Supply Chain Management

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STARBUCKS & IT SUPPLY CHAIN MANAGEMENT This is a case that illustrates several facets at once: Globalization & Rapid Expansion, Supply Chain Management, ERP Implementation, and IT Infrastructure. This case takes place in 1997. Introduction You have to admire the enthusiasm of Starbucks employees. Store managers have been known to stuff sacks of coffee beans into their cars and race over to help out other stores running low. Exceptional customer service, but certainly no way to run a business - especially one that 's growing as quickly as Starbucks that is trying to make inroads around the globe. "With over 2,000 stores, you can 't have 2,000 people running with coffee in their trunks," says Tim Duffy, director of supply chain systems…show more content…
TBD TBD TBD TBD TBD = To be determined Point & Counterpoint Product Function Forecasting Supply chain planning Finite Capacity Scheduling Production Activity Control Order Processing Data Warehouse for sales and operations Transportation Planning Purchasing Warehousing / Distribution SkuPlan Materials planning, deployment, Distribution planning, Manufacturing planning Schedule X GEMMS System ESS TBD TBD TBD TBD Although the project is taking longer than anticipated, Duffy hammers home the point that "we deliver something every 6 to 9 months. We have an overall vision that has been sliced into phases". Duffy implies that ERP implementations are late and often deliver less than promised. For a fast growing company, even putting a single ERP system in place in three years would have been a pretty average time," says John Bermudez, IT Supply Chain consultant. Ann Grackin, a high ranking supply chain IT consultant, somewhat agrees. She notes that most users typically take a hybrid approach, purchasing an ERP system as a vine, and then hanging specific supply chain software onto it. Companies pursuing best-of-breed projects face the migraine-inducing process of juggling new versions of each of their applications. It can be a political nightmare because certain departments may need a new version of an application, while those that don 't could resent having to go through the upgrade process, says Grackin. Duffy concedes that "the challenge is managing

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