Jack Sprat
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The document discusses the competitive environment of the quick service restaurant (QSR) industry. There are high threats from potential new entrants due to low capital requirements and easy access to suppliers. However, buyer power is also high due to many QSR options and low brand loyalty and switching costs. Supplier power is high since suppliers are concentrated, though buyers could not easily integrate backward. Substitute threats are high given many similar QSR chains. Industry rivalry is intense as QSRs make up a large portion of food sales and there is diversity among competitors.
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Type of assessment
Word or time limit
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Submission method
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3. What are the relative merits of each possible position of the material decoupling point? What option would you suggest to Wings and Legs? Provide justification for your answer. (maximum 1500 words) 100 marks
Chicken Run - the poultry supply chain
Stephan van Dijk, Jack van der Vorst and Adrie Beulens
Case date 2000
Published as: Dijk, S.J. van, Vorst, van der, J.G.A.J., Beulens, A.J.M. (2003)
Chicken Run - the poultry supply chain, in: Cases in Operations Management.,
Eds: Johnston, R., S. Chambers, C. Harland, A. Harrison, N. Slack, Case 34, p.
327-335, Prentice Hall, Third Edition
Introduction
At Wings & Legs, a large poultry processor in the Netherlands, the working day starts
very early in the morning. Before a single cock-a-doodle has sounded, live chickens
are delivered at the processing plant where they are cleaned, processed, packed and
stored. The next day, packages of fresh poultry meat are distributed to several large
retail distribution centres and a large number of smaller retail stores. In the evening of
that second day, many people will enjoy their chicken Tandoori or fried chicken leg.
The product is simple and the whole operation seems efficiently executed. However,
at the weekly plenary meeting of senior managers a serious discussion arises. The
sales manager complains that the delivery performance has decreased in the last
couple of months. Moreover, he complains that retailers are less satisfied with the
quality of products they receive. Product freshness and product weight have not been
according to specifications several times this month. The operations and purchase
managers respond with the remark that the sales department makes sales-agreements
with retail that cannot be met in such a short time. They want to know in advance
information on promotional activity so they can respond more effectively. They want
to have better forecasts of future sales so they can match the supply of chicken with
the demand for poultry products.
This discussion sounded very familiar to the general manager. He has heard the
complaints of the senior managers already many times. Last year they implemented
some major improvements to their production line. It now operates more efficiently,
with shorter set-up times and less waste. In addition, the co-ordination between the
sales department and operations has been improved. A new planning system has been
set up and more frequent meetings between sales and operations have been initiated.
The general manager wonders if, in the big scheme of things, these improvements
actually were effective at all and had any real impact of performance to consumers.
He.
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The document discusses strategic factors for Wendy's, including opportunities like global expansion, mass customization, and upscale boutique stores. Threats include commoditization, consumer concerns about nutrition, and potential government actions. Key external factors are analyzed, including rivalry among competitors, customer power, substitutes, new entrants, supplier power, and complementor power. The document also evaluates Wendy's value chain, value net, critical success factors, and competitive positioning relative to other major fast food brands.
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Susie, Rachel and Jessica's Case Study: Adopting Porter's 5 Forces with Reference to the Farming Industry
Assessment on this ModuleThe assessment for this module consists.docx
Assessment on this Module
The assessment for this module consists of two elements. Final submission dates for elements of assessment vary.
Element
Type of assessment
Word or time limit
% of Total Mark
Submission method
Final Submission Date
010
GROUP PRESENTATION
20 MINUTES
HAND-IN AS A VIDEO
30%
Dropbox link
W/C 09 March
NO LATER THAN:
2PM OM:
Friday 13 March, 2020
011
INDIVIDUAL ASSIGNMENT
2000 WORDS
70%
Turnitin®UK Grademark
NO LATER THAN 2PM ON:
Friday 24 April 2020
All forms of assessment must be submitted by the published deadline which is detailed above. It is your responsibility to know when work is due to be submitted – ignorance of the deadline date will not be accepted as a reason for late or non-submission.
Assessment Case: Supply Chain at The Good Farm Company[footnoteRef:1] [1: This case is adapted from Stephan van Dijk, Jack van der Vorst and Adrie Beulens, but data have been changed for reasons of commercial confidentiality.]
Introduction
At The Good Farm Company, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers, a serious discussion arises. The Sales Manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The Operations and Purchase Managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products.
This discussion sounded very familiar to the General Manager. He has already heard the complaints of the senior managers many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the coordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The General Manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any re.
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