Internal And External Factors At Wal-Mart

Internal and External factors at Wal-Mart
Internal and External Factors of Wal–MartIn 1962, Sam Walton opened the first Wal–Mart store and
the retailing giant has been rising to success ever since. Various factors have played an integral role
in the success of Wal–Mart, but without the strong execution of the four functions of management,
Wal–Mart would have failed like many others. This paper will discuss in detail the how internal and
external factors affect the four functions of management.
GlobalizationIn 1993 Wal–Mart formed their International Division which was crucial to their
success because they needed to remain competitive with other industry giants. When Wal–Mart
entered a new country, careful planning was conducted to meet the demands of that specific country.
A ... Show more content on Helpwriting.net ...
The kiosks let shoppers create custom CDs that can hold up to 100 songs. The finished CD is then
picked up at the one–hour photo center. In pharmacy, new technology allows personnel to retrieve a
patient's prescription information at any location simply by knowing the patient's name and type of
medication. The patient does not have to know his or her prescription number, insurance information
or at what store the prescription was originally filled (Wal–Mart Technologies Enhance Visible and
Behind–Scenes Services, July 2005).
InnovationWal–Mart's continued drive towards innovation sustains its global footprint. Wal–Mart
continues to be a leader in the business world. It's evident that Wal–Mart strives continually to
introduce new and different ways to market their business and uphold competitive advantage and
introduce new ways to build relationships with employees, customers, and the humanitarian world.
Wal–Mart's resourcefulness is widely shown in their in–bound logistics. Wal–Mart's satellite
network is the largest private satellite communication system in the United States, this along with its
strategic locations for their distribution centers have given them another competitive edge. Unlike
other competitors who house less than half of their inventory in distribution centers, Wal–Mart
houses over 80 percent in their distribution center; this purpose being more sales space for the stores
and 100 percent in–stock position. To cut
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Fast Fashion Case Study Essay
1. With which of the international competitors listed in the case is it most interesting to compare
Inditex's financial results? Why? What do comparisons indicate about Inditex's relative operating
economics? Its relative capital efficiency? We think H&M's financial results are the most interesting
one to compare with Inditex's. H&M is the most important and largest competitor of Inditex and due
to their similar background, both being large international European apparel brands and offers
fashionable clothing with in season style. We have notice and quoted from Exhibit 6, their net
operating revenues, aka their sales, are more alike when compared to Gap and Benetton; and their
net incomes are also similar. The negative ROE in Gap, ... Show more content on Helpwriting.net ...
1 Comparative Operative Margin Analysis Remarks of the table: Markdown = Markdown price x
percentage of goods that needed to be marked down – Representative Competitor: 0.3 x (0.3+0.4)/2
= 0.105 = 10.5% Zara: 0.15 x (0.15+0.20)/2 = 0.02625 = 2.6% Manufacturing Costs/ Selling Price
are assumed to be half of the RSP As seen from the table, we can see that the largest differences
between Zara and other competitors are the lower markdown percentage and the lower advertising
expenses. The lower markdown percentage is mainly because of Zara's strategy on risky items due
to design mistakes, which may lead to large number of inventory. If any Zara's product was slow to
sell in one

W. Grainger Business Analysis
W.W. Grainger, Inc. is a business–to–business distributor of products used to maintain, repair, and
operate facilities across the globe. Institutions worldwide rely on Grainger for products such as
safety equipment, janitorial supplies, valves, and various electrical components, along with services
such as technical support and inventory management. These customers consist of industries
including hospitality, manufacturing, healthcare, and government. (Grainger Company Snapshot,
2015)
In 1927, William W. (Bill) Grainger started a wholesale electric motor sales and distribution
business in Chicago which provided customers a convenient and efficient way to access a consistent
supply of electric motors. A year later, the business was privately ... Show more content on
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Grainger, Inc has been very successful in its market shares and profit earnings. In 2015, with sales
of over 10 billion dollars and net income of over 700 million dollars, the company reported earnings
per share of $11.58, an increase of 1 percent from 2014. $1.7 billion in cash was also returned to
shareholders through their expanded share buyback program. Grainger also paid out $306 million in
dividends, reflecting an 8 percent increase in the quarterly dividend over the prior year; 2015 was
the 44th consecutive year of increased dividends for Grainger. (Grainger Annual Report, 2016).
Product development strategy has always been dynamic and Grainger evolves based on customer's
needs. Grainger has fulfilled customer needs of all sizes, realigning based on 3 groups. Small
customers that prefer comfort with and preference for online buying, medium customers that focus
on product categories relevant to their operations, and large customers that have complex needs and
are relationship driven. (Grainger Fact book, 2016).
SWOT Analysis
A SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of W.W. Grainger, Inc. is
provided below. The SWOT analysis evaluates the company's internal and external factors that are
favorable or unfavorable and can be used as a planning method to achieve the company's objectives.
Strengths and weaknesses are often internal and can be measured or resolved within the company.
Opportunities and threats are seldom external and requires careful

Walmart, The Largest Public Service Company
INTRODUCTION TO WALMART
Walmart Inc. is the largest retailer in the United States. It is the largest public service company in the
world. Just to give you an idea about the size of its operations, if Walmart was a country, it would
have been the 25th biggest economy in the world. As of 2016, Walmart has more than 11,200 stores
across 27 countries and by the end of 3rd quarter of 2015 had $15 Billion worth of Inventories.
Walmart was founded in the year 1962 in Bentonville, Arkansas by Mr. Sam Walton. In its maiden
year of operations, the company garnered revenues of $700,000 in sales. In the next 12 years, it
made a drastic rise to $ 5.4 million in sales and subsequently crossed $ 1Billion mark in 1980. By
the year 2002, the company's revenues equaled to 2.3% of the GDP of USA, making it the biggest
Retailer in the United States, having already overtaken K–mart in 1992 and in 2000. Walmart had a
continuous exponential rise since its inception. This year the company reported revenues of $ 478
Billion with gross profit at staggering $ 121 Billion. This graphical representation shows Walmart's
growth in the past decade.
With these kinds of numbers, having an effective and efficient supply chain management strategy
and system is imperative. The entire organization is committed to a business model of driving costs
out of supply chains to enable consumers to save money and live better.
OPERATION OVERVIEW
So the question arises, how does Walmart manage it?
Strategically,

Westminister Case study
444 Cases Summary Before SSI can determine whether the alternative distribution concept should
be initiated, it must analyze the information gathered and project the potential sales and profits.
Profits must be determined for SSI as well as for the retail customers. If retailers do not make
sufficient incremental profit, it is unlikely they will continue participating in the plan. A team has
been assigned to perform the data analysis. Andy Joslin has identified five questions he feels are
critical for the team to analyze. These questions are provided below. Questions 1. Determine the
total number of retailers in the program initially as well as after the trial period. 2. Determine what
the average retailer will sell on a daily basis as ... Show more content on Helpwriting.net ...
Westminster Today Pressure from domestic and global competitors, as well as large domestic
Westminster customers has recently forced the company to reevaluate their traditional supply chain
practices. In particular, attention has focused on the changes that customers are demanding as well
as other operational modifications in current practice that management feels are required to
effectively compete in the 21st century marketplace. Westminster just completed several months of
extensive study focusing on their customers' current and future supply chain requirements. The
findings addressed a variety of issues, but two key topics were identified: (I) customer composition
and, (2) customer service requirements. The most significant trend with regard to customer
composition over the past decade has been the growth of key customers into very large accounts.
Mass merchants now account for 35 percent of total corporate sales volume and have become the
fastest growing category of trade. All three companies sell to this category of trade. This trend is
expected to continue into the foreseeable future. The major shift in the mix of accounts is not
expected, however, to dramatically alter the historical composition of product sales. Approximately
70 percent of domestic consumer sales volume is concentrated with 10 percent of Westminster's
customers. What may affect the composition of product sales to large retail accounts, however, is the
rapid

Wal Mart Case Study
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Walmart Case Study: Half a Century of Supply Chain Management
SCM 607
Dr. John Wu
March 15, 2014
Table of Contents
INTRODUCTION 4
BACKGROUND OF THE COMPANY 4
GOALS AND OBJECTIVES 5
KEY ISSUES 6
EXTERNAL ANALYSIS 7 Economy 8 Customer Behavior 8 Technology 8 Politics & Legal
Aspects 8
INTERNAL ANALYSIS 9 Company Culture 9 Operations 9 Purchasing & Suppliers 10
Inventory 10 Logistics 10
SWOT ANALYSIS 11 Strengths 11 Procurement 11 Distribution 12 Store Network 12 Information
Systems 13 Weaknesses 14 Procurement 14 Store Network 14 Human Resources 14 Focusing on the
Supply Chain 14 Opportunities 15 Focusing on the Supply Chain 15 New Initiatives and a
Reorganization ... Show more content on Helpwriting.net ...
Much of the popularity of supply chain management has been attributed to the success of Walmart's
partnership with Procter & Gamble (P&G). During the 1980s, the two collaborated in
building one of the first Collaborative Planning, Forecasting, and Replenishment (CPFR) systems, a
software system that linked P&G to Walmart's distribution centers, taking advantage of
advances in the world's telecommunications infrastructure. When a Walmart store sold a particular
P&G item, the information flowed directly to P&G's planning and control systems. When
the inventory level of P&G's products at Walmart's distribution center got to the point where it
needed to reorder, the system automatically alerted P&G to ship more products. This
information helped P&G plan its production. Walmart was also able to track when a P&G
shipment arrived at one of its distribution warehouses, which enabled it to coordinate its own
outbound shipments to stores. Both Walmart and P&G realized savings from the better
inventory management and order processing, savings that in turn were passed on to Walmart's
consumers through its everyday low prices.
Should we move this content somewhere else or

Case Study Analysis: Erp Implementation for Nibco
Unit 6 – Case Study NIBCO's "Big Bang": An SAP Implementation Professor: Richard Yellen
Student: Vo Ngo Lan Phuong Course: Ham 23 ID: 217496 Professor: Richard Yellen Student: Vo
Ngo Lan Phuong Course: Ham 23 ID: 217496 Hanoi, 11/2012 CASE STUDY Table of Contents I.
Overview 3 II. NIBCO's implementation of ERP solution 3 III. Pros and Cons of "BIG–BANG"
approach for ERP 4 IV. ERP project implementation: lessons and recommendations 6 List of
Reference 9 Case Study – NIBCO's SAP Application Implementation I. Overview The case shows
the implementation of SAP ERP solution in NIBCO, a manufacturer of pipe and fittings, a mid–size
manufacturer with about 3,000 employees and revenue over 460 million USD. The company ...
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All the business units, most of employees will be affected by the new systems at the same time. In
fact, the other approach can be doing a pilot implementation at a factory or distribution centers, or
only implement for only a few popular units. But this way can cost more time, efforts and cannot
test the capability of the whole system. Also, with the investment in consultancy and purchasing the
leading solutions from top ERP vendors, the NIBCO aim to get the new system run for all the
business unit, and the real time running can also test the performance of the new system, also save
cost and time for implementation. Running all at the same time can also help the testing of
integration and cooperation among factories and distribution centers. The big–bang or cut over
approach requires the good skilled personnel, and also training for the new systems, working
processes and running, maintenance the new system. The productivity was reported a reduction in
the first month after the new system running, but improves gradually in the later months. The
accounting reports can be done in two or three day, rather than two to three weeks when using the
old systems. Also, with the new system, sharing and collaboration helps reduce inventory, as much
as 25%, and also increase the fulfillment ratio from 80% to 95%, service quality has improved to

My Internship At Wal Mart
My Internship at Wal–Mart
"Personal and moral integrity is one of our basic fundamental and it has to start with each other of
us" – Sam Walton Wal–Mart is the largest retail company in the world. The company was
established fifty four years ago in Rogers, Arkansas by Samuel Walton. It started as a small chain of
stores in the United States and now operates in 28 countries throughout the world. According to
Wal–Mart's website page, Wal–Mart has around of 2.3 million employees worldwide and more than
11, 500 stores under 63 different banners. This past couple of weeks, I was supporting Distribution
Center 6065, a Wal–Mart DC which is located in Harrisonville, MO. This DC is a grocery
distribution center also known as a HVDC or High velocity distribution center that supplies Wal–
Mart's and Sam Club's stores with all types of grocery product. What makes Wal–Mart stand out
from other companies is their culture. The integration of their so well–known beliefs which are:
Respect for the individual, service to our customers, strives for excellence, and act with integrity is
what differentiate this company from its competency. Working as a field Logistic Intern at a Wal–
Mart Distribution Center has been the most rewarding working experience I have had. Being able to
complete job shadow assignments daily across all functional areas in the Distribution Center helped
me to understand the whole operation of a warehouse. My immediate supervisor was Travis Brown
who is the Human

The Success of Schwinn Bicycles: An Analysis
SLP 5
Pricing
The prices to be implemented in the retail of the bicycles have to be competitive ones, affordable for
the consumers, as well as able to generate a return on investment. This virtually means that a
variable pricing strategy would be implemented, to ensure that the final retail price reflects the costs
incurred in the manufacturing and delivery of the bicycles (Mills, 2002). On occasions, the firm
would also implement promotional pricing in order to stimulate sales and attract customers.
Executive summary The bicycle industry is stimulated by an increasing emphasis on health and
environmental responsibility, revealing as such new potential for the business agents in the industry.
In order to succeed within the sector, it is necessary for the companies to develop and implement
specific and adequately targeted marketing plans.
Part I: Situation analysis Schwinn Bicycles is a long lasting and reputable manufacturer of bicycles,
which has revealed a rather tumultuous history. The company has even been on the verge of
bankruptcy, but has managed to overcome this challenge. Today, the organization is part of the
Pacific Cycle Inc., which means that its particular data are difficult to retrieve and separate from
those of the parent group. Schwinn Bicycle encounters difficulties in satisfying the continually
changing needs of customers or the advancing technologies. The demand for the Schwinn bicycles is
characterized by seasonality (higher in the

Wal-Mart Supply Chain
The US based Wal–Mart ranked first in the global Fortune 500 list in the financial year 2001–02
earning revenues of $219.81 billion. Wal–Mart is one of the largest retailing companies in the world.
The company has grown larger then than its competitors, such as Target, Sears, K–Mart, and many
more. Now, Wal–Mart operate more than 3,500 discount stores, Sam's Clubs and supercenters in the
US and more than 1,170 stores in all major countries across the world. So, one has to wonder, how
do Wal–Mart's supply chain works and how is it managed. The use of technological infrastructure
such as information technology and state–of–the art communication system is a very powerful tool
in any business today that guarantees up–to–date and hasten ... Show more content on
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It displays all information about the storage, packaging and shipping of a particular product thus,
saving time on unnecessary paperwork. It also enables the center supervisors to monitor their
employees closely enabling the company to satisfy customers' needs quickly and improve the level
of efficiency of the distribution center management operations. An important feature of Wal–Mart's
logistics infrastructure was its fast and responsive transportation system. The distribution centers
were serviced by more than 3,500 company owned trucks. These dedicated truck fleets allowed the
company to ship goods from the distribution centers to the stores within two days and replenish the
store shelves twice a week. The truck fleet was the visible link between the stores and distribution
centers. Wal–Mart believed that it needed drivers who were committed and dedicated to customer
service. The company hired only experienced drivers who had driven more than 300,000 accident–
free miles, with no major traffic violation.
Wal–Mart truck drivers generally moved the merchandise–loaded trailers from Wal–Mart
distribution centers to the retail stores serviced by each distribution center. These retail stores were
considered as customers by the distribution centers. The drivers had to report their hours of service
to a coordinator daily. The coordinator scheduled all dispatches

The Global Supply Chain Network
Executive Summary
The global supply chain network is often faces challenges in many directions. Currently the
environmental issues and the exhaustion of natural resources leads to complications and become the
prime factors which affects the cost, time and effort in global logistics and supply chain
management. An analysis of the Montreal based Cirque de soleil is done with various factors and
criteria for evaluation of the key issues. The key issues are distribution complexities, increasing
transportation cost, production inefficiency, delivery lead times and logistics partnership strategies.
The objective is to streamline the global supply chain network by redesigning the existing system
with new integrated model using CPFR (Collaborative Planning Forecasting and Replenishment).
This concept is effectively supported by the SAP System which integrates the demand management,
better sales forecasting, effective distribution and timely replenishment.
The analysis results with the identification of locations for the new distribution model and
substantiated with the rationale of site selection considering all criteria's. The implementation and
the SAP integration describe the action plans and come out with the pros and cons of the proposed
supply chain system. And finally concludes with the pros and cons of the new system. The
objectives of the key issues are resulted with the solution but the on the other side the strategic
changes in the organization structure and

7a Case Study
7a: Process Documentation Per page 20 of the PCM, FIAR noted that the process gaps, below, were
linked to CAP P2S–Q_2196. Please provide FIAR with a status of CAP P2S–Q_2196. 1. DLM
4000.25 Volume 2, Chapter 12 requires all anticipated receipts have PMR established. The DLA
Supply Centers/Military Services do not provide PMR for every shipment, and/or PMR may be
received after the materiel is receipted. 2. Shipping documentation is not always provided for
receipted materiel. 8a: Financial Reporting Objectives Reviewed the Distribution Processes work
products and noted that relevant FROs were mapped to each control documented for the assessable
unit. No further comments at this time. 9a: Test Plans and Test Results / 10a: Control Assessments

Acting As The Mack Defense Government Parts Distribution...
PCX ACTING AS THE MACK DEFENSE GOVERNMENT PARTS DISTRIBUTION CENTER
1. Introduction
Peter Drucker, an American Businessman once said, "The best way to predict the future is to create
it".
We must create the future by securing our interest in supporting the men and women in uniform by
securing best government pricing from suppliers and quoting accordingly.
Our goal is to even the battlefield and to support today's military with fair pricing and appropriate
lead times by making Pacific Component Xchange, Inc. the Mack Defense Government Parts
Distribution Center. This would enable us to rapidly close the gap on our competitors and earn much
needed market share.
2. Motivation
As our partnership continues to grow and we move forward to strengthen from a strategic point on
how best to support the war fighter, the major obstacle as a team has been acquiring "competitive
price books" from Volvo Trucks/Mack Defense' vendors. Parts Compass, though a powerful tool by
any account, simply does not list or have the government pricing that is needed on all of the parts
required to support our men and women in uniform.
We are all aware of our major competitor (Navistar) and their PDC practices which have proven to
be successful. Navistar Defense has two primary PDC/dealers that bid DLA as well as TACOM.
Navistar Defense refers to these dealers as Navistar Defense Parts Distribution Centers (NDPDC) in
name only. These dealers are not stocking distributors and only deal

E Commerce Boom 's Impact On Logistics Essay
The E–Commerce Boom's Impact on Logistics by Matt Magpantay, Marketing Associate, Evans
Distribution Systems The time of elaborate, multi–story shopping centers is rapidly coming to a
close with the rise of Ecommerce. Over the last decade, technology has inspired an online retail
boom that has benefitted some retailers, while leaving others helpless. With the younger generations
embracing smart phones and tablets, Ecommerce's role has shifted from an untested frontier to a
vital pillar for the retail industry. In fact, total global business to customer (B2C) Ecommerce sales
was expected to top $1.5 trillion in 2014, and it is anticipated to grow 88.4% to $2.3 trillion by
2017. Ecommerce in the United States is also expected to have an annual growth rate of 9.8%
between 2013 and 2018. Europe, on the other hand, is expected to grow larger with an annual
growth rate of 12% within the same time frame. In addition to those two established markets,
emerging markets will also play a key role in the future as the demand for smart phones and tablets
will grow alongside a burgeoning middle class. Furthermore, a study made by OC & C Strategy
Consulting shows that Ecommerce export values will increase annually by 30% between 2013 and
2020. The Ascension of Online Grocery Shopping In most countries, shopping for groceries is the
largest category of retail spending, but it has also been one of the most resistant to change. In the
United Kingdom, for example, online grocery

Americans With Disabilities Act Case Study
Try imagining having the desire to work but being denied this right. This is what individuals with
disabilities face each day. Disabled Americans have some of the highest unemployment rates and
their poverty rate is three times greater than that of the public (Jasper & Waldhart, 2013). Americans
with Disabilities Act (ADA) of 1990 was enacted to help prevent employment discrimination. ADA
prohibits job discrimination against disabled individuals who could perform the essential functions
of the position, as long as the company can implement reasonable accommodations for the
individual. An essential job function is defined as a duty or task related to the job that is a vital
component of the job. Reasonable accommodations refer to affordable ... Show more content on
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The primary tangible benefit was the twenty percent increase in efficiency they saw in their South
Caroline distribution center (Gomez–Mejia et al., 2012). Walgreens has also experienced many
intangible benefits that are not as easily quantifiable, such as having an outstanding company
reputation for having a strong equal employment opportunity program, reducing the risk of
discrimination type litigations, and hiring qualified applicants from a diversified pool. In addition,
Walgreen is helping to boost the self–esteem of the disabled workers. Sadly, not all companies are as
willing to hiring individuals with disabilities. One hiring barrier is the negative perceptions
companies having concerning disabled people. For instance, businesses in the hospitality industry
have what is known as 'aesthetic anxiety' towards hiring individuals with disabilities (Jasper &
Waldhart, 2013). 'Aesthetic anxiety' is the fear that customers will find their business less attractive
because they employ disabled workers (Jasper & Waldhart, 2013). Another hiring barrier unique to
disabled workers is companies fear having to make expensive modifications to accommodate
disabled workers. However, many companies often over estimate modification costs (Gomez–Mejia
et al., 2012). These barriers make it difficult for people living with a disability to be hired even there
are many benefits employers can gain from having a

Analysis of Products Page on the Microsoft Website
Microsoft Website: Products Department
A. The key processes and systems involved in the Products page of the Microsoft website include
project assessment, design, manufacturing, distribution to retailers, online retail sales (on a limited
basis), and multiple systems including the basic power hierarchy of the company, the information
sharing systems between departments to allow for in–tandem development, and customer service
systems that allow for input in the product development cycle.
B. Though there is already a great deal of saturation in the market for many of Microsoft's products,
the breadth of the company's product offerings and emerging markets still offer significant growth
potentials. Competition is high In some sectors, but Microsoft has strong market dominance in the
realm of other products and its sheer size makes it highly competitive in all industries.
C. Supply chain issues for the product development and delivery department at Microsoft are quite
extensive and complex, with materials and labor sourcing/manufacturing centers spread out on a
global basis, and with end–product distribution also taking place across a wide geographic area.
Shipping logistics as well as marketing development for specific areas are key concerns for this
department and the company as a whole.
D. The Key Result Area (KRA) for the Microsoft products department is the development of new
products, simply stated as innovation. Several key performance indicators could be selected as

Economics and Zara
Case Analysis of ZARA: Fast Fashion
Challenges
a. Limitations of Vertical Integration
Vertical integration, a distinctive feature of Zara's business model, has allowed the company to
successfully develop a strong merchandising strategy. This strategy has led Zara to create a climate
of scarcity and opportunity as well as a fast–fashion system. However, Zara's strategy creates some
weaknesses. Their vertical integration has more advantages than drawbacks but it is important to
recognize its limitations. Vertical integration often leads to the inability to acquire economies of
scale, which means Zara cannot gain the advantages of producing large quantities of goods for a
discounted rate. Higher costs are then incurred for the Inditex ... Show more content on
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The close proximity of the distribution center to the American market will allow Zara to effectively
interpret the particular American fashion.
The increased cost of product variety will increase cost due to possible changeover of production
techniques to create different apparel lines but this cost is warranted since the monetary gain is
much greater than the cost. Central distribution centers, however, will help cut some the cost of
quick, high fashion since it can help streamline some of the processes and techniques used to create
different apparel as they vary from country to country.
Implementations
To expand globally, Zara should focus on one country at a time. Our team concludes that United
States should be Zara's current focus on international expansion. United States is an open trade
market with well formed trade regulations. This provides a safer business environment as compared
to Asia countries. During the globalization process, Zara should maintain short lead time, quick
inventory turnover, leading fashion brand and low advertising cost as its competitive advantage.
Regional distribution center, vertical integration, outsourcing, eye–catching window displays are the
key elements for Zara to continue to re–invent and innovate themselves to stay fresh in the apparel
industry. Below you may find the implementation details for United States region:
Retail – In the short run, invest in prime locations in major

Walmart 's Target Strategy For Growth Essay
Walmart's Generic Strategy
Cost Leadership is Walmart's generic strategy. Walmart's focus is on maintaining low prices of
goods and services. Walmart is known for low prices, which is the main selling point of the
business. The company keeps its prices low through cost reduction in operations.
4.2 Walmart's Intensive Strategies
Market Penetration. Walmart uses market penetration as its main intensive strategy for growth.
Market penetration involves selling more goods and services to the current target market. Walmart
sells more goods and services to its current consumers by offering discounts, promotions, and
special packages.
Market Development. Walmart uses market development as its secondary intensive strategy for
growth. This intensive growth strategy involves entering new markets to sell to consumers other
than those that the company currently has.
5. Walmart Supply Chain Management
Walmart's value proposition is based on offering Everyday Low Price (EDLP). This is the core of
Walmart's Business Model and the rest of the key features of Walmart's Business Model are aligned
to keep the everyday low price.
5.1 Procurement and Distribution
Since 1987, Walmart ruled the world's largest private satellite communication network. This
network allows the instantaneous transfer of data between headquarters, distribution centers,
suppliers and stores. Moreover, Usage of vast networking system allows for management to
communicate effectively with all employees, or even better,

Food And Beverage Industry : Supply Chain Management
INTRODUCTION: –
Food and beverage industry today has become one of the most competitive industries in the world.
Recognizing that supply chain management is a core strategy and achieving world class
performance in this strategy by developing and managing supply chains that provide flexibility,
response time and delivery performance that exceed the competition is a key to survival in the food
and beverage industry. The largest production sectors of food industry are brewing, milling, baking,
confectionery, animal and vegetable oils, sugar, dairy products, fruits and vegetables, soft drinks,
fish and meat processing, ethyl alcohol distillation, sprit blending, wines, bottling of natural spring .
The figure illustrates the supply chain management in the food industry. The raw material produced
like Meat, plants, oils are sent to the initial distribution center where they are processed. They are
next sent to the food processing where they are added with preservatives and biocides. Then they are
processed to packaging like paper, cardboard, plastic, glass, metal etc. Then it is sent to the
distribution center from where it is sent to warehouses, shops, supermarkets etc. or they are sent to
restaurants, hotels. After the usage they are again disposed and then recycled.
McDonald 's Background
McDonald 's is one of only a handful of brands that command instant recognition in virtually every
country in the world. McDonald 's is the world 's largest chain of fast food restaurants,

Identification And Analysis Of Critical It Issues Facing...
This paper 's theme is the identification and analysis of critical IT issues facing business. The
content of investigation and analysis will include three key corporate IT issues, methods of problem
identification, and the rationale for selecting the issues. This overriding critical IT issue facing the
Fox Television network and cable affiliates is disaster recovery. The organization of the three topics
explored the problem, the investigation of the situation, and resulted in a solution. Many may
consider that the exploration of the television distribution systems is not related to traditional IT
components. However, many elements in the traditional television distribution facility are changing
to using IT components and the ... Show more content on Helpwriting.net ...
This overriding critical IT issue facing the Fox Television network and cable affiliates is disaster
recovery. According to Omar, Alijani, and Mason, (2011), disaster recovery is a set of processes and
procedures a sudden calamitous event bringing great damage, loss, or destruction, a sudden or great
misfortune or failure (Omar, Alijani, and Mason, 2011). In the media industry, the unfortunate event
may be the result of an earthquake affecting the primary distribution site in Los Angeles. The three
issues to explore is how to move the networks to an alternative distribution location while
minimizing effects of the transition, fixing a catastrophic event resulting in the failure of the playout
automation system, and failure of the network connecting alternative distribution center. The
rationale for selecting these three concerns is business continuity, revenue protection, and
maintaining the content's audience. The disaster recovery solutions should provide a rapid recovery
time for deployment and have a neutral to a positive return on investment when compared to the
losses resulting from the outage. Issue one The Fox network transmits over satellite communication
infrastructure, and terrestrial fiber networks 36 linear television–programing services from it Los
Angeles facility. Additionally, the facility provides about 100 Internet provided linear and non–
linear television services. These services only provide programming

Supply Chain Model Improves Relationship Management
Target's Supply Chain In today's business world, gaining and maintaining a competitive advantage is
key to longevity in business. The goal of a given business is to meet the expectations of its
customers better than competitors whilst increasing revenue. Implementing an effective supply
chain model can serve to increase efficiency whereas implementing an effective demand chain
model improves relationship management. The purpose of this paper is to demonstrate an
understanding of the supply chain and its relationship to the demand chain by analyzing the Target
Corporation's supply chain and assessing its efficiency and if it meets demand chain expectations.
Ranked at number 92 on Forbes 2015 world's most valuable brands, Target Corp was founded by
George Draper Dayton in 1962 and headquartered in Minnesota. Target grew from 977 stores in
early 2000 in 46 states to 1,790 stores, including the Super Target and City Target footprints, in 49
states in January 2015. Earlier this year, Target decided to close its 133 Canadian stores less than
two years after opening the first one in 2013. Critics believe blamed a "dysfunctional supply chain"
as Target's Achilles heel (SupplyChain247). Overview of Target's Supply Chain Target's purpose and
belief, as clearly stated on its website, is that Target's guest should "expect more, pay less". It is this
organizational philosophy that has propelled this retail giant to quick success. Target desired that
each of its guests (customers)

OPEMAN Grainger Distribution System
Analytics Exercise: Distribution Center Location
Grainger: Reengineering the China/U.S. Supply Chain
W. W. Grainger, Inc. is a leading supplier of maintenance, repair, and operating (MRO) products to
businesses and institutions in the United States, Canada, and Mexico with an expanding presence in
Japan, India, China and Panama. The company works with more than 3,000 suppliers and runs an
extensive Website (http://www.grainger.com) where Grainger offers nearly 900,000 products. The
products range from industrial adhesives used in manufacturing, to hand tools, janitorial supplies,
lighting equipment, and power tools. When something is needed by one of their 1.8 million
customers it is often needed quickly, so quick service and product ... Show more content on
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It would then be directly stocked in the Kansas City distribution center and used to replenish the
warehouses. They expect that very little would need to be shipped back to the Los Angeles
warehouse after the new system was operating for about six months.
Grainger management feels that it may be possible to make this change, but they are not sure if it
would actually save any money and whether it would be a good strategic change.
Specific Questions to Address in Your Analysis:
1. Relative to the U.S. distribution network, calculate the cost associated with running the existing
system. Assume that 40 percent of the volume arrives in Seattle and 60 percent in Los Angeles and
the port processing fee for federal processing at both locations is $5.00 per CBM. Assume that
everything is transferred to the Kansas City distribution center by rail, where it is unloaded and
quality checked. Assume that all volume is then transferred by truck to the nine existing warehouses
in the United States.
2. Consider the idea of upgrading the Los Angeles warehouse to include a distribution center
capable of processing all the volume coming into the United States. Assume that containers coming
into Seattle would be inspected by federal officials (this needs to be done at all port locations) and
then immediately shipped by rail in their

Business Exercises For The Niusdg Software Inc
Our NIUSDG Software Inc is a web based organization with gross incomes of more than $35
million dollars for every year. This organization is converging with a multinational organization of
equivalent size as consequence of combining it created ITDHE Software Inc and the organization is
in charge of building up a task plan to deliberately incorporate all frameworks including databases
and base. NIUSDG Software Inc worldwide venture operations would offer best programming items
that it can advantage to the firm. NIUSDG Software Inc presently comprises of a quarter century,
however the firm is required to increment to sixty–five workers when the merger is finished. Our
NIUSDG Software Inc workers are venture part, extend director, IT ... Show more content on
Helpwriting.net ...
This anticipate is to upgrade existing LAN of three stories to WAN that interfaces corporate home
office and another organization Inc which is to be consolidated. The new WAN will be gotten to by
deals, showcasing, bookkeeping representatives and clients can get data about the organization 's
product item and administrations through this systems administration office. The framework will
give to the organization a framework purpose of–offer invoicing, deals administration, income
reporting, commission following for deals delegates, stock administration. Expenses will be brought
down as we will give administrations on location at organization while outlining the framework. We
will have the capacity to give a fantastic framework as we can give one hundred percent of our
opportunity to this anticipate which will lessen any postponements. This report presents suggestions
that permit organization to stay effective for a considerable length of time to come. Outsourcing
Opportunities: Outsourcing alludes to pleasing or moving a section or the greater part of the
organization day by day operation and business procedure to an outer business supplier. This
organization has chosen to outsource administrations with the desire of getting a charge out of lower
rates, better quality, and that feeling of securing a key edge over rivalry.

Wal Mart Supply Chain
Wal–Mart IIIInc IiInc.
By Group 11:
Abhinav Kumar (131)
KSK Kaushik (132)
Anand Rana (144)
Saurabh Suman (152)
Vinayak (157)
Jigar Jain (164)
Wal–Mart
Executive Summary
With over US$444 billion in 2012 sales from operations in 27 countries, Wal–Mart Stores, Inc. is the
world's largest retailer. Wal–Mart is the world's third largest public corporation, according to the
Fortune Global 500 list in 2012 and world's biggest private employer with 2.2 million associates
worldwide. Wal–Mart serves customers and members more than 200 million times per week. Wal–
Mart operates under 69 different banners. Wal–Mart's supply chain, a key enabler of its growth from
its beginnings in rural Arkansas, has long considered by many to be a ... Show more content on
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In the general merchandise area, Wal–Mart's competitors included Sears and Target, with specialty
retailers including Gap and Limited. Department store competitors included Dillard, Federated and
J.C. Penney. Grocery store competitors included Kroger, Albertsons and Safeway. The major
membership–only warehouse competitor was Costco Wholesale.
The Development of Wal–Mart's Supply Chain
Before he started Wal–Mart Stores in 1962, Sam Walton owned a successful chain of stores under
the Ben Franklin Stores banner, a franchisor of variety stores in the United States. Although he was
under contract to purchase most of his merchandise requirements from Ben Franklin Stores, Walton
was able to selectively purchase merchandise in bulk from new suppliers and then transport these
goods to his stores directly. When Walton realized that a new trend, discount retailing – based on
driving high volumes of product through low–cost retail outlets – was sweeping the nation, he
decided to open up large, warehouse–style stores in order to compete. To stock his new warehouse–
style stores, initially named "Wal–Mart Discount City," Walton needed to step up his merchandise
procurement efforts. As none of the suppliers were willing to send their trucks to his stores, which
were located in rural Arkansas, self–distribution was necessary.

The initial competitive advantage for Wal–Mart was its supply chain management. As Wal–Mart
grew in the 1960s to 1980s, it benefited

Kmart’s Supply Chain Disconnect
Effective retailing technology allows companies to manage inventory by efficiently storing,
shipping, and stocking items that its customers want. Inventory management is the key to a
company's success or failure, and Kmart seems to be the poster child of poor supply chain
management. Since as far back as Joseph Antonini's leadership, Kmart has had logistics issues
(Young, 2002). Another recent CEO, Chuck Conaway, went so far as to admit that supply chain
management was "the Achilles Heel" of Kmart (Carr & Cone, 2001). This paper will examine how
investing in redundancy, having an increase velocity in sensing and responding, and by building an
adaptive supply chain community could have reduced the risk that is damaging to a supply chain. ...
Show more content on Helpwriting.net ...
Certainly all steps in the right direction, just way too late.
Invest in redundancy The one thing that Kmart did do was invest in redundancy. Unfortunately, their
supply chain has always been behind the times, as its regular out–of–stock notices on hot items
indicate, while causing an overflow of less popular products. The lack of real–time data access
resulted in higher inventory carrying costs, poor buying decisions, and increased markdowns when
products did not sell as anticipated. Financially, it has resulted in lower sales and lower profit
margins per square foot. Kmart earns $245 whereas Target earns $275 and Wal–Mart $440. Kmart's
gross margins are 2.0 to 3.0 percent whereas Target's are 5.5 to 7.0 percent and Wal–Mart's are 5.5 to
6.5 percent (Atlas Partners & Watertown Capital, 2002).
Conclusion
If Wal–Mart needed a distribution center, they would build on in Florida, they would build one in
Texas, and they would build one in California. Even without the additional warehouses, Wal–Mart
had the advantage of better information systems. They knew what was selling and what was not
selling in the stores whereas Kmart was just staying with the same–old, same–old, and did not
bother to reinvest in its infrastructure logistics and inventory control. Increasing the number of
deliveries would not have made a difference, however, because Kmart's information

The Issues, Conflicts, And The Network
Define the situation (case summary) Define the major issues, conflicts, and the network . Describe
the options (alternatives) for solving these issues. Several internal and external influences serve as
contributing factors in the reconsideration of the company's current system. Changes in customer
demands, domestic and global competition, and a unique decentralized management system is now
forcing the Westminster Company to reevaluate their traditional supply chain practices. (Bowersox
& M.B., 2014) Westminster's domestic operations consist of three separate companies that sell and
distribute products to several of the same customers. (Bowersox & M.B., 2014) At first glance
consolidation of the systems can significantly improve ... Show more content on Helpwriting.net ...
Define the effect of transportation on the situation Greater prospects are available for truckload
shipping volumes with consolidated distribution centers and assorted product shipments. This would
necessitate fewer outbound shipments, with each in larger quantities for better transportation
savings. The possible longer distances from distribution centers to customer locations might be the
only disadvantage to transportation cost.
Define what the impact on inventory and warehouse cost would be? Fixed costs are generally a
concern with warehousing. Many companies are streamlining their manufacturing and distribution
network by consolidating and centralizing their logistics operations. (Ou, 2002) Warehouse
consolidation is a key component of the logistics strategy. When the products are high in value and
when transportation costs are insignificant compared to inventory and ordering cost, consolidation
can be pursued with great enthusiasm. Also, outsourcing warehouse functions has proven to be a
good idea when the product in question has a seasonal, cyclical, or uncertain sales nature. One
recent example of manufacturing consolidation is Colgate–Palmolive establishing a new facility in
Greenwood County. "Greenwood County had a building that was a perfect fit for our needs, offers
us a talented workforce and excellent market access" said Mike Corbo, Vice President–Global
Supply Chain, for Colgate–Palmolive. (Skipper, 2013) That "perfect fit" comes thanks to

DMO Session B12
CLASS PROCEEDINGS OF DMO – SESSION 12 HELD ON 13–2–2015
Group 12 Section B
Group members:
Hafiz Mohamed (14061)
Ramya Gangolli (14115)
Vyshnavi V (14181)
Transshipment problem
Transshipment problem is a special type of transportation problem involving intermediate nodes.
These problems in which a shipment may move through intermediate nodes before reaching a
particular destination node. It can be converted to larger transportation problems and solved by a
special transportation program. It can also be solved by general purpose linear programming codes.
Transshipment models include nodes that can have shipments arrive as well as leave. In the basic
transportation model, shipments either flow out of supply nodes or flow into the demand ... Show
more content on Helpwriting.net ...
480<=pa<=600 (min and max amount of professional line transported to Anaheim)
11. 320<=pd<=400 (min and max amount of professional line transported to Dallas)
12. 160<=pt<=200 (min and max amount of professional line transported to Toledo)
13. 640<=da<=800 (min and max amount of deluxe line transported to Anaheim)
14. 800<=dd<=1000 (min and max amount of deluxe line transported to Dallas)
15. 880<=dt<=1100 (min and max amount of deluxe line transported to Toledo)
16. Wa=800 (amount of weekender line transported to Anaheim)
17. Wd=1500 (amount of line weekender transported to Dallas)
18. Wt=1000 (amount of weekender line transported to Toledo)
Ps
Pc
ds
Dl
dc wl wc
Unit
600
600
280

820
1800
2160
1140
Objective
250
250
175
175
175
200
200
constraints
LHS relation RHS
Steel
sarasota
3.2
0
3.6
0
0
0
0
2928
<=
5000
louisville
0
0
0
3.6
0
2.8
0
9000
<=
9000
carson
0
3.2
0

0
3.6
0
2.8
11592
<=
14000
Aluminium
sarasota
5
0
4
0
0
0
0
4120
<=
7000
louisville
0
0
0
4
0
4.5
0
13000
<=
13000
carson
0
5
0
0
4
0
4.5
15330
<=
18000
Wood
sarasota
5.2

0
4.8
0
0
0
0
4464
<=
10000
louisville
0
0
0
4.8
0
4.4
0
13440
<=
18000
carson
0
5.2
0
0
4.8
0
4.4
16776
<=
20000
gross profit
1467500
to From anaheim dallas toledo
Pro
sarasota
45
32
30
carson
9

40
50
Deluxe sarasota 40
28
25 louisville
34
18
10
carson
25
10
40
weekender louisville 30
15

Wireless Sensor Networks ( Wsn ) Is A Key Innovation For...
Abstract–Wireless sensor networks (WSN) is a key innovation for the wireless network technology.
It generally has a large number of sensor nodes with a power unit, a sensing unit, a processing unit,
a storage unit, and a wireless transmitter & receiver. They are more vulnerable to attack then wired
ones due to its nature and resources limitations. So as to overcome this security problems we can
different types of Key Distribution and Hierarchical WSN. This paper gives more solutions to all
problems in security issues of the Networks.
Keywords–wireless sensor network, distributed wireless sensor network, hierarchical wireless
sensor network, key distribution, key pre–distribution, pair–wise keys, group–wise key, network
keying.
I. ... Show more content on Helpwriting.net ...
(ii) Resource limitations on sensor nodes. (iii) Lack if fixed infrastructure. (iv) High risk of physical
attacks. (v) Unknown network topology prior to deployment. This is why it is tough to secure WSN.
II. TERMS, DEFINITIONS AND NOTATIONS
Terms used in this paper are as follows:
–key: symmetric key which is used to secure communication among two sensor nodes.
–pair–wise key: key which is used to unicast communication between a pair of sensor nodes.
–group–wise key: key which is used to secure multicast communication among a group of sensor
nodes .
–network–wise key: key which is used to secure broadcast messages.
III. NETWORK MODELS AND SECURITY REQUIREMENTS OF WSN
There are generally 2 types of architectures in WSNs. (i) Hierarchical and (ii) Distributed. In a
Hierarchical WSN, A base station is a gateway to another network with some other base station to a
data processing and storage center, or a human interface node point. Base point takes data from
sensors send it to processing unit and that data is sent to the human interface node point. Therefore,
base stations are used as key distribution centers as they are connected every other node in network.
Sensor nodes form a dense network in form of clusters where a cluster of sensors lying in a specific
area may provide similar or close readings of data. Not all node gets the power from power unit few
sensor nodes depend on the ad hoc communication to reach base stations.

Supply Chain Management Case Study
Supply Chain Management – Case Assignment 2 Guidelines for submission The questions in this
document should be answered for the Zara case, which can be found on pages 267 – 279 of the text
book. The questions on page 294 should NOT be answered. Please keep your answers concise and
to the point. Include the numbering of the questions. You are allowed to use bullet points. Use MS
Word, 12 point font size, standard margins for A4 paper. Start the document with your student
number and name on the first line. On the second line place a declaration: "This is my original work
and not a copy of someone else 's work". Make your answers in text form; do not use tables, figures
or logos. Also do not reproduce the assignment questions in your ... Show more content on
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Motivate your answer. b) Are other companies in the apparel industry using a push–based, pull–
based, or push–pull based supply chain system? Motivate your answer. 4. a) Give five distinct
advantages of insourcing over offshoring in the apparel industry. b) Give two distinct advantages of
offshoring over insourcing in the apparel industry. 5. a) Which mode(s) of sourcing is (are) used by
Zara? Motivate your answer. b) For each mode of sourcing that Zara uses (as indicated by your
answer to Question 5a), explain why they have chosen this mode, and also indicate when Zara uses
it and for which types of items. c) Do other companies in the apparel industry use the same mode(s)
of sourcing in a similar fashion? If not, mention the differences in the mode(s) of sourcing used by
the competitors of Zara. d) Explain how the mode(s) of sourcing used by Zara has (have) an impact
on their supply chain performance in comparison to the performance of their competitors. 6. Take a
closer look at the geographic location of Zara's main production facilities and distribution center. a)
Explain why Zara located the majority of their logistics activities in Galicia. b) What is the main
disadvantage for Zara to be located in Galicia when you consider the activities in their supply chain?
7. a) Which type of distribution strategy is used by Zara? Motivate your answer. b) How does this

Dealing With A Ski Apparel Company
This case is dealing with a ski apparel company called Sport Obermeyer. They are trying to figure
out how much and where to produce their 1993–1994 line. However they seem to be running into a
problem, they don't know how much they should produce. They don't want to produce too much and
have left overs that they have to sell at a discounted rate. They also don't want to not have enough
for the demand. Another question was where should they do most of their production. In Hong
Kong, workers were 50% faster than workers in China. Hong Kong also put their workers trained in
many different areas. It would take 40 workers in China to complete a line versus 10. On the other
hand, China's minimum wage was much lower, $.16 per hour in US dollars. While Hong Kong
minimum wage was $3.84 per hour.
The first production order that Wally will make for the 93–94 season should only have 4 items. This
is due to the fact they don't have enough data to accurately forecast demand, thus they should order
the items that have the lowest potential loss per parka. This production plan is conservative in the
sense that they will not lose a significant amount on those units that will be produced for the initial
order. However this plan does involve risk because there will be a possibility of lost sales on the
higher priced items, these items also tended to be the most uncertain in demand. After the Las Vegas
trade show Obermeyer will have much more data to forecast demand with greater

Emerging Trends : Walgreens.
Emerging Trends: Walgreens The emerging trend covered in for this week's readings involves
workers with disabilities. The title of the case is Walgreens Leads the Way in Utilizing Workers with
Disabilities (Gomez–Mejia, Balkin, & Cardy, 2012). This case gives the reader the ability to
understand the need for Equal Employment Opportunity Laws. Also, the case gives one an
opportunity to see how these laws actually help these cases. Even more, it supports the idea of how
it is very important to give those individuals with disabilities an opportunity to seek work and
maintain and healthy life style. The law that this group affects is the Americans with Disabilities Act
(ADA) signed in 1990 (Gomez–Mejia, Balkin, & Cardy, 2012). This law helps and benefits many
individuals in America. It also helps organizations to bring positive attention to their corporations, if
they choose to employ workers with disabilities. Above all, it is very important that human resource
departments across the nation pay very close attention to these laws. Not only will it be against the
law to break regulations set by such acts, but it will also be unfair not to give these individuals an
opportunity to apply for a job. This project will summarize the case and will focus on two key
learnings from it. Summary As mentioned earlier the case involves workers with disabilities
working for Walgreens. The case begins with mentioning that Walgreens is one of the nation's
largest drugstore retailer

Barilla Jitd
Executive Summary: In 1998 Giorgio Maggiali director of Logistics was planning to implement
JITD program at Barilla one of the most popular pasta brand in Italy and Europe with annual sales
of 19.94 Billion UD.
JITD distribution ideas was developed to meet and exceed the demand supply of Brailla brand fresh
and dry products by streamlining a forecast based supply management system. Barilla's total product
range comprises of 75% dry and 25 % for fresh products having 21 days and 12–18 months of shelf
lives respectively.
Barilla's has two main distribution centres CDC, northern distribution in Pedignano and Southern
Distribution in outskirts of Naples. Fresh products moved quickly through distribution centre and
only three days' ... Show more content on Helpwriting.net ...
Tools:
Utilization of sales force to provide convenience customer and end user
A prototype should be developed to test and fine tune this process
Capitalize market strength and build relationship with chain stores.
Definition: A can–do attitude is required along with convincing tangible benchmarks.
Implementation
Internal atmosphere should be change to support this initiative.
A top down approach
Protect the interest of sales force.
A lucrative program to adapt.
Monitor & Control
Float the program information along all the potential buyers with convincing tangible results. This
should not take more than a month.
An implementation of prototype would allow Barilla supply chian to fine tune their process based
on different product SKUs. Tentative time frame would be 3–6 months.
An easy adaptable system should be developed and offer to customer (distributors) to implement
within next 3

Westminster 's Case Study Analysis
Paul Perchalski SCM 531– Fall 2014 Final Exam Westminster's Case Study Executive Summary
Westminster's domestic operations comprise three separate companies that are wholly owned. Each
company manufactures and distributes its own unique product lines. Distribution centers are a
spread out across the US but not shared between the companies. Management is decentralized and
each company maintains a unique and independent product development and ownership. The
companies will have come under the light of new SCM techniques to advance and stay competitive
in the mew market. Pressure form global consumers, domestic customers and competitors have
made it difficult for Westminster to stay competitive and maintain current profit margins.
Westminster's current CEO, is aware of the situation and asked to take the company in new
directions. Westminster's own plan will take the company into stronger relationships with customers
and foster better partnerships. It will also improve timeliness and attentiveness it fills its orders. Is
short, our actions coincide with Westminster's; we seek to consolidate warehousing, thereby
reducing warehouse transfers, ship fuller truckloads, implement RFIDs and also add the use SCM
technology and KPI's to enhance their supply chain flow and implement key performance incentives
to foster better overall management of their supply chain and allow more flexibility to improve and
enhance their growing supply chain. Implementing these

Inventory Segmentation Of The Amazon Warehousing
Amazon Warehousing
In the process of developing its network to support its services, Amazon.com has built out an
infrastructure that includes 145 warehouses around the world (84 in the United States, 29 in Europe,
4 in Canada, 10 in Japan, 15 in China and seven in India) that together account for more than 40
million square feet of space. Additionally, Amazon has made significant investments in material
handling systems, including the acquisition of Kiva Systems for $775 million in 2012, which is
working now as an Amazon subsidiary designing robots, developing software and other hardware
that has been used in the distribution facilities of companies such as The Gap, Office Depot, and
Staples (Lieb, 2014).
Getting into this enormous Warehousing infrastructure, four main elements can be explained to
picture how things work in an Internet retailer; Inventory Segmentation, Order Profiling / Item
Activity, Distribution Center Inbound and Order Fulfillment.
Inventory Segmentation
Inventory segmentation represents a substantial challenge due to the hardy product selection
requirements for Internet retailers. Determining the products that must be handle in one 's own
distribution centers, versus wholesaler distribution centers and producers places has an impact on
cost service structure of Internet retailers (Chiles & Dau, 2005).
Amazon.com has built the relationship with its customer based on a particular shopping experience
that is tight to three levels in the supply chain

Bobcat Bellies Argumentative Essay
In the past summers since I've been interning here, the Bobcat Bellies has improved significantly.
Moreover, the business earned the "Go Green" award, which is given to a business that shows a
commitment to limiting waste; that's an amazing accomplishment. Likewise, I'm grateful to be hired
as an intern for assistant account manager over the past two summers. To further my positional
status within this company, I strive to be even more involved to considerably build upon the
improvement of the Bobcat Bellies. Understanding that the Bobcat Bellies want to help food trucks
everywhere transition to brick and mortar operations, I desire to help existing businesses thoroughly
enact the expansion of their businesses. Due to my hard work, involvement,

Swot Analysis Of Zara
1. Introduction Zara is a Spanish company at the forefront of fast fashion. Launched in 1975 by
Inditex and owned by Amancio Ortega, Zara now has almost 2,100 stores in 88 countries. Zara's
vertically integrated business model limits out–sourcing therefore making most of its catwalk copies
in–house and ensuring better quality control. While the usual time to complete the process is 6–9
months for Chinese clothing industries and 4 months for international brands (Zhang, 2008), Zara
completes the process in around five weeks. They buy some garments and material from Asia, often
partly finished or undyed. However, approximately half of its clothing is manufactured in–house at
its base in La Coruña in northwest Spain. Another half is ... Show more content on Helpwriting.net
...
Critical review of Zara's current global supply chain practices While fashion used to be sold in four
seasons, Zara divides it into 104 seasons with new clothes arriving in every store twice a week.
Customers are offered the latest designs in limited quantities that ensure a sort of exclusivity
(Tokatli, 2007). Through this method, Zara can react immediately with the changes in the market
and reduce the risk of producing large quantities of less popular items the customers do not want. If
a product does not sell well, there are small numbers of it in store and it will be marked down
quickly and replaced with new ones. With the fast fashion system, Zara can minimize the inventory
and lead times, which affects pricing and customer satisfaction. Zara's successful fast – fashion
business model also refers to its push–pull strategy in which the customer plays an active role.
Zara's design and production activity begins with customer demand in retail stores. The trend
information and feedback are sent back continuously to the headquarter where designers create new
designs based on the real–time data. This strategy enables Zara to get access to real demand and
leverage the responsiveness to customers. A very fast and highly responsive supply chain is needed
to make certain that deliveries are sufficiently frequent (Ferdows et al., 2004). To improve the
visibility of the supply chain, Zara carries out traceability audits in inbound side to guarantee that all
the suppliers and

The Analysis of the Cost in Logistics Distribution of...
The analysis of the cost in logistics distribution of Wal–Mart supermarket
Contents
1.The related concepts of the distribution cost..................................................................1
1.1Definition......................................................................................................................1 1.2 The
constitution of the logistics distribution cost.................................................1
2.The analysis of factors influencing logistics distribution cost........................................1 2.1 The
service level of logistics distribution...............................................................2 2.2 The rationality of
transport vehicle scheduling....................................................2 2.3 Inventory
decision.....................................................................................................2
3.The example of Wal–Mart Supermarket...........................................................................2 3.1The
development of Wal–Mart Supermarket and distribution ... Show more content on Helpwriting.net ...
Unreasonable inventory may bring about the goods out of stock, the damage to goods, return of
goods, which will not only influence the enterprises' logistics cost, but also affect the enterprise's
distribution efficiency.
3 The example of Wal–Mart Supermarket
3.1The development of Wal–Mart Supermarket and distribution condition
Wal–Mart stores co., LTD. (which from now on is referred as "Wal–Mart") was founded by a legend
of American retail industry, whose name is Sam Walton, in 1962 in Arkansas. After 50 years'
development, Wal–Mart has become one of the world's largest retail enterprises. At present, Wal–
Mart have opened more than 8500 supermarkets in 15 countries with more than 1.6 millions
employees, which are located in the United States, Mexico, Germany, Britain, China, South Korea
and so on. According to the survey, the amount of customers to Wal–Mart is nearly one hundred
million each week.(wikpeda,org)
Wal–Mart is very famous for its low price, which may be brought about by the low cost strategy by
making the logistics cost always low. Wal–Mart reduces the costs in the process of logistics
operation as far as possible, saving the costs to make the goods' prices lower to the consumers. And
this is Wal–Mart's consistent management tenet and a key component of its success. While in the
process of logistics, logistics distribution

Supplychain Management at Walmart
Summary SUPPLY CHAIN MANAGEMENT AT WAL–MART Wal–Mart was the world 's largest
retailer, with US$312.4 billion sales from operations spanning 15 countries in 2006. In the most
recent quarters the company had been unable to meet its self–imposed target of holding inventory
growth to half the level of sales growth. Wal–Mart 's new executive vice–president of logistics,
Johnnie C. Dobbs, wondered what he could do to ensure that Wal–Mart 's supply chain remained a
key competitive advantage for his firm, RETAIL INDUSTRY In United States, retailers competed at
local, regional and national levels, with major chains such as Wal–Mart and Costco competing in
foreign countries. The industry included formats such as one–store owner–operated ... Show more
content on Helpwriting.net ...
Wal–Mart 's 114 U.S. distribution centers were a mix of general merchandise, food and soft goods
(clothing) distribution centers. Product was picked up at the suppliers' warehouse by Wal–Mart 's
in–house tracking division and was then shipped to Wal–Mart 's distribution centers. Wal–Mart
worked with suppliers to standardize case sizes and labeling. The average distance from distribution
centre to stores was approximately 130 miles. On the way back from stores, trucks generated "back–
haul" revenue by transporting unsold merchandise with revenues were more than US$1 billion per
year. Retail Strategy In the 1960s, Wal–Mart grew rapidly as customers were attracted by its
assortment of low–priced products. To generate additional volume, Wal–Mart buyers worked with
suppliers on price rollback campaigns. The company also ensured that its store–level operations
were at least as efficient as its logistics operations. The stores were simply furnished and constructed
using standard materials. As Wal–Mart distribution centers had close to real–time information on
each store 's in–stock levels, the merchandise could be pushed to stores automatically. The display
of merchandise was suggested by a storewide template after analyze historical store sales and
community traits. If Wal–Mart discovers that a supplier promotes its own products at the expense of

Kerberos Essay
Kerberos and Firewalls
Kerberos
Kerberos is defined as an authentication protocol combined with a suite used in implementing the
software (Nicola & Aargau). The authentication protocol has its name derived from the three–
headed dog in the Greek mythology used for guarding the entrance to the underworld. The protocol
involves three entities; the first two are aimed at authenticating one another i.e. the resource center
and user while the third party acts as the key distribution center or the mediator between the two
keys.
Kerberos authentication protocol is based on symmetric key cryptography where the key used for
encryption and decryption is the same. The formula for the protocol is
DK (E K(M)) = M
Where D stands for decryption, K stands for the key, E stands for encryption, M stands for
encrypted text. In case the key is the same for both encryption and decryption procedures, the
decryption process leads to the same plain text as the original text before encryption.
The key distribution center comprises of two components, integrated into one server. These
components are the authentication server and the ticket–granting server. Considering three entities,
that is, the resource center, client and user Z, the request and authentication process works in the
following way. The user Z feeds in a username and password into the client machine, which is
encrypted to form a secret key. The user Z through the client then contacts the authentication server,
which in turn sends the

Internal And External Factors At Wal-Mart

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