Formulation of Strategy for Spar Zambia
EBU 4008
Module: Supply Chain Strategy
Assignment: Strategy Development Report
Student No.: 1110434
Submitted in partial fulfillment of the requirement for the degree of MSc in Logistics and Supply Chain Management.
University of Bolton
Contents
1. Introduction 4 2. Structure of the report 4 3. Organization and supply chain background 5 4. Review of Business Strategy 5 4.1 Market Penetration 5 4.2 Strategic alliances 6 4.3 SPAR: expansion and growth. 6 4.4 System. 7 4.5 Market Research 7 4.6 Supply Chain 7 5. PESTEL ANALYSIS and SWOT analysis 8 5.1 PESTLE ANALYSIS 8 5.2 SWOT Analysis 11 5. Porters five forces 13 5.1 Barriers to entry 13 5.2 Threat of substitutes 14 5.3 Bargaining power of customers 14 5.4 Bargaining power of suppliers 14 5.5 Rivalry among the existing players 14 6. Review of SPAR’s customer requirements 15 6.1 Order qualifiers 15 6.2 Order winners 15 7. Performance review of SPAR Zambia’s competitor supply chains 16 7.1 Shoprite background and operations. 16 7.2 Shoprite weaknesses 17 7.3 Shoprite Supply Chain 17 7.4 Corporate Social Responsibility (CSR) 17 7.5 Competing for market share 17 7.6 Outsourcing 18 8. SPAR’s current supply chain 18 8.1 Location of operations 18 8.2 Capacity of operations 18 8.3 Transportation arrangements including use of 3PLs 19 8.4 Key skills, knowledge and experience of supply chain personnel 19 8.5 Main supply chain information systems used 20 8.6 Supply Chain Performance measures 20 9. Recommendations for a revised supply chain strategy 21 9.1 Location of operations 21 9.2 Capacity of operations 21 9.3 Transportation arrangements including use of 3PLs 22 9.4 Key skills, knowledge and experience of supply chain personnel 22 9.5 Main supply chain information systems use 22 9.6 Supply Chain Performance measures 22 10. Conclusion 23 11. Abbreviations 24 12. References 25
1. Introduction
Module: Supply Chain Strategy
Assignment: Strategy Development Report
Student No.: 1110434
Submitted in partial fulfillment of the requirement for the degree of MSc in Logistics and Supply Chain Management.
University of Bolton
Contents
1. Introduction 4 2. Structure of the report 4 3. Organization and supply chain background 5 4. Review of Business Strategy 5 4.1 Market Penetration 5 4.2 Strategic alliances 6 4.3 SPAR: expansion and growth. 6 4.4 System. 7 4.5 Market Research 7 4.6 Supply Chain 7 5. PESTEL ANALYSIS and SWOT analysis 8 5.1 PESTLE ANALYSIS 8 5.2 SWOT Analysis 11 5. Porters five forces 13 5.1 Barriers to entry 13 5.2 Threat of substitutes 14 5.3 Bargaining power of customers 14 5.4 Bargaining power of suppliers 14 5.5 Rivalry among the existing players 14 6. Review of SPAR’s customer requirements 15 6.1 Order qualifiers 15 6.2 Order winners 15 7. Performance review of SPAR Zambia’s competitor supply chains 16 7.1 Shoprite background and operations. 16 7.2 Shoprite weaknesses 17 7.3 Shoprite Supply Chain 17 7.4 Corporate Social Responsibility (CSR) 17 7.5 Competing for market share 17 7.6 Outsourcing 18 8. SPAR’s current supply chain 18 8.1 Location of operations 18 8.2 Capacity of operations 18 8.3 Transportation arrangements including use of 3PLs 19 8.4 Key skills, knowledge and experience of supply chain personnel 19 8.5 Main supply chain information systems used 20 8.6 Supply Chain Performance measures 20 9. Recommendations for a revised supply chain strategy 21 9.1 Location of operations 21 9.2 Capacity of operations 21 9.3 Transportation arrangements including use of 3PLs 22 9.4 Key skills, knowledge and experience of supply chain personnel 22 9.5 Main supply chain information systems use 22 9.6 Supply Chain Performance measures 22 10. Conclusion 23 11. Abbreviations 24 12. References 25
1. Introduction
References: 7) Harrison Allan and Remko van Hoek,( 2008), Logistics Management and Strategy Pearson Education, UK 8) Hannagan, Tim,( 2005),Management concepts and practices, Pearson Education, UK 9) Kenneth Lysons and Brian Farrington, (2006), Purchasing and Supply Chain Management, Pearson Education, UK 10) The Zambia Marketer issue:q306 01/0/2006 11) Graves S and Longowitz N (1993) ‘’Innovative Productivity and Returns to scale in the Pharmaceutical Industry’’ Strategic Management journal 18) Hertz and Alfredsson (2003)