Business Strategy

Arntzen, B. C., G. G. Brown, T. P. Harrison, L. L. Trafton. 1995. Global supply chain management at Digital Corporation. Interfaces 25(1) 69-93.

Karim AbdelMalek 260 589 508 April 6th 2016 McGill School Of Continuing Education Sourcing CTPT 201 Prof. Daniel Mejean Word count: 2470 Dell Inc. Supply-Chain Case Study I unfortunately had to do the project alone as every team I asked to join where already full with 4 members. Executive Summary Recognized as one of the leading computer

Northeastern University D’Amore-McKim School of Business SCHM2301 Supply Chain and Operations Management Section 04– Class Number XXXX Tuesdays & Fridays: 3:25-5:05pm-, 230 Dodge Hall Spring 2015 Instructor: Bob Murray Office: 325 Hayden Hall Email: r.murray@neu.edu Phone: 617-877-8432 Office Hours: Tuesday 10AM-12PM or by Appointment Text: A Customized Textbook, Supply Chain Management SCHM2301, ISBN9781308037400 Copies are on reserve in the library

The corporation is seeking data to determine the optimal course of action for distribution, referred to hereafter as the supply chain. This analyst has researched several supply-chain strategies. These strategies will be presented in this report. The analyst will also provide a concerted

I will recommend the BOD to approach the Dell model with a prudent attitude, neither too aggressive nor too timid. Emulating the virtual integration should focus on developing the strategic partnerships with technologically advanced suppliers and eliminating the correlation with smaller ones. Ford would make sure that key suppliers have access to forecasting data from customers' purchasing trends and production information to enable a faster order-to-delivery cycle. The difference in the distribution model between Dell and Ford lies in the middle link of using retail shops. Since Ford cannot skip retail as a focal distribution point, it should work on establishing a network of retail shops that it owned. Ford make sure shops are not affecting

6) Explain the network of distribution centers for the company and how well it reaches the customer keeping in mind the time constraints?

Supply Chain Network Supply chain networks are important because they help company’s remain consistent with the consumer buying pattern changes. Companies often seek new channels to market their product. The company utilizes analytics to identify different ways to present their product to the consumers and how the supply chain would need to operate for each case. They determine the optimal strategy to determine the overall strategy based upon the product being produced. For example, the supply chain for a tablet will differ from that of a candy bar. The delivery of the tablet is produced on a time sensitive basis because of the ever changing demands of the high tech consumer market. The supply chain network design allows for organizations

Article Review- What is the right supply chain for your product? by Marshall L. Fisher What is the right supply chain for your product ? is the question asked by Marshall L. Fisher in his article titled, “What is the Right Supply Chain for Your Product ?” published in March-April 1997 issue of the Harvard Business Review. Author raises the question stating the fact that new ideas and technology implemented haven’t lead to improved performance. Performance has not become better but rather in at least some cases, has worsened due to costs rocketing to unprecedented levels.

Wheelen / Hunger, 2010, p 224 Institut für Strategisches Management Kathryn E. Wheelen solely owns all of (Dr.) Thomas L. Wheelen’s copyright materials. Kathryn E. Wheelen requires written reprint permission for each book that this material is to be printed in Thomas L. Wheelen and J. David Hunger, Copyright © 1991 – first year “Stategic Factor Analysis Summary” (SFAS) Institut für Strategisches Management appeared in this text (4th ed). Reprinted by permission of the copyright holders.

Starbucks Coffee Distribution Preethi Kasireddy [Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] Network Preethi Kasireddy Esmeralda Ayala Ari Eryorulmaz Billy Jung [Company Address] Table of Contents Abstract…………………………………………………………………………………………....2 Background and Problem Definition……………………………………………………...2 Current Situation………………………………………………………………………………..2-5 Demand………………………………………………………………………………....2-3 Supply Side Concerns…………………………………………………………………..3-4 Prices……………………………………………………………………………………4-5 Distribution Network………………………………………………………………………...…5-7 Phase 1: From Suppliers

------------------------------------------------- Executive Summary As director of Supply Chain Systems, Teri Takai recommends implementing virtual integration strategies from companies like Dell to portions of Ford’s supply chain strategy. Although there are several key differences between the companies, the restructuring plans of Ford 2000 have set a viable foundation to implement Dell’s virtual integration strategy in inventory management, customer service and support and suppliers’ management. The redesign of the process must include design not only of the supply chain but also of fulfillment, forecasting, purchasing, and a variety of other functions that historically been considered independently within the Ford hierarchy. Teri

Extracted from the article “Differences between forward and reverse logistics in a retail environment”, Ronald S. Tibben-Lembke and Dale S. Rogers Supply Chain Management: An International Journal, Volume 7, Number 5, 2002, pp. 271 – 282; Focus of the paper: Logistics of collecting product returned by consumers, primarily in a retail context. Definitions: Logistics:

4 Supply Chain Strategies 1 Strategic focus A supply chain is a net work of firms. Thus, each firm in the chain should build its own supply chains to support the competitive priorities of its services or products. Two distinct designs used to competitive advantage are efficient supply chains and responsive supply chains. Efficient supply chains work best in environments where demand is highly predictable. The focus of the supply chain is on efficient flows of services and materials keeping inventories to a minimum. The firm’s competitive priorities are low-cost operations, consistent quality, and on-time delivery. Responsive supply chains designed to react quickly in order to hedge against uncertainties in demand. Work best when firms offer a great variety of services or products and demand predictability is low. Typical competitive priorities are development speed, fast delivery times, customization, variety, volume flexibility, and top quality. Tables below show the environments and design features that best suit each design.

KEY WORDS: Enterprise Resource Planning; Supply Chain Management Introduction It has been two decades since the internal operations are consistently streamlined, manufacturing support up, quality of the products are generally enhanced, the expenses of assembling are consistently decreased yet now the organizations are presently concentrating on the reducing of logistics by mean of putting right supply chain methodologies for the excellence of organizations (Mangaladurai & Nemati, 2013). According Mangaladurai and Nemati European companies are spending between 5% to the highest ratio of 15% of the total budget of the company. In the United States, companies have used more than $ 670 billion on the supply chain related activities during the year 1993 which was the 10.5% of the aggregate GDP.

CRH Plc.: Comprehensive strategic analysis of CRH Plc and recommended strategy 1.1 Introduction This assignment 1.2 Choose the Model for CRH Strategy literature offers many techniques and models suited for systematic strategic analysis. The SWOT analysis, the PESTEL analysis, the Five Forces analysis framework are the prime examples of techniques that can be adopted for strategic analysis. This assignment will use PESTEL and Five forces model to analysis the environment of CRH plc.