects have to be included in supplier selection to develop and enhance the organisation performance. One of the key problems in Supply Chain Management SCM is supplier selection (Wu and Barnes, 2011 and Huang and Keskar, 2007). This is a complicated multi-criteria decision-making problem (Chai, Liu, & Ngai, 2013). Supplier selection process can be explained as a multi- criteria decision-making problem with discordant and different goals. Also, this process consumes more time to exploit the data. In organisations, the substantial purchasing decision is selecting a reliable supplier, which helps to reduce production costs and enhance production quality and customer satisfaction. Choosing an appropriate supplier considerably reduces cost, causes to competitive advantage and increases the level of customer satisfaction (Nazeri et al. 2011). Reliable supplier selection is an essential strategic decision for the organisation to develop the top quality of production

Since Adidas Group is a very large corporation; it has to structure the organization efficiently and effectively in order to

Those brands allow Adidas to address multiple consumer needs, exploit market opportunities from various angles as well as be less affected by one-dimensional market risks.

No, it does not seem that the business lineup of Adidas showed good resource fit during 1998-2007. A majority of the overall sales resulted from Adidas, while the remaining came from Salomon and TaylorMade. When compared to multiple areas of other business units, Salomon ranked significantly lower.

Suppliers play an integral role within the overall framework of business. Suppliers, if chosen properly, can provide insight and a quality product that is difficult for competitors to duplicate within the midst of a competitive business landscape. Furthermore, suppliers can provide much needed industry insight as to the next product innovation on the verge of development. This information is quite important to a vender, as the company can properly prepare for demand of a product that may be unknown to both competitors and potential customers. In regards to involvement with the product or service development process, suppliers must always be incorporated within any business discussion regarding merchandise offerings. There are numerous methods in which to accomplish this task. On such example is provided by Macy's Inc. in its new Omni-channel service offering. Omni-channel is a means of providing service through multiple channels of communication with both the potential customer and the vender. In essence, Omni-channel is a service that allows customers to demand and purchase products through various means including phone, internet, in store support, and more. This multiple channel relationship provides a dialogue between Macy's, its venders and the potential customer. As such, vendors will know what customers are demanding through the use of Omni-channel. Furthermore, the supplier can