| Owens & Minor | Case Analysis | | | 2/1/2011 | | Executive Summary Owens & Minor is a distributor of surgical and medical supplies to hospitals and other health care facilities. Due to changing demand from customers‚ the company is facing increased operating costs‚ which has resulted in lower profit margins and even losses. In 1993‚ O&M recorded an $18 million profit‚ which was reduced to a loss of $11 million in 1995. The entire industry is experiencing similar
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the Express Parts Internet Distribution Service proposal with colleagues Skip Streber‚ A/S senior vice president for sales‚ and Arrow CEO Steve Kaufman (see Exhibit 1). Express had developed an Internet-based trading system that would enable distributors to post inventories and prices to a bulletin board giving customers large and small an opportunity to shop for prices. The opportunity to quickly gain new customers had to be traded off against potential effects on Arrow’s relationships with
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Barilla-run depots distribute dry products to small independent shops. The CDCs are responsible for distributing the dry products to two types of distributors: Grande Distribuzione‚ which is a distribution organiza-tion responsible for distributing to supermarket chains‚ and Distribuzione organizzata‚ which is composed of many other distributors. However‚ due to some problems in distribution of products‚ Vitali proposed that the company use Just-in-Time Distribution (JITD) on their system to
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of their current situation‚ several key issues were identified: * Market Research is ineffective and unimplemented * Product line ignores majority of market * Roles of key personnel are illogical and inefficient * Relations with distributors are hostile and unsustainable * Profits and growth is stagnant in an advancing industry * Communication mechanism is fragmented After evaluation of the alternative courses WICS has for consideration‚ recommendations to address and rectify
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Entered India in 1989 One of the largest multinational investors Provides direct and indirect employment 1‚50‚000people (including suppliers and distributors) BEVERAGES Pepsi‚ 7UP‚ Mirinda‚Mt. Dew and DietPepsi HYDRATINGAND NUTRITIONAL BEVERAGES Aquafina ISOTONIC SPORTS DRINKS Gatorade JUICE BASED DRINKS Tropicana100%‚ Tropicana Nectars‚Tropicana Twisters and Slice LOCAL BRANDS Lehar Evervess Soda and DukesLemonade Manufacturer Sponsored Retail Franchisee Pepsi Co licenses
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Supply Chain Management Assignment 3: Supply Chain Coordination Describe Barilla’s manufacturing and distribution operations. Manufacturing: Barilla has 25 plants‚ including large flour mills‚ pasta plants‚ and fresh bread‚ as well as plants producing specialty products. Raw materials‚ in the manufacturing process‚ were transformed to packaged pasta on fully-automated 120 meter long production lines. The plants were specialized by the type of pasta they would produce‚ with the primary distinction
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Executive Summary This case analysis is to recommend the initiation of a marketing plan for the Bond-A-Matic 2000 (BAM) in 1979. The objective of the plan will be to support the capture of 35% market share for SuperBonder by increasing the Loctite brand awareness‚ educating non-current users of the advantages of CA adhesives (SuperBond) and the advantages of dispensing equipment. The plan will utilize direct mail and media that will be reinforced by future SuperBonder advertising. Company Analysis
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What is the JITD program? Evaluate it from the perspective of Barilla and an independent distributor. What kind of products might such a program is best suited for? The pasta supply chain suffered high inventory levels at each segment of the supply chain; stock-outs at the distributor’s level and the customer’s demand variability magnified the problem. Availability of demand information at store levels is hard to get. A JITD system utilizes a vendor-controlled inventory scheme to combat a distribution
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must have an indirect channel structure paying for distributors will impact their costs. Thus‚ finding ways to lower the cost becomes the next step. When dealing with the three-tier system‚ Budweiser must make strategic supply-chain management decisions that will benefit their business. Looking to OM becomes a crucial step. Thus‚ some brewers such as Anheuser-Busch and Miller have found ways to go around the requirement of an independent distributor without actually breaking the rule. Due to their
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Harvard Business School 9-598-021 Rev. February 9‚ 1998. WESCO Distribution‚ Inc. Late in June 1997‚ Jim Piraino‚ VP marketing for WESCO Distribution‚ Inc. (see Exhibit 1)‚ was preparing for a yearly review meeting with his CEO Roy Haley. At the top of the agenda was the performance of the National Accounts (NA) program during the first half of 1997 (see Exhibit 2). Haley had ambitious plans for WESCO over the next five years. He had charted out a course that called for an annual growth rate
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