The document discusses disruptive trends in the consumer retail industry and the need for supply chain integration. It outlines four major trends driving changes: commodity scarcity, global competition, post-recession consciousness, and changing demographics. To address these challenges, the document argues that manufacturers and retailers must move beyond local optimization to integrated value chain collaboration. Two models for integration are proposed: an open broker model and a vertical alliance model. The document concludes by providing guidance on assessing opportunities and developing a roadmap for integration.
Beating the Burden of Brick & Mortar for Omnichannel Fulfillment SuccessMichael Hu
Fulfillment is both more complex and mission critical in a multichannel retail setting. Brick & mortar retailers must overcome their “burden” of traditional store channel focus to achieve multi-channel fulfillment excellence
Global Trends Shaping Future Omnichannel Supply ChainMichael Hu
Omnichannel retail sales have consistently doubled every 4-5 years since 2001 and is expected to become a $1.8 trillion dollar market by 2016 and then quickly grow to $7 trillion by 2025. Part of the growth is driven by consumers take their shopping online and mobile. However this is just one side of the equation. The other enabler is the continued increase in supply chain innovation as retailers seek to make more products available with faster and more flexible delivery options at lower cost. Going forward, we see six global trends that will shape future winning omnichannel supply chains
What is Last Mile Delivery Part 2: Adapting to Retail and e-Commerce Order Fu...Angela Carver
The increasing popularity of omni-channel retailing has created many challenges for transportation and logistics providers servicing retailers. This has forced transportation operations to think outside of the box and make significant changes to their service offering portfolios. Omni-channel retailing has made fulfilling customer orders efficiently and cost effectively much more complex with a variety of new distribution strategies.
E-commerce orders grew 47% between 2009 and 2014 in comparison to only 6% at brick and mortar store locations. E-commerce sales are expected to reach $2.3 trillion by 2017. This shift in retail channel utilization has increased the order fulfillment needs and associated labor costs. Retailers are evaluating existing distribution networks to verify they can handle the added volume and are seeking out additional delivery solutions as a supplement. In many cases, these additions are in the form of local and regional distribution centers.
Rising shipping costs have also been a significant challenge for last mile delivery as they account for approximately 28% of total transportation costs. Shippers have many options for counteracting rising shipping costs including: intermodal freight utilization to link logistics clusters, shipment consolidation with crossdocking, primary delivery channel elimination and click-to-collect/ parcel locker centers to consolidate parcel drop-offs.
Governmental regulations have also created problems related to last mile logistics, both in the US and abroad. Regulations such as vehicle size and weight limitations, parking policies and noise restrictions. To avoid these issues some transportation operations are investing in smaller delivery vehicles for use in local regional delivery operations. These vehicles are typically more compliant with imposed noise and size restrictions. In areas where even these smaller vehicles are not an option some logistics providers have started to offer bike delivery and contracted one-time delivery services through businesses such as Uber.
Demand for up-to-date order information has also become an issue for many omni-channel retailers. Customers now want to know when their order has been accepted, processed, shipped and delivered. In order to provide this level of detail omni-channel supply chains are implementing inventory management software such as WMS with customer relationship management capabilities to provide real-time information to customers.
In order to provide a positive final impression on consumers retailers must focus on last mile logistics. Focusing on these potential solutions can help retailers to improve the effectiveness, efficiency and cost of last mile delivery operations. Learn more from Datex experts now at marketing@datexcorp.com or www.datexcorp.com .
In the era of the "Experience Economy" , Supply chains are taking advantage of the fourth industrial revolution, where IoT and behavioral analytics are transforming the ways in which brands are rethinking their omni-channel strategy. As offline and online channels are synchronized to provide customers with a "seamless experience" , organisations are reinventing their logistics to meet the demands of the new age supply chain.
In few years only, Supply Chain Management became one of the trendiest topic for organizations facing globalized markets. But in parallel it also remained one of the foggiest topic for managers at every level.
To develop Managers' level of understanding, let's review the main tendencies forging Supply Chains in 2017.
Beating the Burden of Brick & Mortar for Omnichannel Fulfillment SuccessMichael Hu
Fulfillment is both more complex and mission critical in a multichannel retail setting. Brick & mortar retailers must overcome their “burden” of traditional store channel focus to achieve multi-channel fulfillment excellence
Global Trends Shaping Future Omnichannel Supply ChainMichael Hu
Omnichannel retail sales have consistently doubled every 4-5 years since 2001 and is expected to become a $1.8 trillion dollar market by 2016 and then quickly grow to $7 trillion by 2025. Part of the growth is driven by consumers take their shopping online and mobile. However this is just one side of the equation. The other enabler is the continued increase in supply chain innovation as retailers seek to make more products available with faster and more flexible delivery options at lower cost. Going forward, we see six global trends that will shape future winning omnichannel supply chains
What is Last Mile Delivery Part 2: Adapting to Retail and e-Commerce Order Fu...Angela Carver
The increasing popularity of omni-channel retailing has created many challenges for transportation and logistics providers servicing retailers. This has forced transportation operations to think outside of the box and make significant changes to their service offering portfolios. Omni-channel retailing has made fulfilling customer orders efficiently and cost effectively much more complex with a variety of new distribution strategies.
E-commerce orders grew 47% between 2009 and 2014 in comparison to only 6% at brick and mortar store locations. E-commerce sales are expected to reach $2.3 trillion by 2017. This shift in retail channel utilization has increased the order fulfillment needs and associated labor costs. Retailers are evaluating existing distribution networks to verify they can handle the added volume and are seeking out additional delivery solutions as a supplement. In many cases, these additions are in the form of local and regional distribution centers.
Rising shipping costs have also been a significant challenge for last mile delivery as they account for approximately 28% of total transportation costs. Shippers have many options for counteracting rising shipping costs including: intermodal freight utilization to link logistics clusters, shipment consolidation with crossdocking, primary delivery channel elimination and click-to-collect/ parcel locker centers to consolidate parcel drop-offs.
Governmental regulations have also created problems related to last mile logistics, both in the US and abroad. Regulations such as vehicle size and weight limitations, parking policies and noise restrictions. To avoid these issues some transportation operations are investing in smaller delivery vehicles for use in local regional delivery operations. These vehicles are typically more compliant with imposed noise and size restrictions. In areas where even these smaller vehicles are not an option some logistics providers have started to offer bike delivery and contracted one-time delivery services through businesses such as Uber.
Demand for up-to-date order information has also become an issue for many omni-channel retailers. Customers now want to know when their order has been accepted, processed, shipped and delivered. In order to provide this level of detail omni-channel supply chains are implementing inventory management software such as WMS with customer relationship management capabilities to provide real-time information to customers.
In order to provide a positive final impression on consumers retailers must focus on last mile logistics. Focusing on these potential solutions can help retailers to improve the effectiveness, efficiency and cost of last mile delivery operations. Learn more from Datex experts now at marketing@datexcorp.com or www.datexcorp.com .
In the era of the "Experience Economy" , Supply chains are taking advantage of the fourth industrial revolution, where IoT and behavioral analytics are transforming the ways in which brands are rethinking their omni-channel strategy. As offline and online channels are synchronized to provide customers with a "seamless experience" , organisations are reinventing their logistics to meet the demands of the new age supply chain.
In few years only, Supply Chain Management became one of the trendiest topic for organizations facing globalized markets. But in parallel it also remained one of the foggiest topic for managers at every level.
To develop Managers' level of understanding, let's review the main tendencies forging Supply Chains in 2017.
Although CPG companies have not historically operated at the forefront of digital change, the intense and competing demands they face today require exactly the type of game-changing approaches that digital can deliver.
This presentation was created during a marketing internship under the supervision of Prof. Sameer Mathur, IIM Lucknow. It contains an in-depth strategic analysis of the company, Best Buy.
In the fall of 2006, I did a marketing communications observation on Best Buy for a Marketing Communications course. The observation project was basically a small-scale audit for which I collected as many examples of marketing communications as I could find. These included commercials, print ads, website screenshots, photos of store interiors, and more. I analyzed other customer touch-points for the brand, such as in-store salespeople, telephone customer service, and the store environment. I also touched on consumer brand image perceptions gathered through personal conversations, blog posts and other websites. Finallly, I drew conclusions about the role of Best Buy’s communications in their customer relationships and in the customer experience.
Consumer driven supply chain with ONE networkNicole Walker
Why Every Company in the Value Chain Should Care About the End-Consumer
One Network can help your company become consumer-driven.
Why is that important?
Let’s begin with today’s consumer. There’s you, me, and about 7 billion others...
Today’s consumers want the right price, the best quality, and they want it now. What does that mean for your business?
Consider that your success - or failure - eventually depends on whether your end consumers are satisfied. This is true for all companies, in every industry, delivering every kind of product or service. They all exist to eventually serve an end consumer.
Shouldn’t your company be doing all of the right things to ensure success – and the consumer’s satisfaction?
The problem is, you've inherited a tangled mess of disconnected software system that focus on your internal processes and immediate trading partners. This is actually IGNORING the end consumer!
Best Buy careers in Finance, Accounting, or Taxikahn
This presentation highlights Best Buy's Finance organization which includes accounting and tax specialties. This is the "why you'd want to work at Best Buy corporate" presentation. Covers Best Buy company performance details, and campus amenities. Describes the structure of Best Buy's finance organization
Analysis of Best Buy mini case from Kotler's Marketing Management textbook.
This presentation was created by Sarthak Anand, IET Lucknow during a Marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Research analysis on future of supply chain, information gathered through secondary research, articles, press releases, etc.
Digital transformation is one of the important aspect while predicting the future of supply chain management
Major trends that will derive the change in current supply chain are growth in urbanization, e Commerce, congestion, changing consumer behavior and the utilization of containers
The Cornerstones of Oracle Retail StrategyOracle Retail
Presentación hecha por Jeff Warren, en el evento de Oracle Retail Forum Mexico - #ORFMexico - sobre: The Cornerstones of Oracle Retail Strategy (en inglés)
Artificial intelligence transforming the phase of supply chain managementRahul R
Professionals associated with logistics and supply chain are always on their heels to shape the operational chain innovatively that address the challenges more efficiently and minimizes the risk that caused otherwise.
When the professionals hunt for new possibilities, technology is always there for help! Although the concept of Artificial Intelligence is six decades old, it is well on its course to take over the lives of people slowly by making it easy and efficient.
Although CPG companies have not historically operated at the forefront of digital change, the intense and competing demands they face today require exactly the type of game-changing approaches that digital can deliver.
This presentation was created during a marketing internship under the supervision of Prof. Sameer Mathur, IIM Lucknow. It contains an in-depth strategic analysis of the company, Best Buy.
In the fall of 2006, I did a marketing communications observation on Best Buy for a Marketing Communications course. The observation project was basically a small-scale audit for which I collected as many examples of marketing communications as I could find. These included commercials, print ads, website screenshots, photos of store interiors, and more. I analyzed other customer touch-points for the brand, such as in-store salespeople, telephone customer service, and the store environment. I also touched on consumer brand image perceptions gathered through personal conversations, blog posts and other websites. Finallly, I drew conclusions about the role of Best Buy’s communications in their customer relationships and in the customer experience.
Consumer driven supply chain with ONE networkNicole Walker
Why Every Company in the Value Chain Should Care About the End-Consumer
One Network can help your company become consumer-driven.
Why is that important?
Let’s begin with today’s consumer. There’s you, me, and about 7 billion others...
Today’s consumers want the right price, the best quality, and they want it now. What does that mean for your business?
Consider that your success - or failure - eventually depends on whether your end consumers are satisfied. This is true for all companies, in every industry, delivering every kind of product or service. They all exist to eventually serve an end consumer.
Shouldn’t your company be doing all of the right things to ensure success – and the consumer’s satisfaction?
The problem is, you've inherited a tangled mess of disconnected software system that focus on your internal processes and immediate trading partners. This is actually IGNORING the end consumer!
Best Buy careers in Finance, Accounting, or Taxikahn
This presentation highlights Best Buy's Finance organization which includes accounting and tax specialties. This is the "why you'd want to work at Best Buy corporate" presentation. Covers Best Buy company performance details, and campus amenities. Describes the structure of Best Buy's finance organization
Analysis of Best Buy mini case from Kotler's Marketing Management textbook.
This presentation was created by Sarthak Anand, IET Lucknow during a Marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Research analysis on future of supply chain, information gathered through secondary research, articles, press releases, etc.
Digital transformation is one of the important aspect while predicting the future of supply chain management
Major trends that will derive the change in current supply chain are growth in urbanization, e Commerce, congestion, changing consumer behavior and the utilization of containers
The Cornerstones of Oracle Retail StrategyOracle Retail
Presentación hecha por Jeff Warren, en el evento de Oracle Retail Forum Mexico - #ORFMexico - sobre: The Cornerstones of Oracle Retail Strategy (en inglés)
Artificial intelligence transforming the phase of supply chain managementRahul R
Professionals associated with logistics and supply chain are always on their heels to shape the operational chain innovatively that address the challenges more efficiently and minimizes the risk that caused otherwise.
When the professionals hunt for new possibilities, technology is always there for help! Although the concept of Artificial Intelligence is six decades old, it is well on its course to take over the lives of people slowly by making it easy and efficient.
The Accelerating Growth of Frictionless Commerce | A.T. KearneyKearney
Traditional payments are being replaced by new "frictionless" options that use customer-provided data to make a purchase without an explicit customer decision.
A.T. Kearney: Positioning for the Telematics Tipping PointbengillTU
Here is one of the keynote presentations from the hugely successful Insurance Telematics USA 2010.
During the presentation, two Vice Presidents from A.T. Kearney answer the following questions:
- How will the insurance telematics market evolve in the next 3-5 years?
- What are the implications for insurance companies?
- How should insurance companies position themselves for success in the face of uncertainty?
To view the presentation WITH AUDIO then click here:
http://www.telematicsupdate.com/insurance-telematics/presentations.shtml
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
BMF Members Day Construction Digital Marketing Strategy Presentationnpauley
Nick Pauley's presentation for the Builders Merchant Federation Members Day 2016 on creating an actionable [Strategic] digital marketing plan for your construction business and removing random acts of marketing.
Today’s connected consumers are:
Informed with unlimited access to product data and the opinions and experience of others - Empowered with choice and swayed by price, convenience, and service rather than traditional brand loyalty - Demanding faster delivery, lower costs, and a seamless
shopping experience across channels.
Practically Applying Sourcing Grids for Risk Management Thomas Tanel
Purchasing and supply management have never been easy. The past several years have caused many executives and professionals to lose more sleep and gain more gray hair (or lose more hair) than usual; therefore, the next decade requires upgraded skill sets to survive.
Portfolio analysis is one of the most powerful techniques
used by the purchaser, despite its simplicity. It is a simple “grid” tool that charts the amount we spend on products or services and the complexity of its acquisition.
Portfolio analysis helps us define our sourcing strategy and the best sourcing techniques to use dependent upon the position on the sourcing grid. It also defines the relationships (supplier positioning) we need to have with our key suppliers and gives us an insight in how the key suppliers may see us in perception model. It allows you to organize your time and
resources for maximum benefit and it encourages strategic thinking and analysis to reduce cost, add value, and minimize risk.
Global Trade Plaza Connect with suppliers and manufacturerAlex Smith
One of the primary advantages of GTP is its ability to streamline networking between suppliers and manufacturers. Through its intuitive interface, businesses can easily connect with potential partners across diverse industries and geographic locations.
Horizon 2013 Driving Global Adoption to Procurement Technology - A Cargill Ap...Zycus
"In 2010 Cargill, a $130B international producer and marketer of food, agricultural, financial and industrial products and services, initiated a project to reorganize the fragmented procurement function into a centralized Global Strategic Sourcing Function. One key missing element of a successful transformation was a spend visibility solution which could collect, categorize and disseminate spend data across the companies 70 plus business units, 30 plus ERP systems, 60 plus countries and more than a dozen languages. Cargill turned to Zycus’s spend analysis tool as their solution of choice.
Derek Batchlor will share Cargill’s approach to implementation of spend analysis tool and how they have been able to drive broad adoption of the tool by over half of the nearly 200 team members in Strategic Sourcing. "
Strategic Sourcing: Walking the Tightrope in Developing Sourcing StrategyThomas Tanel
This presentation will focus on developing the sourcing strategy as a fundamental and logical process involving the application of tools by skilled, competent, and knowledgeable purchasers. Simply put, our focus will be on the “how to” in developing a sourcing strategy. Are you experienced?
Topics that will be addressed include spend analysis, categorizing the best opportunities for sourcing group profiles, Porter’s Five Force Model and Sourcing Grids, establishing sourcing group portfolios and supplier portfolios, using the proper RFX format for sourcing, and making strategic sourcing the focal point for supplier negotiations. Participants will view “good practice” examples of the above.
If you find yourself “walking the tightrope” with a strategic sourcing initiative or an ongoing effort, you’ll get valuable information in developing your sourcing strategy. With our five phase approach, we will discuss the following “how to”:
1. Develop sourcing strategies differentiated by expenditure category and based on market dynamics.
2. Deeply involve end-users in sourcing for knowledge and buy-in.
3. Apply a rigorous sourcing approach that examines internal needs against supply market options to find the lowest total cost.
4. Challenge specifications and usage patterns to ensure that each expenditure is providing the best value for the company.
5. Identify, analyze, select, and negotiate with strategically advantaged suppliers, not just the ones with the lowest price today.
This presentation will conclude with a presentation review that can refine your understanding of the factors, tools, and guidelines you need to make your sourcing process more effective and more profitable for your organization.
CPG-RETAIL COLLABORATION IN EMERGING MARKETSITC Infotech
Collaboration - a systematic and conscious effort between two parties in creating a positive synergy by working towards a predefined goal. In today’s business world, the term ‘Collaboration’ is gaining even more attention. This is because, none of the three bottom lines - Social, Economic & Environmental, can be achieved by any company working in isolation. In this paper, we will highlight how CPG companies and Retailers in emerging markets should work together to create a profitable, sustainable and socially acceptable business environment and in turn, try to reach Nash equilibrium for all the stakeholders.
For classic brick & mortar retail companies there has not been lack of warning about the growth of e-commerce in the last 15 years. The actual impact has been slower to materialise, but turns out to be more dramatic than expected. At first, only books and consumer electronics seemed to be affected. Now, in one category after another, new successful competitors are taking off, including shoes, apparel and even groceries. Whilst e-commerce advances, the next wave of innovation such as mobile shopping arrives, with Tesco and Ahold launching QR-based shopping channels.
Is Your Supply Chain Ready for Omnichannel Revolution Michael Hu
Online retail sales are expected to grow exponentially between now and 2025. Winning in this arena will require a supply chain that increases product availability with flexible delivery options at a lower cost.
From Alexa and Siri to factory robots and financial chatbots, intelligent systems are reshaping industries. But the biggest changes are still to come, giving companies time to create winning AI strategies
Creating an Omnichannel Supply Chain for BrandsMichael Hu
Branded manufacturers can take advantage of the unprecedented omnichannel opportunity to get closer to the consumer, if they manage to acquire the requisite fulfilment and supply chain capabilities. European Business Review
Winning Supply Chain in Omnichannel - Trends and ImplicationsMichael Hu
I gave a talk at Professor Chopra's class at Kellogg on emerging trends in omnichannel retailing and the need for new supply chain and fulfillment models.
In today’s omnichannel world, the distinction between brands and retailers is of little interest to consumers. They will buy from whoever is best able to “deliver the goods.” Branded manufacturers can take advantage of this unprecedented opportunity to get closer to the consumer, if they manage to acquire the requisite fulfillment and supply chain capabilities.
3D Printing - A Manufacturing RevolutionMichael Hu
The question is not if but when companies need to consider 3D printing. A.T. Kearney is helping forward-thinking players overcome the challenges and take advantage of powerful opportunities in this next generation of manufacturing.
The Innovation Gap in Pharmaceutical Drug Discovery and New Models for R&D Su...Michael Hu
Whitepaper exploring the root causes behind Pharma Industry's widening Innovation Gap and discusses several R&D innovation models for addressing the productivity conundrum.
Only 50% of mergers actually increase shareholder value. Why? Often, one of the culprits is product complexity. Companies that manage the complexity of a newly combined product portfolio can capture value, smooth the overall merger process
Outside The Box Distribution - Three Dimensions for Distribution ExcellenceMichael Hu
What allows certain companies to deliver best-in-class distribution performance while others turn in only average performance or fail altogether? Leaders in distribution consistently think outside the box for sustained competitiveness.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
Disruptive Value Chain Integration in Consumer Product Industry
1. 1Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Disruptive Value Chain
Integration in the Consumer
Retail Industry
Winning in the New Market Norm
April 2011
2. 2Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Secular Commodity Scarcity:
‒ Double digit cost inflation
‒ Secular trend of demand
outpacing supply in oil and
petro-based materials
Globalized Competition:
‒ Accelerated pressure from
emerging global competitors in
NA market
Post-Recession Consciousness:
Limited ability to raise prices,
even for brand leaders
Trading down and waiting
for sales
Pay premium for true
innovation
Changing Demographics:
Aging Boomer trends – convenient
retailing and “age friendly”
products
• Increasing retail localization due
to changing ethno-graphics
5-10Years
Emerging market trends will change the NA consumer
product and retail industry
Source: Morningstar; Reuters; US census; A.T. Kearney analysis;
Consumer Trends Macro Global Trends
3-5Years
3. 3Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
We are entering a new norm of accelerating complexity and
increasing consumer needs
• Increased Input
Materials Cost
Volatility
• Increased Demand
for Differentiated
Products & Services
• Increased Retail
Format Complexity
The New
Market Norm
Post-Recession Consciousness
Changing Demographics
Commodity Markets Scarcity
Globalized Competitor Entry
Trends
4. 4Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Future market needs will demand “Triple Value Creation”
instead of value trade-offs
SC&M Challenges
Supply Chain
Imperative
“Triple Value Nirvana”
Increasing Collaborations
Developing Configurable Networks
Managing Product Complexity
Enabling Convergent Technology
Enhancing Organizational Alignment
Source: Major company 10Ks; Competitor IC survey (over 7 firms profiled); GMA; 2020 Future Value Chain; Kantar retail presentation; Wal-Mart interviews
Accelerated Increase in
Innovation
Enhanced Flexibility
Sustained Cost Reduction
Developing Alternative Channels
Differentiating Product Flow (JIT)
Increased Material
Scarcity and Cost
Volatility
Increased Retail
Format Complexity
Increased Demand
for Differentiated
Products & Services
The New
Market Norm
5. 5Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Despite broad
SC&M investments…
…Performance gaps exist
in today’s SC&M networks
Traditional SC&M tactics and levers will not be adequate to
deliver the triple value nirvana
• >90% of all CPG new
product launches defined
as incremental(3)
Source: (1) The State of the Retail SC – RILA, 2010; (2) GMA Manuf. Excellence Share Group Meeting 2010;
(3) ProductScan (4) A.T. Kearney client interviews
What do manufacturers and retailers need to do to
perform and win in the future?
Accelerated
Innovation
Sustained
Cost
Reduction
• Lack of flexible
manufacturing assets a
key barrier to NPD(4)
• >65% expect an increase
in product variations
• >50% of CPG identified
SC cost inefficiency as a
major gap
Enhanced
Flexibility
• 69% of SC executives surveyed focusing on
Inventory and S&OP optimization
• 69% indicated that improving delivery
performance was a focus area in 2010-11
• 63% reported investing in improving order
fulfillment performance vs. cost tradeoff
• 55% will continue to pursue global
manufacturing and outsourcing strategies
6. 6Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Manufacturers and retailers must break free of “local
optimization” to “value chain integration”
Manufacturer Value Chain Retailer Value Chain
Chasm
Current Supply Chain Paradigm
Integration
Future Supply Chain Paradigm
DeliverMakeProcurePlanDesign StoreDeliverProcurePlan
• Limited ability to capture cross-firm synergies: economies of scale and scope
• Focus on local optimization with a zero-sum game mentality
(e.g. retailer focus on inventory results in demand signal bull-whip for manufacturer, etc.)
Manufacturer Value Chain Retailer Value Chain
MakeDesign Store
DeliverProcurePlan
• Enables manufacturer-retailer integration
across supply chain functions to realize
economies of scale and scope
• Focus on global optimization
and win-win pie expansion
7. 7Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Sector leaders have started pursuing value chain
collaboration, few have achieved broad integration
Integration Enabled Synergy Levers
Economies
of Scale
Economies
of Scope
Technology
Enablement
• Cross-firm
pooled
commodity
sourcing (e.g. PET,
cocoa, freight, etc.)
• Capacity pooling
and asset sharing
• Volume pooling with
contract
manufacturers
• Collaborative
logistics – Share
DC capacity
• Re-shape industry
structure
• Joint
forecasting
and planning
• Best of breed
shared services
(e.g. commodity
risk management)
• Harmonize
packaging/
product forms
across brands
• Direct to store
or customer
delivery
• Cross-firm slow
movers break-pack
pooling
• Social media
& community
forum tools to enable
Consumer led innovation
• Global
procurement
platform
• Joint investment
in next-
generation
manufacturing
assets
• RFID and
real-time
synchronization to
enable case-level
tagging at store
DeliverMakeProcurePlan
• Advising a leading retailer
and CPG on a business
model for joint demand
forecasting and planning
to streamline inventory
and logistics efficiency
• Working with 3PL to
design “plug & play”
warehouses that
eliminate a layer
in traditional
manufacturer and
retailer network
• Establishing a op-
model for joint
commodity
directed buy
across several
manufacturers
8. 8Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Apparel and Consumer Electronics are further along the
integration curve than other sectors
Stage 1 Stage 2 Stage 3 Stage 4
• Limited participants:
Few firms
• Limited to select
functions (i.e.
distribution or
procurement)
• Across manufacturers
only
Consumer
Electronics
Food/Bev
Durable
Goods
Cross-firm value chain integration maturity curve
• Broad adoption across
sector
• Virtual integration and
coordination across the
entire breadth of SC
functions
• Across manufacturers
and retailers
• Broad adoption across
sector
• Virtual integration and
coordination across
numerous SC functions
• Across manufacturers
only or retailers only
• Multiple firms
participating
• Virtual integration and
coordination across
numerous functions
• Across manufacturers
only
Small Scale Collaboration Large Scale Integration
PHC /
Beauty
Apparel
9. 9Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Unlocked 30%-40% of cost savings out of the entire apparel industry!
3rd party brokers catalyzed value chain integration in the
Apparel sector in 1990s-2000
Pre SC&M Integration (circa pre-1990) Broker SC&M Integration (Post 1990)
Manufacturer
Retailer
Retailer:
• Limited assortment flexibility and long lead
time due to small # of manufacturing partners
• Limited global sourcing capabilities
Manufacturers:
• Capacity inefficiency due to promotional and
seasonal spikes
Retailer:
• Leverage cross-retailer scale to unlock Triple Value:
‒Reduced cost from cross-firm volume pooling
‒Improved lead time and assortment flexibility from
broader capacity and manuf. technology base
Manufacturers:
• Scale and scope efficiency (e.g. seasonality
smoothing, cross-brand volume bundling)
A B C D E X…
DeliverMakeProcurePlan
StoreDeliverProcurePlan
Manufacturer
Retailer
A B C D E X…
MakeProcure
StoreDeliverPlan
ProcureProcurePlan
10. 10Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Moving from Stage 1 to Stage 4 for the NA FMCG industry
can unlock ~500B(1)
Source: (1) Frost & Sullivan; EIU; First Research; A.T. Kearney dry ambient goods distribution benchmarking; A.T. Kearney analysis
Note: We define FMCG as the Packaged Food & Beverage, Personal & Household Products and Beauty sectors
Savings Benefit from Value Chain Integration ($B)
~$35-40
$420-500
11. 11Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
We see two potential models for integration in the
consumer product space
Open Broker Model Vertical Alliance Model
• Multi non-competing firms alliance
• Participants need to gain membership
• Industry shared platform
• Participants opt-in via “plug & play”
• Participants benefit from industry level
economies of scale
• 3rd party dedicated focus
Benefit Drivers
• Functional scope and scale benefits as
participants can collaborate and seek
cross-brand / category synergies
• Closed – alliance members only
Mode of
Participation
• Open standard platform
Orchestration • 3rd party broker • A governing unit composed of
network members
Value Sharing • Value split amongst “customers” and
broker based on free market dynamics
• Value split amongst participants based
on benefit contribution to the alliance
Organizational
Structure
• Participants are a “customer” for 3rd party
• Joint organizational board
• Voting right based on value and risk
contribution
12. 12Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Open Deliver Platform
Open Make Platform
Open Broker Model unlock industry wide synergies by
integrating through specific functions
Logistics Flow Today Potential Emerging Broker Platform
Broker
LCC Contract Manufacturers
Manufacturing pre 1990s Global Broker Model
LCC Contract Manufacturers
Illustrative
Plant
Plant
Stores
C
MCPlant
DC Stores
MC DC
MC
DC
Plant
Plant Stores
StoresMCPlant
DC Stores
Manufacturer Retailer
• Able to
achieve
industry wide
scale benefits
• Limited
functional
scope (each
platform only
addresses a
particular
value chain
function)
13. 13Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Vertical Alliance unlocks cross-firm wide synergies through
end-to-end value chain collaboration
Vertical Alliance Platform
Retailer Manufacturer
Value Chain
Collaboration Scope
Customer
Service
Procurement
Alliance
Distribution
Top 3 toy
maker
Top 3 PHC
company
Top 3
Beauty
company
. . .
• Broad functional scope
– alliance members can
simultaneously seek
synergies across
multiple value chain
areas
• Limited scale potential
– network scalability
constrained by cross-
firm coordination
complexity
Illustrative
14. 14Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Model Preference – Discussion:
•Which of the proposed model is better aligned with your company’s strategic goals?
•Which operating model can help your firm increase long term competitiveness?
Guiding Principles Model Preference
Competitive position and trade-off between scale vs. focus
can determine model adoption choice
1.Competitive Polarization
‒ Maintain market leadership position
‒ Increase cost and/or service advantage
over laggards
‒ Secure best of breed capabilities across
non competing firms
2.Scale & Focus
‒ Achieve industry-wide scale benefits
‒ Pursue organizational focus and liberalize
the balance sheet
‒ Set new industry standards
Vertical Alliance
Hybrid
(Open Broker +
Vertical Alliance)
Open Broker
DesireforCompetitive
Polarization Desire for Scale and FocusLowHigh
Low High
15. 15Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
What can your company do today to gain momentum?
Assess the Opportunity
for Change
Select Integration Model
Option
Develop a Migration
Blueprint
Identify key market trends and assess impact on your 3-5
year business strategy
Conduct scenarios to understand critical value chain
capability and performance gaps to win in the future market
Assess which integration model is right for your firm?
(Vertical/Open Broker/Hybrid)
‒ Size of benefit and risks across key supply chain functions
‒ Strategic fit between model and your competitive position
‒ War-gamming analysis of key competitor response
Define roadmap and operating model for engaging
collaborators and industry change agents
Identify and sequence key adoption hurdles for your firm and
network participants
Build internal and external momentum with key partners and
stakeholders
16. 16Information presented was prepared by A.T. Kearney for the NRF conference; it should not be disseminated without written consent
Thank you – please don’t hesitate to contact us
Kumar Venkataraman
Principal
kumar.venkataraman@atkearney.com
Michael Hu
Manager
michael.hu@atkearney.com