Marks And Spencer Plc : Distribution Problems

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Marks and Spencer Plc. (M&S) IS Distribution Problems
Marks and Spencer Plc. (M&S) is a major British multinational retailer. Located in London, the company has for a long time been specializing in selling of clothes, home products and luxurious food products (Thomson, 2013). On a weekly basis, there are more than 21 million people who are served by the entity. The principal sources of the company’s’ products have been for a long time stood at 2,000 suppliers in the entire world, which is a competitive rate when compared to other market players. In order to achieve its efficiencies in operations and information system management, the company’s’ core values have been based on the quality, value, service, innovation and trust
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Evaluating the Current Problems
Brand new challenges are currently facing Marks and Spencer (M&S) in its quest of reviving its core UK general merchandise business as Lisa Pilkington (2014) explains. The issues are elicited by numerous happenings majorly from their critical fresh distribution center. Thomson (2013) demonstrates that the organization is currently being faced with a wide range of Information Technology issues in their 900,000 square foot warehouse at the Castel Donington in Leicestershire that was being used as an ultimate fulfillment of their customers’ online orders in different regions.
Summary of the current situation facing the clients
The disruptions that were evident in Castle Donington were seen as a sufficient scale of prompting some of the major customers of the company to raise their concerns about the impacts of allowing the company stock to flow through the new center. According to MacDonald (2013), their customers had worries that this would negatively impact on the quality of goods and services that they have been enjoying previously in the company. In addition, their clients were directly affected by the lack of product integrity that interfered with the availability of high-quality products in the distribution systems of the organization. This was evident when the distribution channel would not put into consideration of the existing demands raised by the clients.
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