Westminster 's Case Study Analysis

3. Something is missing from the scenario. Based on his history, L.J. should have been taking an important medication. What is it, and why should he be taking it?

Westminster Company is a giant Global manufacturer of health products whose brand has been recognized by the world. As the company they have three different operations which produce and distribute different product lines. Their main strategy on which they are working and which is a major success for them is decentralized management. Now they are re-evaluating their traditional supply chain strategy because the company is getting too much pressure from their large domestic’s customers and global customers. Now the company has to study on

Alex Coldfield, the VP of SCM, Westminster with team of high level managers has decided to improvise their supply chain capabilities to face these issues in a prominent way. They are analysing their customer composition and customer service requirements and align it more towards cost reduction. Alex also plans to implement three strategies to align the network redesign.

QVC is a large multinational corporation operating in five countries. They offer customers a wide array of general merchandise. Their business model is based on utilizing technology to deliver quality products, fulfillment and customer service. QVC sells its merchandise on its own broadcast network, on the Internet, and through a few select self branded retail stores. QVC utilizes a decentralized order, fulfillment and distribution system that is interconnected via communication technology. QVC has a complex organizational structure This system poses several risks to QVC, largely centered on loss of the transportation system and disruptions in communication system. QVC could benefit from reducing its hubs and operating from smaller number of hubs, using a less centralized strategy. Upward supply chain integration may not be entirely possible for QVC, but upward in tradition to the greatest degree possible would help to reduce risk and improve operational efficiency by reducing transportation costs.

Answer: In our judgement, PepsiCo did not have a moral obligation to divest itself of all its Burmese assets. The reason being:

1. How might one characterize or describe the architectural paint coatings industry and Jones Blair’s trade area?

Today, it is even more important for a company to constantly identify and implement operational efficiencies to protect their margins. The development of innovative supply chain strategies and operational management enables world-leading companies like The Kraft Heinz Company (Kraft Heinz) to provide functioning solutions for the needs of the company. Conversely, consumer spending continued to receive downward pressure at checkout driven by an uncertain global economy. The Kraft Heinz Company is aimed to tackle this challenge head-on by streamlining the supply chain that supports its brands in North America. This strategy would enable the digital transformation of many business processes, integrating data flows across the company for greater efficiency and advanced analytics. In

1. Use the decision-making model (page 196) presented in the chapter to map the decisions being made in these situations. Identify how, where, and why different decisions might be made.

Imagine it's 1834 in London and the Palace of Westminster had just caught ablaze and is burned almost to the ground by a massive fire.Now imagine yourself winning a competition and being allowed to create a master peice that would stand for years to come.Architecht Sir Charles Barry and gothic architect Augustus Pugin won the competition and got the chance to design the new Palace of Westminster.The Palace of Westminter is comonly known as the House of Parliament and holds the U.K parliament, but used to be home to the royal famileys back in the medieval era.The Palace of Westminster is a true piece of architectural history and is one of the first big victorian/gothic structures in architectural history.

Supply Chain Management : The vertical integration in the supply chain led them to achieve shorter time frame of release and also helped them to

As higher demands continued to be placed on GMM’s production and distribution operations, its transportation network lacked collaboration. In effect, each operation was making individual logistics decisions, creating costly redundancies and inefficiencies throughout the supply chain. However, On-time delivery is critical in their business, and they consistently meet their customers' requirements. With cost, service and punctuality always at the forefront, consolidates shipments, manages carriers, and optimizes air, sea and ground routes. (Penske, 2010)

One last issue ACME is facing involves the integration of demand and supply. ACME business strategy has followed a traditional approach, selling product through a giant telecommunications monopoly (ATC). While the telecommunications environment has changed, they have not reacted proactively. They seem to lack the development of a supply chain capacity that matches all the newly created demand coming from mass merchant buyers and department stores.

Even though direct competition has decreased, the tendency of retailers to get their products directly from manufacturers puts the company in a position of relooking its competitive edge as a distributor. The marketplace is shifting from an individuality to supply chain performance – the ability to meet end-customers needs through product availability and responsive and on-time delivery. Supply chain performance crosses both functional lines and company boundaries. Brunswick must change their way to fill customer orders faster and more efficiently than the competition.

DIMCO may gain many advantages by implementing supply management chain. Implementing SCM can reduce problems within the company’s internal functions, external suppliers, and external distributors. Some advantages DIMCO can gain from implementing SCM are as follows; the supply chain would improve the quality of service to the end user; reduce channel cost; and create a competitive advantage. (Reid & Sanders, 2010) The implementations of SCM will strengthen DIMCO partnership with suppliers and distributors. Supply chain management can also prevent such challenges such as the bullwhip effect, caused by erratic replenishment of orders placed on different levels in the supply chain that have no apparent link to final product demand. (Reid & Sanders, 2010) An effective and efficient SCM will allow partners to share information concerning health, safety, government regulations and environmental issues. SCM will provide a common network for communications, suggestions, and feedback. This will assist DIMCO in meeting the need of customers quickly and in an efficient manner. Overall, SCM would assist in

Many complex and more diverse decisions confront supply chain managers on a regular basis: what would be more efficient to manufacture in-house or to outsource; what new channels to implement that it would benefit their customers and suppliers, or how all new technologies, platforms, and practices have to be aligned to enable real-time supply chains. Current information technology reduced outsourcing transaction costs drastically, enabled companies to an increased supervision and control over offsite work, and outsourcing services can deliver faster and more convenient, but technology alone is not the solution. If a company decides to embrace changes in business processes and business culture, those changes can support a long way toward delivering a better product for less money. Complex sphere of activities in many countries is not relevant anymore because a massive number of activities outsourced became commonplace, a new normal.