References: Aerosoles.(2014). Aerosoles: Our Story. Retrieved from http://www.aerosoles.com/store/jump/static/Our-Story/9000001 Dubin‚ C.(2009).Snapshot: Footwear. Inbound logistics. Retrieved from http://www.inboundlogistics.com/cms/article/snapshot-footwear/ Duggan‚ T. (2014). Supply Chain management vs. Customer Relationship Management. Small Business Administration. Chron. Retrieved from http://smallbusiness.chron.com/s
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flexibility"‚ International Journal of Physical Distribution & Logistics Management‚ Vol. 39 Iss: 5‚ pp.404 - 427 Deloitte Consulting’s 2013 Global Supply Chain Risk Survey Martin Christopher‚ Carlos Mena‚ Omera Khan‚ Oznur Yurt‚ "Approaches to managing global sourcing risk"‚ Emerald 16‚ (2011) Christopher‚ M.‚ Lee‚ H. (2004)‚ "Mitigating supply chain risk through improved confidence"‚ International Journal of Physical Distribution & Logistics Management‚ Vol. 34 No.5‚ pp.388-401. Duclos‚ L.K.‚ Vokurka
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Executive Summary At the beginning of 2009‚ Wal-Mart top management faces the question of whether the same strategy that it has been adopting in the past can be used to maintain the company’s remarkable performance and growth in the next decade. In the last 10 years‚ Wal-Mart has achieved strong and constant growth in sales and net income. It has maintained the leading position in the U.S. discount retail industry and has become the largest retailer in the world. With the maturity of the industry
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CH1 60. (p. 2) What are the three reasons negotiations occur? Negotiations occur for several reasons: (1) to agree on how to share or divide a limited resource‚ such as land‚ or property‚ or time; (2) to create something new that neither party could do on his or her own‚ or (3) to resolve a problem or dispute between the parties. 70. (p. 15) Describe the strategies and tactics a negotiator would employ in a distributive bargaining situation. In distributive situations negotiators are motivated
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Supply Chain Management- Paint Industry By: Purvi Mehta Abstract The purpose of this paper is to outline the importance and benefits‚ paint industry can achieve through supply chain integration. These benefits are primarily in the area of achieving superior customer service and operating with lower working capital. A three level framework for achieving the integration has been proposed which is in the form of structural integration‚ process integration and performance integration. The paper also
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SUPPLY CHAIN MANAGEMENT: IMPLICATIONS FOR SMALL AND RURAL SUPPLIERS AND MANUFACTURERS Christy Geiger Joel Honeyman Frank Dooley Upper Great Plains Transportation Institute North Dakota State University Fargo‚ ND 58105 March 1997 Disclaimer The contents of this report reflect the views of the authors‚ who are responsible for the facts and the accuracy of the information presented herein. This document is disseminated under the sponsorship of the Department of Transportation‚
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Introduction to Materials Management The efficiency of any manufacturing organisation depends on the availability of component parts and materials in the proper quantity‚ quality‚ price‚ range and time. Failure in any of these areas increases costs and decreases profit as certainly as outmoded production methods or ineffective selling techniques. This simple but obvious point has only recently come to be properly understood. This book presents the principles‚ methods and strategies that represent
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Case study questions: Burton Snowboards Q1) Analyze Burton using the competitive forces and value chain models. When examining Burton Snowboards we can see how they considered factors of the competitive forces model in an attempt to expand globally. Traditional customers At its peak burtons controlled over 40 % of the US snowboarding market and remains the market leader despite growing competition. One way Burtons has stayed market leader is by being adaptable and dynamic which is a competitive
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22 8 Logistics Strategic Decisions 22 8.1 Strategic Planning 22 8.2 Logistics Differences to Supply Chain 22 8.3 Logistics Decisions 23 8.3.1 Operational Decisions 23 8.3.2 Tactical Decisions 23 8.3.3 Strategic Decisions 23 8.4 Logistics Planning 23 8.5 Logistics Strategic Decisions 23 8.5.1 Customer Service 24 8.5.2 Logistics Network Design 24 8.5.3 Outsourcing versus Vertical Integration 24 8.6 Tools of Strategic Decision Making 24 8.7 Logistics Strategic
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in 2009. More than 400 designers work for Zara‚ creating 120‚000 new fashion designs annually with 300‚000 new stock-keeping units every year. We are going to discuss how Zara achieved its success through supply chain integration and Just-in-Time logistics management. Product Flow and Geographic Scope Unlike most apparel companies‚ Zara insists “no advise‚ no outsourcing‚ no discount.” Zara’s highly responsive vertically integrated supply chain is the company’s core competency. By eliminating
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