real-world problem. At approximately 8:30 A.M.‚ it arrives in the form of status reports on inventory and orders shipped. At the top of an extensive computer printout is a handwritten note from Joe Donnell‚ the purchasing manager: "Attached you will find the inventory and customer service performance data. Rest assured that the individual inventory levels are accurate because we took a complete physical inventory count at the end of last week. Unfortunately‚ we do not keep compiled records in some
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CASE A3 Atlas Tire and Rubber Company1 Executive Summary Faced with financial and competitive challenges in 200X‚ Atlas Tire and Rubber Company’s new CEO developed a strategic plan that included an initiative to build industry leading supply chain management capabilities. As the organization strives to establish a “superior supply chain” in the U.S. tire division‚ numerous internal changes have been made. Over the last three years‚ the organization has built a hierarchy of collaborative teams to
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CASE #1 WALMART‚ 2005 BYRG GRATUS MGMT 642: BUSINESS POLICY FEB. 20‚ 2014 1. What is the Wal-Mart Brand image? Walmart has the brand image of a mega-retailer‚ which: offers everyday low prices on a ‘broad’ product assortment; provides the best possible shopping experience - online‚ through mobile and in stores; and offers a one-stop‚ round-the-clock family shopping destination‚ where families can procure everything from groceries‚ to household tools‚ to electronics; delivers
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Inbound Logistics is the flow of product into a production unit or warehouse and has not traditionally been the responsibility of a single individual. Production‚ procurement and supply chain have all played a part but the end result can be unsatisfactory. The start of the supply chain is all-important. Quality of service provision inbound can be the difference between a successful sales promotions or a repackaged product being delivered late and left on the shelf. It can make or break the sales
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ARTICLE REVIEW ON SUCCESS STORIES OF IMPLEMENTING SUCCESSFUL SUPPLY CHAIN PRATICES IN ORGANIZATIONS (Individual Assignment) – Wal-Mart Founded by Sam Walton in 1962‚ Wal-Mart was ranked second in the global Fortune 500 list in 2009 (Refer Table 1). It was the largest retailing company in the world‚ which specializes in satisfying consumers’ durable goods product needs and offering consumers a choice multiple merchandise lines‚ at variable price points‚ in all product categories. TABLE
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Case 1 Integrated Logistics Overview This case finds Tom Lippert‚ sales representative for DuPont Engineering Polymers (DEP)‚ in a situation common to today’s competitive sales environment. His company‚ as a supplier to a major manufacturer (GARD)‚ is faced with changing times. GARD is in the midst of a “changing of the guard” as Mr. Lippert’s long-time contact‚ Mike O’Leary‚ retires. O’Leary’s successor‚ Richard Binish‚ brings a new set of supplier expectations to the fore of GARD’s
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1. What are some of Wal-Mart’s FSAs? To what extent are these FSAs location-bound or internationally transferable? Some of the FSAs of Wal-Mart are its ‘every day low price’ (EDLP) philosophy and its so-called ‘exceptional service’. The EDLP and the service seem to be internationally transferable FSAs‚ because they can be copied to other countries. The EDLP is based on efficient distribution systems‚ very innovative technology‚ low prices negotiated with suppliers and efficient processes with suppliers
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Our Dell Global Fulfillment and Logistics (GF&L) organization aims to develop and sustain a global transportation and logistics network that uses the most efficient and effective means for us and our transportation providers to distribute our products to our customers. Our job is to get the right product‚ to the right place‚ at the right time. Furthermore‚ our Dell Logistics teams must do this at the right cost. We continue to optimize transportation costs while improving quality and striving to
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rP os t KEL019 SUNIL CHOPRA Excel Logistics Services Background op yo “The quality of our performance has improved significantly‚ but stores continue to complain about our deliveries‚” said John Margolis‚ general manager of the Springfield Warehousing and Distribution Center (WDC) run by Excel Logistics Services. Margolis looked at the customer satisfaction survey for the fourth quarter of the previous year. “At this point‚ it is becoming increasingly difficult for us to make
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Integrated Virtual Logistics Network for Quick Responses By Diatha Krishna Sundar October 2001 Please address all correspondence to: Professor Diatha Krishna Sundar Associate Professor & Chairperson - ERP Centre Indian Institute of Management Bangalore Bannerghatta Road Bangalore 560 076 Phone : 080 - 6993276 Fax : 080-6584050 E-mail : diatha@iimb.ernet.in Electronic copy available at: http://ssrn.com/abstract=2160390 Working Paper on Integrated Virtual Logistics Network for Quick Responses
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