Inbound logistics for the Pepsi and Coca Cola consisted of largely the same operations. Both companies purchase their own ingredients through use of future contracts (to avoid market volatility) and produce their concentrate from their own facilities. Once this is done‚ these companies send their concentrate out to bottlers upon approval of contract for bottling company. Once the bottling company receives the shipment of concentration‚ it is diluted to the correct concentration by adding the correct
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This case study explains both the philosophy behind supply-chain management and the specific practices that Li & Fung has developed to reduce costs and lead times‚ allowing its customers to buy "closer to the market." Li & Fung‚ Hong Kong ’s largest export trading company‚ has been an innovator in global supply-chain management. Li & Fung has also been a pioneer in "dispersed manufacturing." It performs the higher-value-added tasks such as design and quality control in Hong Kong‚ and outsources
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How does an organization create customer value? Marketing experts Don Peppers and Martha Rogers said: “Without customers‚ you don’t have a business.” It is such a simple‚ nevertheless‚ a scary thought. We live in a world of consumerism‚ in which the customer’s wants and desires greatly exceed their basic needs. Even though many see this concept as a threat to modern world society‚ it has created the extremely competitive marketplace for businesses. The companies are competing everyday to win over
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business administration‚ inc (2002-2007)) state that the first principle of scientific developed by Taylor was to replace rule –of-thumb work methods with methods based on a scientific study of the task. This showed that introducing scientific management which each man doing only one specialized part‚ quickly replace the old method. Second principle is to scientifically select‚ train and develop each worker rather than passively leaving them to train themselves (Internet centre of management and business
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1) Explain whether competence-based thinking is more suitable for e-business strategy formulation than the activity-based approach outlined in the value chain concept. Competence-based thinking focuses heavily on the resources and capabilities of a firm. It is thought to take a resource-based approach towards creating competitive advantage (Core competence‚ 2010). It considers how the different recourses and capabilities of a firm are used in conjunction with one another. Rather than looking
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and no company can escapes from its effects. Information technology is a critical resource for today’s businesses. Information system help simplify organizational activities and processes such as moving goods‚ stocking shelves or communicating with suppliers. In this report we have discussed the strategic use of information system for industry analysis (external environment) of Video shops‚ strategic implication of ICTs‚ identification of key activities through value chain and identify how ICTs Support
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Strategic Management: Dell Value Chain Activities Analysis INTRODUCTION According to Porter the value chain is defined as the complete flow of products from the suppliers to the customers and management of the information flow in a way that maximizes the consumer satisfaction with the increase in the profit margins of the company.(ivythesis‚2009) Dell’s value chain is one of a kind‚ they outsource all there components across the world and then assemble and sells it directly to the customers. Dell
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Innovation Value Chain of Outbound Open Innovation Yan Ailing1‚ Jiang Hong2 School of Business Administration‚ Zhejiang Gongshang University‚ Hangzhou‚ China. E-mail: alyan@foxmail.com. 2 Institute of Policy and Management‚ Chinese Academy of Science‚ Beijing‚ China. 1 Abstract Open innovation is the focus of academic attention. As one type of open innovation‚ outbound open innovation is central to the survival and growth of firms‚ and ultimately to the health of the economies of which they are
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This act of John Young‚ the Leston Corporation’s chief financial officer‚ has neglected to follow the IMA’s ethical standard which fall under two classification: competence and credibility. He effectively discovered that the major competitor for this organization is probably to file for bankruptcy‚ yet he didn’t give that essential information to the board meeting as they can examine about this matter. He failed to fulfil the obligation as the competence category should provide decision support information
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Managing the International Value Chain in the Automotive Industry Strategy‚ Structure‚ and Culture Stefan Schmid‚ Philipp Grosche Table of contents Foreword Authors Acknowledgments International value chains: Current trends and future needs‚ as exemplified by the automotive industry 1. Internationalizationofthevaluechainintheautomotiveindustry 2. Configurationandcoordinationascrucialdimensionsinshapinginternational valuechains 3. Bestpracticesandoptionsformanagingtheinternationalvaluechain
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