Supply Chain Of United States

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

The first Taiwanese 7-Eleven store was launched by PCSC in 1980. As the local franchisee, PCSC kept the store logo and the core of convenience-store concept that was well established in America. By contrast, other aspects of the store chain had been re-formatted. For the layout, 7-Eleven in Taiwan had smaller average store area of 700 m2, only a quarter of that in the US. In terms of product offerings, despite providing basic daily-use products as the US model, the Taiwanese 7-Eleven stores also served local common foods such as tea egg, luwei and biandang. Furthermore, innovative services were the distinctive traits of Taiwanese 7-Eleven. In spite of the high level of operations, PCSC also extended the concept of customer convenience to the information technology(IT). For example, 7-Eleven in Taiwan introduced e-commerce (i-Bon---reserve train or opera tickets), e-payment (i-Cash), mobile communications (phone cards and the Internet) , pickup and delivery (books and auction items). Finally, the value chain was improved well by 7-Eleven Taiwan. Except the development of

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

It also makes customers aware that the stores have the same products wherever they go. (http://corp.7-eleven.com) This is one of the good parts; every store one goes to has the same interior and exterior, and promotions. They set the register by the store entrance so they can welcome their customers that promote great customer service. 7-Eleven has always founds ways to satisfy customer needs, because the one thing that is unique about the company is it is one of the best at customer service. When a customer enters the store, they expect a fast, friendly service. In to meet customer’s expectations the employees who work at the store or corporation; 7-Eleven introduced CDC, which means Combined distribution Centers to help manage the flow of products, that are in the store. (http://corp.7-eleven.com) They have also started using DSD, which is Door Store Delivery. (http://corp.7-eleven.com)This helps distributing the delivery of the products to the store. DSD gives better information on deliveries and a better control on supply chain. Another system that is useful is POS, which stands for Point of Profit Sales. (http://corp.7-eleven.com) The franchisees and the field consultant use theses to have a better understanding on which products need improvement and the product cycle. It also helps them with the order process of the product

In the San Diego distribution center (DC) information flow example, dealers not being notified automatically of order status would be classified as

Due to the broad objectives of defending national security and interests imposed on the military, demand for the flow of material and personnel across military supply chains can be extremely variable and unpredictable. Furthermore, the differences in specific operations and functions of the military can be significant, spanning from small peacekeeping operations to major combat deployments to disaster relief. The figure in Appendix A illustrates this complexity by summarizing key military operations and deployments for the Canadian Forces from 1990-2004, and grouping them by mission type and geography (Girard, et al.).

Leadership will be at the forefront of the transition and therefore in charge of effectively communicating the expectations. “The opportunities for success are increased when we tell people what they want to know rather than what we want to say” (Pennington, 2003). Whenever a large change comes down employees have a series of questions. First, they want to know “what is the change?” Be descriptive about the new system and try to avoid being vague. If an employee asks a question about the system but leadership is unsure of the answer they will need to research it and get back to them. The second question will be “why is the change needed?” The new system is needed in order to effectively forecast usage in the least complex and efficient manner. The third question will be “how will the change impact them?” This will be a large change that will require re-training for many different employees and job series.

For example, in the first through third quarters, I was paying my employees $45,000 per year, with only expanded health coverage. After the third quarter, I realized my competitors were offering more, and that they would be recruiting the best salespeople if I didn’t change my offering. I checked my budget, and saw that I could pay my employees more and offer better health coverage, which would help me to recruit and retain the best employees with the most potential to increase sales. That in turn lead to better sales the fourth quarter.

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.

A major element of 7-11’s success is its focus on convenience. By staying open 24 hours a day and offering quick and easy pre-made food items, customers are able to make a speedy stop at the store at any point during the day. 7-11 continues to add to its selection of food items to better compete with fast food restaurants and other

Soon afterwards, UPS disbursed packages nationwide and began to increase their international services (Rodrigue, n.d.).

Seven-Eleven Japan will continue to develop our convenience store franchise business based on our fundamental philosophies of "Modernizing and revitalizing small and medium-sized retail stores" and "Coexistence and Co-prosperity". Our special business characteristics are the foundation of our efforts to build better relationships with our stores while focusing on management support for our partner franchisees, as well as with local communities surrounding them.

The ability to respond quickly to the ever-changing marketplace is paramount to the success of most businesses. The convenience-store industry is a highly competitive one and 7-Eleven’s ability to become a leader market leader appears to be based on the company’s ability to quickly respond to the rapidly changing tastes and needs of the market.

For the cons side, because the size of Japan is much smaller than the United State, compare with the number of stores, there are 13049 stores over the Japan and in United States are 6726. The smaller size of land, the greater number of stores of Japan means that the density of stores in Japan is very high, therefore customer can assess to stores more easily. On the other hand, the low density of stores in United State may cause inconvenience to customers and deliver a few product everyday may using too much cost with the longer distance of each branch. Also, it will increase transportation cost at stores because of increased delivery as Distribution Centers need to deliver the product everyday with a few amounts in order to keep the freshness of the product. Then, Seven-Eleven will lose the economics of scale advantages, as Seven-Eleven need to order the product everyday in the fewer amounts.

In future maintain 5% of stores as mini-supermarkets in her development target. 759 STORE did its best to conduct “lower margin with high turnover” policy. Through this 3 years effort on active developing direct import model, it was grateful that 759 STORE had not only built up supplies with food distributors and manufacturers of Japan and other countries, but also a smooth import operation with substantial procurement scale. To avoid any conflict on product price setting with traditional market players, the Group would take further step to increase the proportion of direct import and much fully exclude the supply of local suppliers who were difficult to have price negotiation with and did not allow 759 STORE to set product prices independently. Exploring new products in all angles and without limitation, our procurement team continued to source wide varieties of import product for Hong Kong residents’ enjoyment, where around 80% of them was food products and 20% of them was household and other products, hoping that our