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What is supply chain management....
Supply Chain Management Peper
Supply Chain Management Peper
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Happy Chips, Inc. is faced with a serious problem, with only having one mass merchandise customer called “Buy 4 Less” being unhappy with the company’s operating performance. Buy 4 Less had several problems cited including frequent stock outs, poor customer service responsiveness, and high prices for the products being supplied. Buy 4 Less came up with solutions they think seem fit to fix the problems they found with Happy Chips, Inc. and if Happy Chips, Inc. wishes to remain a supplier to their company they will have to incorporate these changes. The problem however with this scenario, is that employees of Happy Chip, Inc. are not happy with the demands Buy 4 Less has bestowed upon them which include providing direct store delivery four times a week instead of three, installing an automated order inquiry system to increase customer service responsiveness, and decreasing product prices by 5%. Even though the easiest thing for Happy Chips, Inc. to do is to agree to the changes Buy 4 Less wants them to do, Wendell Worthmann, the manager of logistics cost analysis doesn’t agree to the changes right away. The main problem with this case is that Buy 4 Less is Happy Chips, Inc. one and only mass merchandise customer that accounts for 400,000 annual unit sales and 12% of annual revenue. With the mass merchandise segment having such a high profit potential, Happy Chips, Inc. was not pleasing their number one mass merchandise customer by having poor operating performances. With the company having frequent stock outs Buy 4 Less can’t provide their customers with the products they want which results in less sales. Customer service is a huge part of any business industry and if a company has poor customer service than that company is hard to deal with and business will decrease. Happy Chips, Inc. also had high prices, high prices makes the demand for their product to go down which means once again that sales will
The deal is a bold move by P&G Chief Executive A.G. Lafley, who has led the company out of dark times over the past four years. Moving too fast on a restructuring plan implemented by former CEO Jager, the company posted several disappointing quarters and its stock lost more than half its value in 2000. The merger, would create a company with revenues of more than $60 billion that would have even greater clout against mass-market retailers like Wal-Mart Stores Inc., which have been pressuring consumer product suppliers to keep costs low. Lafley was optimistic that the company would not be forced to divest many properties as part of an antitrust review.
For sale force, we total spent $250,00 of sales office costs in two cities which is, Paris-EMEA and Shanghai-APAC that we found those two cities both have sufficient market size for our target market. The largest market size is in the Paris-EMEA which can both meet all customers need. In the Paris-EMEA, we hired total 6 people in the Paris-EMEA that 2 people for Support, 2 people for Workhorse and 2 people for Traveler. Be compared with Paris-EMEA, Shanghai-APAC doesn’t have a larger market size, but we still hire 7 people in the Shanghai-APAC, and we let 2 people for Support, 3 people for Workhouse and 2 people for Traveler.
The primary stakeholders in this case is the employees and managers who are being fired and having to firing good employees because of the change in the companies policy. The customers who are receiving poor service because of the conduct and e...
Under Title VII the employer doesn’t have to resolve conflict in the way the employee wants. According to the book, the employer can discriminate against an employee for religious reasons if it causes undue hardships (490). Also if the employer finds out an employee has a conflict between their religion and employee’s policy, the employer is required to provide accommodation. If “accommodation isn’t possible, the employer can implement the policy” (490). In Clarissa’s case, the headmaster can provide any type of accommodation if it doesn’t cause undue hardship. Once accommodations have been provided to Clarissa, if she doesn’t want to comply she can leave the job. It doesn’t matter if Clarissa doesn’t like the way the headmaster implements the accommodations, as long as the headmaster provides accommodations.
Metalcraft, an automotive part supplier has an order from a car company for rubber vent hose to be used in a new luxury sedan. To complete this order Metalcraft will need to work with a third party supplier to create the needed hoses. The company came up with a ranking system that’s meant to give information about all of the suppliers and judge them on quality, timing and delivery. This scorecard system is put in place so Metalcraft could improve product quality, and could base decisions on this information. The member of the program management team has come together to make the final decision of where they should supply from. Of the 4 managers, they had amassed 3 different suppliers that they all wanted for different reasons. Giving the contract to the wrong company could cause more defects, which could in return shift Metalcraft’s ranking down on the automotive company’s scorecards. At the same time, it’s the company’s job to source a product that conforms to the standard put forward by Metalcraft will reducing the overall cost.
In order to be able to find and assess opportunities, risks and profitability in the early stages of acquisition, we conduct extensive analysis of the scope of business operations。
Target Corporation operates Target general merchandise stores with an assortment of general merchandise and food items, as well as SuperTarget stores with a line of food and general merchandise items. Target.com offers an assortment of general merchandise, including many items found in the Company's stores and a complementary assortment, such as extended sizes and colors, sold only online. The Company operates in two segments: Retail and Credit Card. The Retail Segment includes all of its merchandising operations, including its general merchandise and food discount stores in the United States and its integrated online business ("News Bites - USA. News Bites," 2017). Also, very importantly, the corporation is the NYSE's 2nd largest
CEO has set the target profit for each division and the divisional managers are allowed to do anything to attain the target profit for their divisions. Thus, a warehouse clerk from the Cellular Telephone Technologies Division ordered $350,000 of cellular telephone parts and the purchase department has accepted the goods. Moreover, since the goods were accepted, the supplier won't accept the return of those goods. Mr. Richart the vice president in charge of the Cellular Telephone Technologies Division asked the accounting department to delay recognition of the delivery until the bill is paid in
Custom Chip, Inc case describes the situation of a company where lack of coordination and cooperation among different departments is hindering them to achieve their common or ultimate goal as a single business entity. Applications engineering, product engineering and manufacturing are all inclined towards achieving their individual objectives and timelines rather than collaborating and synergizing their efforts in order to attain a common goal of effective production with improved cost reduction. Few of the primary reasons are insufficient and unorganized company policies for coordination and cooperation, poor networking with in the organization especially on management level, lack of communication and influence among managers and VPs, insufficient human resource, and measuring a department's effectiveness solely on its performance based on individual objectives, rather than checking its effects on over all company's performance.
One of the hardest problems that I faced as a manager was the decrease in sales. In the previous years the sales were much higher. In order to identify the problem, I decided to gather all the information I needed such as financial statements, merchandise, and marketing strategies. After my research I was able to identify the problem, which was the lack of the employee’s’ product knowledge. As a result of stage one, I generated alternative solutions such as hiring new staff or training the current employees, which is considered stage 2 of Rational Decision Making. In stage 3, I evaluated both solutions and decided it was more ethical to train the current staff. Finally, the solution was implemented and the employees were trained. In time, the sales increased and the solution showed effectiveness.
Customer loyalty is another competitive advantage. Trader Joe’s doesn’t provide membership card to the customer, however customer still would like to choose Trader Joe’s just because of this
McDonald's Corporation is the largest fast-food operator in the World and was originally formed in 1955 after Ray Kroc pitched the idea of opening up several restaurants based on the original owned by Dick and Mac McDonald. McDonald's went public in 1965 and introduced its flagship product, the Big Mac, in 1968. Today, McDonald's operates more than 30,000 restaurants in over 100 countries and have one of the world's most widely known brand names. McDonald's sales hit $57 billion company-wide and over $25 billion in the United States in 2006 (S&P).
Steve jobs’ ignored the labor conditions for the employees who worked in China (Williams, 2012). According to Williams (2012), “the dark side of Apple and perhaps a reflection of Jobs’ leadership style are the labor conditions in Apple’s Foxconn manufacturing plants in China. In reaction to a spate of worker suicides where fourteen died in 2010, a report by twenty Chinese universities described Foxconn factories as labor camps and detailed widespread worker abuse and illegal overtime.”Also, Steve Jobs imposed harsh conditions on employees in order to keep Apple’s information in a safe place (Williams, 2012). According to Williams (2012), “Steve Jobs imposed harsh punishments on individuals who violated the secrecy rule by sharing information
The company is proactively playing a significant role in the socioeconomic development of the local demography. NALCO is actively engaged in rehabilitation of the land-displaced families, employment, and income generation, health care, development of infrastructure, and various humanitarian goodwill missions. These activities have earned NALCO an enviable place in the corporate world. With the setting up of NALCO foundation and a doubling of its corporate social responsibility (CSR) budget to 2% of the net profit, the company is further aiming at enhancing its activities on social responsibilities. The company's CSR initiatives and the rehabilitation package are a benchmark in the industry standard. In order to promote education among the tribal children, NALCO has sponsored more than 655 students to reputed educational institutes in Odisha bearing all their expenses, which are
It is now becoming moredifficult and challenging to keep the customers satisfied and loyal, customers preferences change quickly.