The document provides an overview of Loblaw's Winnipeg Distribution Centre operations. It discusses key aspects of the distribution centre including receiving, quality processes, inventory management, and capacity. It also examines Loblaw's internal and external environments, highlighting issues like sustainable sourcing, offshore sourcing, food safety, and emerging consumer trends that impact operations. Overall, the summary examines how the distribution centre supports Loblaw stores through inbound and outbound logistics while ensuring high standards for delivery, quality, and inventory management.
The Coca-Cola Company is the world's largest beverage company, serving over 1.8 billion drinks per day across over 200 countries. It operates through a complex global supply chain network of bottlers to deliver drinks within a few hundred miles of customers. Coca-Cola implements just-in-time and quality management strategies through its supply chain to efficiently produce and locally deliver over 3,500 beverage products while maintaining a responsive, agile system.
Loblaw is Canada's largest food retailer operating grocery stores across Canada under various banners. It has a mission to be the best food, health and home retailer through innovative products at great prices. A SWOT analysis finds that Loblaw has strengths in private label products, store locations and scale, but weaknesses in its complex structure and underperforming stores. Its growth strategy focuses on discount expansion, growing food sales, and launching new services like a mobile phone program.
Loblaw is committed to providing Canadians with a wide, growing and successful range of products and services to meet the everyday household demands of Canadian consumers. Loblaw is known for the quality, innovation and value of its food offering. It offers Canada’s strongest control (private) label program, including the unique President’s Choice, no name and Joe Fresh Style brands. In addition, the Company makes available to consumers President’s Choice Financial services and offers the PC points loyalty program..
Competing against Wal-Mart is a challenge that no company want to face.
Loblaw offers Canada’s strongest private label program, including the unique President’s Choice, no name and Joe Fresh Style brands. In addition, the Company makes available to consumers President’s Choice Financial services and offers the PC points loyalty program.
This document provides an overview and analysis of Walmart through a 12-point presentation. It begins with an introduction to Walmart, providing statistics on its size and scope of operations. The presentation then outlines the topics to be covered, including Walmart's history, business description, vision/mission/values, corporate and competitive strategies, SWOT analysis, five forces model, supply chain management, success factors, and criticisms. For each main topic, supporting details and explanations are provided through text, charts, and diagrams. The overall summary focuses on profiling Walmart as the world's largest retailer through analyzing its business model, strategies, and performance over time.
P&G transformed its supply chain from a linear chain to a responsive network through innovations like agent-based modeling, RFID technology, and strategic customer relationships. By simulating complex supply network interactions, P&G identified opportunities to reduce inventory 50% and save $300M annually with only a 1% investment. RFID implementation improved dock loading throughput by 40% and vendor-managed inventory with big customers like Walmart increased profits for both companies. Overall, P&G shifted from product to supply chain innovation to achieve strategic fit, responsiveness, and efficiency across 160 countries.
Loblaw Companies Limited is Canada's largest food retailer. [1] It has a strong market position but sees opportunities for growth through better understanding customers. [2] Its strengths include national scale and private label brands, but weaknesses include outdated customer and supply chain data systems. [3] The company aims to increase customer retention and spending by developing a more sophisticated customer identification, differentiation, interaction and customization (I.D.I.C.) strategy.
Coca Cola has operated globally for over 125 years, manufacturing and distributing over 500 beverage brands in over 200 countries. It focuses on refreshing customers and creating shared happiness and value. Key operations include sourcing raw materials, production, packaging, quality management, and inventory tracking. Coca Cola also engages in sustainability efforts, community outreach, and strategic partnerships. It aims to think globally but act locally through a network of bottling partners.
The Coca-Cola Company is the world's largest beverage company, serving over 1.8 billion drinks per day across over 200 countries. It operates through a complex global supply chain network of bottlers to deliver drinks within a few hundred miles of customers. Coca-Cola implements just-in-time and quality management strategies through its supply chain to efficiently produce and locally deliver over 3,500 beverage products while maintaining a responsive, agile system.
Loblaw is Canada's largest food retailer operating grocery stores across Canada under various banners. It has a mission to be the best food, health and home retailer through innovative products at great prices. A SWOT analysis finds that Loblaw has strengths in private label products, store locations and scale, but weaknesses in its complex structure and underperforming stores. Its growth strategy focuses on discount expansion, growing food sales, and launching new services like a mobile phone program.
Loblaw is committed to providing Canadians with a wide, growing and successful range of products and services to meet the everyday household demands of Canadian consumers. Loblaw is known for the quality, innovation and value of its food offering. It offers Canada’s strongest control (private) label program, including the unique President’s Choice, no name and Joe Fresh Style brands. In addition, the Company makes available to consumers President’s Choice Financial services and offers the PC points loyalty program..
Competing against Wal-Mart is a challenge that no company want to face.
Loblaw offers Canada’s strongest private label program, including the unique President’s Choice, no name and Joe Fresh Style brands. In addition, the Company makes available to consumers President’s Choice Financial services and offers the PC points loyalty program.
This document provides an overview and analysis of Walmart through a 12-point presentation. It begins with an introduction to Walmart, providing statistics on its size and scope of operations. The presentation then outlines the topics to be covered, including Walmart's history, business description, vision/mission/values, corporate and competitive strategies, SWOT analysis, five forces model, supply chain management, success factors, and criticisms. For each main topic, supporting details and explanations are provided through text, charts, and diagrams. The overall summary focuses on profiling Walmart as the world's largest retailer through analyzing its business model, strategies, and performance over time.
P&G transformed its supply chain from a linear chain to a responsive network through innovations like agent-based modeling, RFID technology, and strategic customer relationships. By simulating complex supply network interactions, P&G identified opportunities to reduce inventory 50% and save $300M annually with only a 1% investment. RFID implementation improved dock loading throughput by 40% and vendor-managed inventory with big customers like Walmart increased profits for both companies. Overall, P&G shifted from product to supply chain innovation to achieve strategic fit, responsiveness, and efficiency across 160 countries.
Loblaw Companies Limited is Canada's largest food retailer. [1] It has a strong market position but sees opportunities for growth through better understanding customers. [2] Its strengths include national scale and private label brands, but weaknesses include outdated customer and supply chain data systems. [3] The company aims to increase customer retention and spending by developing a more sophisticated customer identification, differentiation, interaction and customization (I.D.I.C.) strategy.
Coca Cola has operated globally for over 125 years, manufacturing and distributing over 500 beverage brands in over 200 countries. It focuses on refreshing customers and creating shared happiness and value. Key operations include sourcing raw materials, production, packaging, quality management, and inventory tracking. Coca Cola also engages in sustainability efforts, community outreach, and strategic partnerships. It aims to think globally but act locally through a network of bottling partners.
Walmart has developed an efficient supply chain management system that has allowed it to become the largest retailer in the world. It uses a hub and spoke distribution model with cross-docking to reduce inventory costs. Walmart invests heavily in technology like RFID and voice-order filling to streamline operations and inventory tracking. Strong communication networks allow it to collaborate closely with suppliers on forecasting and replenishment. These integrated systems and large purchasing volumes provide Walmart with competitive advantages in price and availability.
The document discusses the history and operations of Walmart, beginning with the origins of discount retailing in the US in the 1950s. It notes Walmart and Kmart's founding in the 1960s and their growth through innovations in the 1980s and 1990s with larger supercenter formats. The summary provides details on Walmart's operations as of 2003, including over 4,600 stores across the US, supply chain and distribution networks, merchandising and pricing strategies, and management practices emphasizing responsibility, control, commitment and strategic analysis that contributed to its success.
Coca-Cola is the largest beverage company in the world with over 3,500 products sold in over 200 countries. It employs over 146,000 people globally and has maintained over 50 consecutive years of profit growth. Coca-Cola utilizes social media platforms like Facebook, Twitter, Google+, and Pinterest to engage with customers, though it has had more success on Facebook and Twitter than other platforms due to not having a clear target audience. While Coca-Cola highlights environmental programs, it uses a large amount of water in producing its beverages.
McDonald's began in 1940 as a hot dog stand owned by the McDonald brothers in California. It was franchised nationally in 1955 by Ray Kroc and has since grown to over 35,000 outlets in 119 countries, generating $25.4 billion in annual revenues. McDonald's success is attributed to consistency, innovation, emphasis on quality and value. It has established itself as the world's largest fast food chain through targeted advertising, product localization, and affordable offerings. However, McDonald's faces health-related risks as consumers increasingly demand healthier options, as well as competitive threats from rivals offering more customization. To mitigate risks, McDonald's must continue innovating menus while maintaining brand values of quality, cleanliness, and service through controlled
This document summarizes a brand audit of McDonald's conducted in 2012. It examines McDonald's brand identity, operations, products, advertising, and challenges. McDonald's is the world's largest fast food chain with over 33,000 locations globally. In India, it is led by two franchise partners and has over 250 locations. The audit assesses McDonald's brand perceptions among internal and external stakeholders. It also reviews McDonald's efforts to respect local customs in India, such as offering only vegetarian items. However, the brand faces challenges from health concerns over its food and increasing competition from other fast food brands.
This is a part submission as a requirement of Internship under professor Sameer Mathur, IIM Lucknow. The case study of my choice is Mc Donald's. Chapter No 11, Marketing Mangement, Kotler et al.
The document provides an overview of Walmart's history, operations, strategies for international expansion, and lessons learned. It discusses Walmart's vision, mission, and goals, as well as its business model, value chain, and key competitive advantages. Regarding internationalization, the document examines Walmart's reasons for expanding abroad, entry decisions, examples of success in Mexico and Canada, and failures in Germany and India. Overall, the document analyzes Walmart's path to becoming a global retailer and identifies factors for successful international transfer of core competencies.
Wal-Mart has highly efficient supply chain management processes that have contributed to its success. It procures goods directly from manufacturers, uses its own large fleet of trucks to distribute goods quickly from warehouses to stores, and closely monitors inventory levels using advanced technology like RFID. Wal-Mart was also an early adopter of RFID technology, requiring major suppliers to implement it to provide real-time tracking of products throughout the supply chain. This allows Wal-Mart to keep costs low and ensure stocked shelves.
This document summarizes a presentation about the BCG matrix, a tool for portfolio analysis and business strategy. It describes the components of the BCG matrix, including cash cows, stars, question marks, and dogs. It also discusses how to measure relative market share and market growth rate to analyze products on the matrix. Finally, it provides examples of products mapped to the BCG matrix and strategies for different portfolio positions, such as building question marks into stars or harvesting cash from dogs.
1) McDonald's is one of the most powerful brands in the world with over 32,000 restaurants in 117 countries.
2) In India, McDonald's plans to expand to tier 2 cities and double its turnover within 3 years, currently holding an 18% market share in North India.
3) McDonald's was founded in 1937 in California and became a franchise under Ray Kroc in 1954, known for its low-cost supply chain and extensive promotion strategies using advertising and co-branding partnerships.
This document provides an overview of McDonald's distribution channels in India. It discusses how McDonald's entered the Indian market through joint ventures. It then outlines some of McDonald's innovations and focus on quality, service, cleanliness and value. The document also describes McDonald's local sourcing practices in India. Finally, it discusses the benefits of intermediaries in distribution channels and some considerations for small businesses in selecting distribution channels.
McDonald's has a global supply chain to provide consistent food products to its over 31,000 restaurants in more than 100 countries. In India, McDonald's implemented a "Cold Chain" supply chain using temperature-controlled distribution to source and deliver fresh ingredients from local suppliers. Key aspects of McDonald's India cold chain include 38 long-term local suppliers, refrigerated transportation of ingredients, and small storage windows to minimize waste and ensure product freshness.
Varun Beverages Limited holds franchise rights for PepsiCo in India to manufacture and bottle Pepsi products. It is the second largest franchisee of PepsiCo worldwide outside of the US. The company produces carbonated soft drinks and non-carbonated beverages under PepsiCo brands. It has 21 production facilities and a robust supply chain network. Varun Beverages focuses on employee training and CSR activities related to education, healthcare, and the environment.
The document discusses the management practices of Coca-Cola, including an overview of the company's history, leadership team, product lines, financial performance, strategic planning approaches, human resources philosophy, and commitment to corporate social responsibility through initiatives focused on areas like health, packaging, water stewardship, and climate change. It provides details on Coca-Cola's mission, values, goals, and strategies for leading in the beverage industry and continuing to strengthen its brand portfolio.
LI & FUNG – THE GLOBAL VALUE CHAIN CONFIGURATORAniket Joshi
Li & Fung began in 1906 in Guangzhou, China trading goods between China and the US. It expanded to Hong Kong in the 1940s and focused on trading textiles. In the 1970s, facing competition, the company was restructured under new leadership and diversified. It established a global supply chain network through the 1980s and 1990s, dispersing manufacturing across Asia and using IT to integrate suppliers. By 2002, Li & Fung had become a leading global supply chain manager and exporter of consumer goods.
McDonald's grew its brand using strategies from the Ansoff matrix, including market penetration, market development, product development, and diversification. To penetrate existing markets, McDonald's upgraded facilities, expanded hours, and customized menus to local tastes. It developed new markets by opening over 36,000 restaurants globally in 118 countries. McDonald's revamped menus to add healthier options and address obesity concerns. It also diversified into coffee shops, ice cream shops, and wedding services. McDonald's success stems from strong brand connections and relevant extensions that reduce risk for consumers.
This is our Principle of practices and management presentation which we gave in our pgdm program at srms ibs, lucknow. i would like to thnk our professor ekta mam and my group members
Costco's strategic vision is to provide customers with the best value at the lowest possible prices. Its mission is to continually provide members with quality goods and services at the lowest prices while treating people with respect. Costco pursues a low cost strategy by offering a limited selection of fast-selling products in bulk quantities and by aggressively pricing items lower than competitors. It focuses on satisfying customers to build loyalty rather than prioritizing shareholder profits. Currently, Costco is a mature company with over 55 million members and 567 warehouse locations globally.
Loblaw is Canada's largest grocery retailer, founded in 1919. It faces strategic challenges from the potential entry of Walmart into the Canadian grocery market. A PESTLE analysis found trends like rising double-income families and ethnic grocery shopping. Porter's 5 Forces revealed a mature industry with low margins, price sensitivity from consumers, and strong national brands. Loblaw has strengths like brand equity, fresh grocery expertise, and scale advantages that could be leveraged against Walmart's cost leadership strategy. The document considers strategies for Loblaw to either challenge or differentiate from Walmart.
Shoppers Drug Mart offers gift cards that can be used to purchase a wide variety of products available at their stores. Gift cards are available in denominations from $10 to $500 and never expire. They can be purchased in-store or online and make a great gift for birthdays, holidays, or any other occasion.
Walmart has developed an efficient supply chain management system that has allowed it to become the largest retailer in the world. It uses a hub and spoke distribution model with cross-docking to reduce inventory costs. Walmart invests heavily in technology like RFID and voice-order filling to streamline operations and inventory tracking. Strong communication networks allow it to collaborate closely with suppliers on forecasting and replenishment. These integrated systems and large purchasing volumes provide Walmart with competitive advantages in price and availability.
The document discusses the history and operations of Walmart, beginning with the origins of discount retailing in the US in the 1950s. It notes Walmart and Kmart's founding in the 1960s and their growth through innovations in the 1980s and 1990s with larger supercenter formats. The summary provides details on Walmart's operations as of 2003, including over 4,600 stores across the US, supply chain and distribution networks, merchandising and pricing strategies, and management practices emphasizing responsibility, control, commitment and strategic analysis that contributed to its success.
Coca-Cola is the largest beverage company in the world with over 3,500 products sold in over 200 countries. It employs over 146,000 people globally and has maintained over 50 consecutive years of profit growth. Coca-Cola utilizes social media platforms like Facebook, Twitter, Google+, and Pinterest to engage with customers, though it has had more success on Facebook and Twitter than other platforms due to not having a clear target audience. While Coca-Cola highlights environmental programs, it uses a large amount of water in producing its beverages.
McDonald's began in 1940 as a hot dog stand owned by the McDonald brothers in California. It was franchised nationally in 1955 by Ray Kroc and has since grown to over 35,000 outlets in 119 countries, generating $25.4 billion in annual revenues. McDonald's success is attributed to consistency, innovation, emphasis on quality and value. It has established itself as the world's largest fast food chain through targeted advertising, product localization, and affordable offerings. However, McDonald's faces health-related risks as consumers increasingly demand healthier options, as well as competitive threats from rivals offering more customization. To mitigate risks, McDonald's must continue innovating menus while maintaining brand values of quality, cleanliness, and service through controlled
This document summarizes a brand audit of McDonald's conducted in 2012. It examines McDonald's brand identity, operations, products, advertising, and challenges. McDonald's is the world's largest fast food chain with over 33,000 locations globally. In India, it is led by two franchise partners and has over 250 locations. The audit assesses McDonald's brand perceptions among internal and external stakeholders. It also reviews McDonald's efforts to respect local customs in India, such as offering only vegetarian items. However, the brand faces challenges from health concerns over its food and increasing competition from other fast food brands.
This is a part submission as a requirement of Internship under professor Sameer Mathur, IIM Lucknow. The case study of my choice is Mc Donald's. Chapter No 11, Marketing Mangement, Kotler et al.
The document provides an overview of Walmart's history, operations, strategies for international expansion, and lessons learned. It discusses Walmart's vision, mission, and goals, as well as its business model, value chain, and key competitive advantages. Regarding internationalization, the document examines Walmart's reasons for expanding abroad, entry decisions, examples of success in Mexico and Canada, and failures in Germany and India. Overall, the document analyzes Walmart's path to becoming a global retailer and identifies factors for successful international transfer of core competencies.
Wal-Mart has highly efficient supply chain management processes that have contributed to its success. It procures goods directly from manufacturers, uses its own large fleet of trucks to distribute goods quickly from warehouses to stores, and closely monitors inventory levels using advanced technology like RFID. Wal-Mart was also an early adopter of RFID technology, requiring major suppliers to implement it to provide real-time tracking of products throughout the supply chain. This allows Wal-Mart to keep costs low and ensure stocked shelves.
This document summarizes a presentation about the BCG matrix, a tool for portfolio analysis and business strategy. It describes the components of the BCG matrix, including cash cows, stars, question marks, and dogs. It also discusses how to measure relative market share and market growth rate to analyze products on the matrix. Finally, it provides examples of products mapped to the BCG matrix and strategies for different portfolio positions, such as building question marks into stars or harvesting cash from dogs.
1) McDonald's is one of the most powerful brands in the world with over 32,000 restaurants in 117 countries.
2) In India, McDonald's plans to expand to tier 2 cities and double its turnover within 3 years, currently holding an 18% market share in North India.
3) McDonald's was founded in 1937 in California and became a franchise under Ray Kroc in 1954, known for its low-cost supply chain and extensive promotion strategies using advertising and co-branding partnerships.
This document provides an overview of McDonald's distribution channels in India. It discusses how McDonald's entered the Indian market through joint ventures. It then outlines some of McDonald's innovations and focus on quality, service, cleanliness and value. The document also describes McDonald's local sourcing practices in India. Finally, it discusses the benefits of intermediaries in distribution channels and some considerations for small businesses in selecting distribution channels.
McDonald's has a global supply chain to provide consistent food products to its over 31,000 restaurants in more than 100 countries. In India, McDonald's implemented a "Cold Chain" supply chain using temperature-controlled distribution to source and deliver fresh ingredients from local suppliers. Key aspects of McDonald's India cold chain include 38 long-term local suppliers, refrigerated transportation of ingredients, and small storage windows to minimize waste and ensure product freshness.
Varun Beverages Limited holds franchise rights for PepsiCo in India to manufacture and bottle Pepsi products. It is the second largest franchisee of PepsiCo worldwide outside of the US. The company produces carbonated soft drinks and non-carbonated beverages under PepsiCo brands. It has 21 production facilities and a robust supply chain network. Varun Beverages focuses on employee training and CSR activities related to education, healthcare, and the environment.
The document discusses the management practices of Coca-Cola, including an overview of the company's history, leadership team, product lines, financial performance, strategic planning approaches, human resources philosophy, and commitment to corporate social responsibility through initiatives focused on areas like health, packaging, water stewardship, and climate change. It provides details on Coca-Cola's mission, values, goals, and strategies for leading in the beverage industry and continuing to strengthen its brand portfolio.
LI & FUNG – THE GLOBAL VALUE CHAIN CONFIGURATORAniket Joshi
Li & Fung began in 1906 in Guangzhou, China trading goods between China and the US. It expanded to Hong Kong in the 1940s and focused on trading textiles. In the 1970s, facing competition, the company was restructured under new leadership and diversified. It established a global supply chain network through the 1980s and 1990s, dispersing manufacturing across Asia and using IT to integrate suppliers. By 2002, Li & Fung had become a leading global supply chain manager and exporter of consumer goods.
McDonald's grew its brand using strategies from the Ansoff matrix, including market penetration, market development, product development, and diversification. To penetrate existing markets, McDonald's upgraded facilities, expanded hours, and customized menus to local tastes. It developed new markets by opening over 36,000 restaurants globally in 118 countries. McDonald's revamped menus to add healthier options and address obesity concerns. It also diversified into coffee shops, ice cream shops, and wedding services. McDonald's success stems from strong brand connections and relevant extensions that reduce risk for consumers.
This is our Principle of practices and management presentation which we gave in our pgdm program at srms ibs, lucknow. i would like to thnk our professor ekta mam and my group members
Costco's strategic vision is to provide customers with the best value at the lowest possible prices. Its mission is to continually provide members with quality goods and services at the lowest prices while treating people with respect. Costco pursues a low cost strategy by offering a limited selection of fast-selling products in bulk quantities and by aggressively pricing items lower than competitors. It focuses on satisfying customers to build loyalty rather than prioritizing shareholder profits. Currently, Costco is a mature company with over 55 million members and 567 warehouse locations globally.
Loblaw is Canada's largest grocery retailer, founded in 1919. It faces strategic challenges from the potential entry of Walmart into the Canadian grocery market. A PESTLE analysis found trends like rising double-income families and ethnic grocery shopping. Porter's 5 Forces revealed a mature industry with low margins, price sensitivity from consumers, and strong national brands. Loblaw has strengths like brand equity, fresh grocery expertise, and scale advantages that could be leveraged against Walmart's cost leadership strategy. The document considers strategies for Loblaw to either challenge or differentiate from Walmart.
Shoppers Drug Mart offers gift cards that can be used to purchase a wide variety of products available at their stores. Gift cards are available in denominations from $10 to $500 and never expire. They can be purchased in-store or online and make a great gift for birthdays, holidays, or any other occasion.
MANA 695O - Corporate Governance - Loblaw Casemarhenbun
This case was presented in the summer of 2010 for the Corporate Governance course at JMSB. Presented a case on Loblaw company to recommend to the Concordia University Pension Fund to either invest or not invest in Loblaw.
Loblaw Companies Limited is Canada's largest food retailer who was facing challenges in their supply chain related to transportation, warehousing, and forecasting/replenishment. They partnered with Accenture to transform their supply chain through a multi-phase project. Accenture helped design and deliver new capabilities including streamlining transportation management, implementing warehouse management software, and developing an integrated forecasting/replenishment system. The transformation improved Loblaw's supply chain performance and ability to serve customers.
The merger of Loblaws and Shoppers Drug Mart will create Canada's largest retail company with over 2300 stores. The key motivations for the merger were to gain access to Shoppers' prime downtown locations, increase market power to better compete against large American retailers, and achieve economies of scale. The merger was approved by regulators and Shoppers shareholders. It is expected to benefit customers through more products and loyalty programs, and investors through increased market value and returns.
The document summarizes the history and redevelopment of Birmingham City Centre in the UK. It describes how the Bullring shopping centre declined through the 1980s but was redeveloped in the early 2000s at a cost of £500 million, including new shops, restaurants, and parking. This helped attract businesses and visitors back to the city centre and create over 8,000 jobs. Other developments like the Mailbox, International Convention Centre, and new apartments further boosted the economic revival of Birmingham City Centre.
Micheal Porter On Competitiveness And The RegionAnindita roy
The document summarizes Professor Michael Porter's work on regional competitiveness. It discusses how productivity determines a region's standard of living and depends on the value and efficiency of production. Regions compete by offering productive business environments through public and private sector collaboration. Productivity results from firm strategy and rivalry within supportive industry clusters that provide specialized inputs, sophisticated demand, and opportunities for upgrading to more advanced business activities.
- The document summarizes Professor Michael Porter's presentation on competitive advantage and competitiveness at the national, state, and regional levels.
- Porter discusses how competitive advantage used to be thought of as residing inside companies, but now also resides in the locations companies are based in through cluster participation.
- Globalization is changing the nature of competition, increasing knowledge intensity and the importance of service functions over manufacturing. Improving national competitiveness is essential for prosperity.
Toyota is a large, global automotive manufacturer known for its Toyota Production System and "just in time" approach. It employs over 300,000 people worldwide and produces over 200 million vehicles. Toyota focuses on continuous improvement through lean manufacturing and eliminating waste. It partners closely with suppliers and uses kanban systems and milk runs to efficiently deliver parts. While Toyota has a strong supply chain, recalls in recent years highlighted dependencies that put strain on the system during problems.
This document provides an analysis of Shoppers Stop located in Andheri, Mumbai. It discusses Shoppers Stop's vision, history, expansion across India, target customer profile, range of merchandise including clothing brands and private labels, loyalty program, international affiliations, acquisitions, supply chain management and future plans to position itself as a global retailer. It also includes a SWOT analysis of Shoppers Stop Andheri, highlighting strengths such as a strong domestic presence and loyal customer base, and weaknesses such as lesser promotional strategies compared to global competitors.
Michael Porter developed the Five Forces model for analyzing industry competition and profitability. The five competitive forces are: 1) rivalry among existing competitors, 2) threat of new entry, 3) threat of substitute products, 4) bargaining power of suppliers, and 5) bargaining power of buyers. The model helps evaluate an industry's attractiveness by examining the strength of each force and impact on profitability. Determinants that influence the competitive forces are also identified such as barriers to entry, supplier/buyer concentration, and product differentiation.
Toyota has an integrated supply chain management system to ensure the right product reaches the right customer at the right time. They organize suppliers into tiers and encourage cooperation. Toyota develops long-term relationships with suppliers and focuses on gradual improvement rather than price negotiations. They apply lean manufacturing principles and continuous improvement to produce high quality vehicles with low costs and short lead times. Toyota's distribution system involves multiple sales channels and dealerships to effectively market and sell vehicles worldwide.
Missing pointsAnalyzes the transportation strategy of the comIlonaThornburg83
Missing points:
Analyzes the transportation strategy of the company using examples of the various transportation modes to support the effectiveness of moving products from factories to customers.
Explain: you were able to elaborate on basic transportation, leaving behind inventory and distribution. You need to explain the transportation strategy of the company, which is directly related to their agreements with carriers, and the processes stemming from S&Op..
Analyzes the global challenges that the company faces in its supply chain and discusses risks and associated strategies to minimize the risks.
Explain: it is important to take into account one important factor describing the economic and political factors that can impact the company’s transportation network. Some of these factors are customs, trade compliance and bottleneck in the supply chain. Also, do not forget competitors such as Walmart, Target and Aibaba. Please further explain "market flux" and the risks associated with it.
Analyzes the economic and political factors that can impact the company’s transportation network and relates to future improvements.
Explain: mportant to describe the role of demand forecasting plays in the organization's supply chain strategy including S&Op, and how large is the impact on inventories and the lead time of the supply chain.
Analyzes the role demand forecasting plays in the company's supply chain strategy and supports the analysis with ways to manage challenges of forecasting in times of uncertainty.
Explain: you described the role demand forecasting and missed out on what is the impact in company's supply chain strategy and does not explain its significance or impact. Important to analyze the role demand forecasting plays in the company's supply chain strategy and supports the analysis with ways to manage challenges of forecasting in times of uncertainty.
Analyzes how pricing promotions are used to change demand through relevant examples that demonstrate this strategy.
Explain: you somewhat explained how pricing promotions (such as free shipping) are used, but does not connect the explanation to change demand.
WHOLE FOODS, whole people
Whole Foods Market is the largest natural food retailer in the world with more than 360 stores and approximately $12 billion in annual sales. With operations located primarily in the United States and also in Canada and the United Kingdom, Whole Foods sells natural and organic food products that include produce, meat, poultry, seafood, grocery products, baked and prepared goods, many drinks such as beer and wine, cheese, floral products, and pet products. The origin of the company dates to 1978 when John Mackey and his girlfriend used $45,000 in borrowed funds to start a small natural food store then named SaferWay. The store was located in Austin, Texas. John and his girlfriend lived in the space over the store (without a shower) because they were “kicked out” of their apartment for storing food pr ...
Coverage 4
Marketing, Sales, & Channel Management
The biggest goal for a distribution channel is to create a product that is easily available to the customer who wish to buy the merchandise. In the consideration of consumer goods, two conditions of availability should be thought-through. First, attain the wanted standard of coverage in the conditions of the appropriate retail outlets. For this reason, retailers vary in their sales volume and manufacturers have to consider the importance of all retailers on the grounds of their chunk of transactions inside the stock category. For example, a bundle of edible material may be stocked by only 40 percent of the districts food stores. However, there may be 70 percent of all commodity volume (ACV) because it is controlled mainly through the supermarkets accounting for a great amount of the mass sales of the products. Second element to consider about availability for consumer goods is the products location inside the store. One approach to gauge performance in this area is the percentage of accessible shelf or display room committed to a brand, carried by the significance of the store.
Let’s use industrial products, for determining channel performance through the wholesale stage for consumer products. Appropriate concerns of availability are whether the industrial customer or retailer has the time to make a purchase and acquire the merchandise while it is desired. Now we have a question of the adequacy of market coverage. Companies can evaluate coverage by weighting out how frequently customers in an area are selected by business or distributor sales representative and by the period required to fulfill and transport an order (i.e., order cycle time). Cycle time procedures are especially important when retailers can buy their demands directly from a corporations Web site, or through a linked manufacturer via a computerized system.
Product availability is a vital goal for every distribution channels. The convenient level of availability fluctuates with the features of the merchandise and the desired customers, particularly the merchandises significance to the customers and the output of time and work they will exhaust to attain it. For example, customer convenience goods, like packaged goods and health products, require urgent availability because nearly all customers are reluctant to dedicate a great deal of effort to obtain a certain brand. While urgent availability is barely critical for exclusive and essential merchandise, like customer specialty goods or important industrial supplies and installations.
Market and competitive elements also determines a company’s ability to bring a desired degree of availability for its merchandise. When demand is short or while the brand possesses a tiny relative share of the entire market, wholesalers or retailer’s eager to display it may be tough to find. The company may have to provide added incentives and inducements to manage a fair degree of.
UpTown Swirl Business Plan 1 BUS 559 – Dr. Andr.docxjessiehampson
UpTown Swirl Business Plan 1
BUS 559 – Dr. Andrea Banto
Week 10 Assignment 4: UpTown Swirl Business Plan
By: Deborah Hughes
March 16, 2020
UpTown Swirl Business Plan 2
Table of Contents
1.0 Executive Summary ...................................................................................................... 3
2.0 Company Description ................................................................................................... 5
3.0 Industry Analysis and Trends ...................................... Error! Bookmark not defined.
4.0 Target Market.............................................................................................................. 13
5.0 Competition................................................................................................................. 23
6.0 Strategic Postion and Risk Assessment ....................... Error! Bookmark not defined.
7.0 Marketing Plan and Sales Strategy .............................. Error! Bookmark not defined.
8.0 Operations Plan ............................................................ Error! Bookmark not defined.
9.0 Technology Plan .......................................................... Error! Bookmark not defined.
10.0 Management and Organziation Plan .......................... Error! Bookmark not defined.
11.0 Ethics and Social Responsibility Plan........................ Error! Bookmark not defined.
12.0 The Financials ............................................................ Error! Bookmark not defined.
UpTown Swirl Business Plan 3
1.0 Executive Summary
UpTown Swirl Business Plan 4
2.0 Company Description
Uptown Swirl is a unique company that aims to provide organic products to the
consumers who are health conservative in nature and wants to provide frozen yogurt,
milkshakes, and bite-size desserts. This is a competitive market as there are already exiting firms
in the market with similar products to offer. Uptown Swirl would be known to provide various
variety of non-alcoholic food products such as frozen yogurt, milkshake, and quick-bite dessert
UpTown Swirl Business Plan 5
(Berberich et al. 2016). This would be meant to attract most customers as the milkshake and
yogurt would be made from fresh ingredients (Wilson et al. 2016).
The significance of the name itself conveys a message concerning the products we deal
with and to be of the best quality (Burns et al. 2016). The name also tries to give customers a
particular class by them being associated with the frozen yogurt, milkshake, and quick-bite
dessert. This would give this product a competitive advantage from the other companies that also
deal with frozen yogurt, milkshake, and quick-bite dessert (Wilson et al. 2016).
The company's primary aim is giving consumers non-alcoholic products so as the
customers’ needs can be fulfilled (Berberich et al. 2016). This ensures that there is saf ...
ORGANIZATION DEVELOPMENT IMPLEMENTED IN STARBUCKSIndiran K
Starbucks has implemented various organization development initiatives to become more environmentally sustainable and socially responsible. Some key initiatives include committing to source coffee ethically and reduce environmental impact through initiatives like using 25% less energy by 2015 in company stores. However, Starbucks faces challenges meeting some of its aggressive sustainability goals due to issues like infrastructure limitations. Starbucks' social responsibility efforts also provide opportunities like attracting employees who share its values and enhancing its brand image with consumers.
The Butler Way Pharmacy will be a collaborative community pharmacy located in a new retail space on Butler University's campus. It will offer prescription medications, convenience items, clinical services like immunizations, and pilot innovative programs. As part of the collaboration between Walgreens and Butler University's College of Pharmacy, it aims to be a center for experiential education and community outreach while breaking even within 4 years. The pharmacy targets Butler students and faculty, as well as nearby residents, with convenient location and services guiding customers toward health and wellness.
Running head BUSINESS PLAN1BUSINESS PLAN2Operation .docxjoellemurphey
Running head: BUSINESS PLAN
1
BUSINESS PLAN
2
Operation Management
Vernette Nathan
Strayer University
Dr. Sandra R. Bryant
Bus 599
30 November 2015
Name and significance
Luxury Beverage Company is one of the many exclusive licensed distributors of energy drinks. The Upscale Beverage is one of its products, which has gained utmost significance and popularity among other non-alcoholic drinks (Bohm, 2010). The company’s head office is situated in Durban, South Africa. This is a privately held company founded in 2010 with a capacity of 100 employees in each of its branches. I have chosen an upscale beverage, putting into consideration three major reasons. These reasons make the company highly significant amongst the entire population it serves and more so, to stay ahead of its competitors first, being a new product; most consumers are eager to try it. Secondly, the organization is well known for its good public image and above all, its expertise in producing energy drinks over the years (Hartline, 2002). Finally, for the case of Upscale Beverage, the name itself suggests a completely elevated product, which attracts a majority of consumers. The major aim is to offer quality products for its customers and more so, ensure that market gaps are well filled for the sake of customer satisfaction.
Mission statement and future growth rate
Luxury Beverage Company has a profound mission statement, which stands by three major descriptions;
a) To refresh the entire world with the mind, body and spirit.
b) To be an inspiration especially in moments of optimism and more so, create happiness through the company’s brands and actions.
c) To create exquisite value and make a difference in the beverage industry.
Basing consideration on competitors in the beverage industry at large, Luxury Beverage Company has to come up with strategies that will in turn provide the organization a better position in the industry. There have been numerous market entrants into the beverage industry over the past two years. Competitive advantage is desired by al organizations. Therefore, the Upscale Beverage has to be considered one of the best in the industry, for Luxury Beverage Company to have a competitive advantage. With such a trend, it is evident that the organization may be successful only it sufficient strategies are formulated and more so, in the event that formulated policies are sufficiency implemented.
Strategic position
Strategic positioning entails the development of intended objectives and specific and applicable approaches to situations that are most likely to occur within the organization operations and other activities. The Luxury Beverage Company is specific in its goal alignment and formulation of policies within the consumer goods market. Considerable steps have been taken to ensure that communication to personnel is prioritized and more so, that the firm and personnel in general are operating towards the firm's stated goals and objectives. To distinguis ...
This due diligence report provides an overview of Whole Foods Market, Inc. as of June 2012. It summarizes Whole Foods' corporate profile, strategy, management culture, industry, competitors, risks, legal matters, and financial position. Key points include:
1. Whole Foods operates 311 grocery stores in the U.S., Canada, and U.K., focusing on natural and organic products. It sees potential for expansion in new markets.
2. The company employs a decentralized leadership model with collective decision making. It aims to bring health and quality products to local communities.
3. Competition in the grocery industry is increasing, particularly from large retailers launching their own natural/organic lines. Whole
This document summarizes an upcoming health fair called the Labor Health & Benefit Fair. It will be held on March 28, 2015 at the Minneapolis Convention Center. The fair will have over 90 booths on health topics, free health screenings, demonstrations on healthy cooking and first aid, food shelf collections, and a kids zone. Attendees can win free tickets to the Midwest Sportsman's Show. The goal is to provide a fun and educational event for union members and their families on healthy living.
This letter from Team 8 transmits their analysis of the supermarket and grocery retailing industry to various managing partners at Copeland Associates, describing their examination of the overall industry, Whole Foods Market, and The Fresh Market, concluding that Whole Foods is currently better positioned for sustainable growth based on an evaluation against key success factors.
Structure outline for Toyota Airbags Defect Case Study1. .docxjohniemcm5zt
Structure outline for Toyota Airbags Defect Case Study
1. Introduction
Explanation of stakeholders’ theory and its relevance to the case under study
2. The case
2.1 Context
Facts of the case:
What? Toyota Motor Sales is recalling approximately 247,000 cars
Which cars are included in the recall?
When are they recalling?
In which areas are they recalling the cars from?
Why are they recalling?
History: has there been any other case of cars recall by Toyota?
2.2 Data
From Toyota’s website, under section of Press Room (Press Releases)
Takata’s official statements
2.3 Methodology
Manner of urgency of call, if any
How is Toyota dealing with customer complaints?
Customer reviews
What techniques did they adopt in recalling?
3. Findings
What part of the airbag defect situation did Toyota own up and what part did they put blame on
Takata?
Meetings of Toyota and Takata with other officials involved
How have other stakeholders helped Toyota in this situation of crisis or made it worse?
Which ethical codes did Toyota abide by in recalling?
Have there been instances when Toyota recalled cars late and suffered losses? Did it learn lessons
this time?
4. Conclusion
What features and elements of the stakeholders’ theory got implemented in this case?
History
1971 - Starbucks begins as roaster and retailer of whole bean and ground coffee, tea and spices in Seattle, Washington
Founded by Gordon Bowker, Jerry Baldwin, and Zev Siegl. They named it Starbucks after the first mate from the book Moby Dick
1982 - Howard Schultz joins company in as director of marketing
1983 - Schultz visited Milan brings back idea of traditional Italian coffee houses to America, but the idea was not developed by the owners
1985 - Schultz started his own coffee house II Giornale Coffee
1987 - Schultz purchases Starbucks (6 stores) to combined with his coffee house and begins to expand stores in America.
1996 - expands in the international market
2014 – 20,000 stores in 65 countries
Background
Stakeholders
Shareholders
Employees (Partners)
Customers
Communities
Suppliers
Social Responsibility
Every store is part of a community, and they take responsibility to be good neighbors seriously.
Community
Ethical Sourcing
They are committed to offering high-quality, ethically purchased and responsibly produced products.
Environment
Minimizing environmental footprint and inspiring others to do the same.
6
Business Ethics and Compliance
Starbucks believes that conducting business ethically and striving to do the right thing are vital to the success of the company
Business Ethics and Compliance is a program that supports Starbucks Mission and helps protect their.
National Foods Limited is a Pakistani food manufacturing company with four industrial units that produces a variety of food products. The company was selected for an ERP implementation project due to its size, established processes in the food industry, and availability of information. To implement the ERP system, National Foods will need to align their business processes to the ERP software by filtering out unnecessary processes and practices to simplify tasks. Some challenges of ERP implementation include decision making, ensuring standard quality, adequate training, integration issues, and resistance to change. Benefits of ERP for National Foods include improved efficiency, standardization, scalability, reduced silos, and safe information access.
Want help for writing Business Environment Assignment ? Global Assignment Help provides best assignment writing services by highly qualified experts at affordable price.
BUSS325 – Global Management Final Exam Directions This.docxRAHUL126667
BUSS325 – Global Management
Final Exam Directions
This Assessment is worth 15% of your overall grade
Completing this Assessment (Final Exam Part 1) will help you to:
Course Outcomes:
1. Identify cultural differences between other countries and social institutions that are
transacting business internationally.
2. Describe the strategies necessary to become a participant in global business.
3. Examine the organizational structures of international companies.
4. Compare domestic and international business ethics and social responsibility.
Program Outcomes:
1. Apply contemporary knowledge and skill sets to work effectively in the business
community.
2. Display a working knowledge of strategic business applications, evaluative techniques,
and management processes as well as the role business plays in a global economy.
3. Demonstrate sensitivity to and appreciation for ethical issues and deport themselves in
ethical manner at all times.
Institutional Outcomes:
1. Information Literacy and Communication - Utilize appropriate current technology and
resources to locate and evaluate information needed to accomplish a goal, and then
communicate findings in visual, written and/or oral formats.
2. Relational Learning - Transfer knowledge, skills and behaviors acquired through formal
and informal learning and life experiences to new situations.
3. Thinking Abilities - Employ strategies for reflection on learning and practice in order to
adjust learning processes for continual improvement.
Deadline:
The Final Exam will consist of two parts. Part 1 will be a Case Study, and Part 2 will be an
assessment in Week 7.5.
Final Exam Due Date
Upload and submit your Final Exam Part 1 Case Study Week 7
Complete Final Exam Part 2 assessment. Week 7.5
Directions:
Read the following Case Study and respond to the items below.
Case Study: Whole Foods Market
Customers entering a Whole Foods store are greeted with a visual feast: bright red peppers and
glossy green avocados in a colorful collage. “Beauty is an important part of pleasure and how
we interpret the food experience,” says Whole Foods Market founder and CEO John Mackey.
“We seduce the customer with produce.”
Offering beautiful produce and other fresh, natural, and often organic foods is the foundation of
Whole Foods. The health food store Mackey started in Austin, Texas in 1978 has grown into a
leading natural foods supermarket chain, with nearly 900 stores and $9 billion in yearly sales. It
has helped create a $15 billion industry.
Throughout its growth, Whole Foods has honed and retained its culture, which is based on a
commitment to simple, healthy food and environmental sustainability. The company values and
strives to satisfy all its stakeholders: customers, employees, community members, suppliers, and
the shareholders who have invested in its stock. Whole Foods views itself as an alternative to the
usual business ...
This marketing plan summary provides an overview of a new venture called 365 that aims to launch a chain of stores solely focused on Whole Foods Market's (WFM) 365 Everyday Value Brand. The plan outlines 365's goals to successfully launch its first store in Cambridge, Massachusetts in Q4 2016 and expand in 2017. Key elements of the plan include segmenting the target market as young, health-conscious consumers; analyzing competitors and positioning 365 as offering quality products at affordable prices with excellent customer service; and establishing marketing objectives to achieve sales goals by attracting valued WFM customers and leveraging positive word of mouth. The financial plan projects initial annual sales of $36.8 million, expenses of $36.2 million, and
Starbucks has built a strong global presence with over 22,000 stores in 67 countries. However, new trends toward healthier, more transparent foods threaten Starbucks if they do not adapt. While Starbucks enjoys brand loyalty and consistent products, concerns over food quality and high prices compared to competitors pose weaknesses. Expanding into tea, consumer goods, and healthier options could strengthen Starbucks against threats like declining coffee prices and growing home coffee consumption. Adaptation will be key for Starbucks to secure future growth amid changing consumer preferences.
Coca-Cola Company Background Information, Suppliers, Stakeholders and Busines...PATRICK MAELO
This document provides an overview of Coca-Cola's business strategies, stakeholders, communication strategies, image, identity, reputation, and various other strategies. It discusses Coca-Cola's stakeholders which include customers, suppliers, creditors, civil society, government agencies, owners, and employees. It also outlines Coca-Cola's integrated communication strategies using tools like sales promotion, advertising, sponsorship, social media, and direct marketing. The document discusses Coca-Cola's image, identity, and reputation as well as its advertising, corporate social responsibility, media relations, internal communication, investor relations, and government relations strategies.
This document provides a comparative study of the supply chains of PepsiCo and Coca-Cola. It discusses the supply chain processes of both companies. Coca-Cola manufactures syrup concentrate which is then distributed to bottlers who produce the finished beverage. PepsiCo procures raw materials and manufactures products in its own facilities which are then distributed. The document identifies problems these companies face and provides a comparative performance analysis. It concludes with suggestions for improving managerial processes and supply chain performance.
Stiff competition, evolving consumer preferences and a challenging organic growth environment are driving many food retailers to consider strategic alternatives, including M&A, in order to optimize capital allocation and growth opportunities.
Sprouts Farmers Market provides a summary of their investor deck which outlines their business strategy and financial performance. Key points include:
- Sprouts offers fresh, natural and organic foods at affordable prices, appealing to a broad customer base. They have significant room for growth through new store openings.
- The company has a differentiated go-to-market strategy of focusing on produce and creating a comfortable shopping environment. This drives strong and consistent sales growth across existing stores.
- Financial targets include annual unit growth of 14%, comparable store sales growth of 6%+, and net income growth of 20%+ through new store openings and margin expansion in existing stores.
Running head WALMART CHICKEN BITE1WALMART CHICKEN BITE8.docxrtodd599
Running head: WALMART CHICKEN BITE 1
WALMART CHICKEN BITE 8
Walmart Chicken Bite
Ethics, Corporate Culture & Social Responsibility
Southern New Hampshire University
September 16, 2018
Abstract
Wal-Mart is international company that has been able to establish itself successfully largely through diversification. The company has expanded to 14 different countries across the international market. Its success is mainly attributed to fact that the company values its customer and believes that the customer is the most important entity of this company. As the largest retailer in the world, the company has been able to live according to its mission statement, vision statement and its core values. Like many other institutions, Walmart strives to achieve its strategic competitiveness and stay ahead of competitors. However, both external and internal environmental aspects influence this goal. The comprehension of the conditions in the outside environment that a company establishes through analysis of its environment is paired with knowledge regarding its interior structure to form the foundation for creating the company’s visions, mission and execution of its strategic actions. In lieu of this, the fast foods firm has noted several factors in relation to long queues, stiff completion and changes in consumer behavior that influence profitability as well as trends in social responsibility that affect the business. Ethics impact largely on corporate strategy and decision-making at Wal-Mart. The need to eliminate the negative implications on employee treatment based on poor wage allocation and health issues is high for Wal-Mart. The kind of work ethics that an organization introduces largely determines work performance and output of employees. In coming up with right ethical procedures by drawing a good code of conduct, Wal-Mart will transform the negative perception that has previously been created. This includes incorporating respect, fair treatment, proper remuneration and corporate social responsibility in the corporate strategy. Effective management of any business requires proper decision-making, which determines the success of the company. Although many businesses face a great challenge in making the right decisions, some companies have experienced remarkable growth due to the good decisions they made. In the case of Walmart Chicken Bites, proper decision-making will be integral in helping the business realize its desired objectives. This includes establishment of clear mechanisms that include proper management, communication, and confirmation of decision implementation.
Introduction
It is important for company to include in their strategies elements of corporate social responsibility based on how they prepare for trends in corporate culture and social responsibility. The fast food industry has been largely dynamic in the last five decades. Initially, consumers were more focused on the delicious and timely meals prov.
2. 1
Table of Contents
Executive Summary ....................................................................................................................2
Introduction ................................................................................................................................3
Company Background.............................................................................................................3
Mission ...................................................................................................................................3
Core Values.............................................................................................................................3
Environmental Analysis ..............................................................................................................4
Internal Environment...............................................................................................................4
Competitive Internal Conditions ..........................................................................................4
Supply Chain.......................................................................................................................5
Seasonality..........................................................................................................................5
External Environment..............................................................................................................5
Sustainable Sourcing ...........................................................................................................5
Offshore Sourcing ...............................................................................................................6
Food Safety.........................................................................................................................6
Sustainable Sourcing Strategy .............................................................................................7
Emerging Issues ..................................................................................................................7
General Overview of Distribution Operation at WDC .................................................................8
Winnipeg Distribution Centre (WDC) .....................................................................................8
Organizational Analysis ..........................................................................................................8
Inbound Goods or Receiving ...............................................................................................8
Outbound Goods or Delivery...............................................................................................9
Quality ..............................................................................................................................10
Inventory...........................................................................................................................11
Capacity............................................................................................................................12
Distinctive Competence.....................................................................................................12
Problems and Recommendation ................................................................................................12
Summary and Conclusion..........................................................................................................14
Appendix ..................................................................................................................................15
Figure 1 – Milestones............................................................................................................15
Figure 2- Loblaw’s banners and Brand names .......................................................................17
Figure 3 - Impact...................................................................................................................18
Figure 4 - Organization Chat .................................................................................................19
Work Cited............................................................................................................................20
3. 2
Executive Summary
This study was conducted to examine the operation function of Loblaw’s Winnipeg Distribution
Centre (WDC), specifically to investigate, how service is generated and delivered to their
customers. The Winnipeg Distribution Centre supplies products to Real Canadian Superstores,
Extra Foods, No-Frills and Real Canadian Wholesale Club in Manitoba. As supply Chain
consists of flows and transformations from simple raw material to purchase of end products by
consumers, these activities require logistical support like storage of finished goods, consolidation
of orders and transportation. Loblaw’s Winnipeg Distribution Centre plays vital role in
coordinating all these activities.
At corporate level, acquisition of Shoppers Drug Mart has significant impact on supply chain of
the organization. Grocery distribution centre process large multi-temperature store orders of dry
grocery, produce, fresh meat, frozen food, dairy product, general merchandise and health and
beauty product. The majority, eighty percent (80%) of the product shipped in full case format
meaning that the product are shipped in the same cases as it is received from the supplier with
the exception of some general merchandise and health and beauty product which constitute
twenty percent (20%) of the supplies. On the other hand retail drug distribution is exactly the
reverse of grocery distribution, where only twenty percent (20%) of products are shipped in full
cases and the remaining eighty percent (80%) are shipped in split cases.
Loblaw’s plan to standardize operations of its distribution centre is facing few hurdles. Since,
what is good practice for one location or facility is not necessarily the best practice for another
facility, besides local laws and Collective Bargaining Agreements (CBA) are some of the hurdles
in standardization of Distribution Centres.
Furthermore, grocery distribution centres are designed to support high volume multi-temperature
full case product delivery, whereas retail drug store also ship full cases, but they have material
handling systems designed to support split case picking. Though, Shoppers Drug Mart and its
distribution is out of scope of this study but it is taken into consideration because of its
significance on overall supply chain of the organization.
4. 3
Introduction
Company Background
Loblaw Companies Limited is formally incorporated in 1956 (See Appendix Figure 1) with the
acquisition of Loblaw Groceterias (Established 1919) in Ontario and Loblaw Inc. (Established
1924) in the United States is Canada’s food and pharmacy leader, Canada’s largest retailer, and
the majority unit holder of Choice Properties Real Estate Investment Trust. Loblaw provides
Canadians with grocery, pharmacy, health and beauty, apparel, general merchandise, banking,
and wireless mobile products and services. With more than 2,300 Corporate, Franchised and
Associate-owned locations, Loblaw, its franchisees and Associate-owners employees
approximately 192,000 full-time and part-time employees, makes it one of Canada’s largest
private sector employers.
Loblaw has more than 1,050 grocery stores that span the value spectrum from discount to
speciality, full-service pharmacies at more than 1,250 Shoppers Drug Mart and Pharmaprix
locations and more than 500 Loblaw locations, no fee banking with PC financial, Joe Fresh
fashion and family apparel, and three of Canada’s top consumer brands in Life Brand, no-name
and President Choice. (See Appendix Figure 2)
Through the PC Plus and Shoppers optimum loyalty programs, one in every three Canadians is
rewarded for shopping with the company.
Mission
Be Canada’s best food, health and home retailer by exceeding customer expectations through
innovative products at great prices. Driven by responsibility to:
Respect the Environment; Source with Integrity; Make a Positive Difference in Our Community;
Reflect Our Nation’s Diversity; Be a Great Place to Work.
Core Values
Company’s Values clarify what is important in organization, and guide its behaviour and
decision making.
5. 4
CUSTOMERS matter most
RESPECT each other
Getting BETTER every day
Care for COMMUNITY and environment
Environmental Analysis
The Company employs environmental risk assessments and audits, using internal and external
resources together with effective employee awareness programs throughout its operation
locations.
Internal Environment
Loblaw carries on business in the food distribution industry by operation across Canada through
company owned store (“corporate store”), franchised independent stores (“franchised stores”),
and associated stores and by servicing independent accounts. The Company has developed a
highly successful line of control label products and services which are sold or made available in
corporate stores, franchised stores and associated stores and are available on a limited basis to its
independent account customers.
Competitive Internal Conditions
The food distribution industry in Canada is a changing and competitive market. Consumer needs
drive changes in the industry, which is impacted by changing demographic and economic trends
such as changes in disposable income, increasing ethnic diversity, nutritional awareness and time
availability. In a word, consumers have demanded more quality, value and convenience.
The Company’s focus is on new store growth, expansion of departments and services and the
renewal of the existing store base, while controlling operation costs and through the
rationalization and centralization of certain functions. This allows performing well in an
increasingly competitive market, which is continuously evolving with the addition of warehouse
clubs, the growth of discount food formats and the increasing marketing of food by mass
merchandisers and other specialty retailers. Another competitive advantage is its quality control
6. 5
program, which promotes customer loyalty and allows pricing flexibility with respect to national
brands.
Supply Chain
Loblaw’s’ supply chain and distribution group is responsible for the flow of goods and
information between its vendors and suppliers and the warehouses and distribution centres and
ultimately to its stores. In some cases certain goods flow directly to the stores from the vendors
as they delivery directly to the stores rather than to the warehouse, ensuring optimal usages of
the supply chain and distribution network. The DC system allows the Company to response
quickly to changing market conditions in a manner that provides the highest level of service and
optimal inventory levels at the lowest possible cost.
The Company continuously evaluates its methods of distribution including its relationship with
vendors and suppliers, technology, facilities and modes of transportation including its own
trucking fleet and the use of third party common carriers, railway and ship.
Seasonality
Loblaw’s operation, specifically inventory levels, sales volume and product mix, are impacted to
some degree by certain holidays periods in the year especially for food items. As the Company
expands its offerings of non-food items, it increases the number of seasonal products offered,
therefore, its operation is subjected to more seasonal fluctuations.
External Environment
Sustainable Sourcing
Climate change, population growth and human activity are putting enormous strain on land,
water and biodiverstiy resources – in Canada and around the world. By sourcing sustainability,
Loblaw aims to conserve their resources and improve their supply chains. Its strategies and
processes continously evolve with changing consumer expectations, regulatory requirements and
emerging risk and opportunities. Loblaw commitments drive change in the retail industry and it
takes that responsibilty very seriously.
7. 6
Offshore Sourcing
Loblaw took strong action in the wake of the 2013 collapse of the Rana Plaza complex in Savar,
Bangladesh, by committing $5 million in relief efforts and increasing the standards of its
building fire and safety assessments for factories producing its products.
It is also the first Canadian signatory to the Bangladesh Accord on Fire and Building Safety in
2013, which legally binds them to factory inspections and improvements. In 2014, it extended its
building fire and safety assessments for factories in Thailand, Cambodia, Sri Lanka, Vietnam and
India. No new factory will be listed as a supplier in these countries unless an assessment is
completed. A major outcome of these assessments has been fire and safety training paid for by
Loblaw, for managers and employees in the factories. The covers fire safety protocols and
processes such as maintaining fire exits evacuation procedures and the proper use of a fire
exitinguisher.
Loblaw continue to monitor and evaluate all offshore suppliers using the internationally
recognized Workplace Conditions Assessment (WCA) standard and its own Supplier Code of
Conduct. The WCA audits assess labour, wages, hours, health and safety, and work environment.
Suppliers that do not conform to both the WCA and Loblaw standards are given a time frame in
which to make neccesary improvements if they fail to comply, they discotinue the relationship.
It also implemented an initiative with its global logistics service provider to ensure products
deliveries are accepted only from Loblaw approved factories. At every port of origin where
Loblaw procures goods from outside of Canada or the United States, its logistics provider
validates the supplier name and specific factory name and addresss against its list of approved
factories, which is updated weekly.
Food Safety
Loblaw want its customer to have every assurance that the food they buy from Loblaw is safe
and meets their expectactions. To this end, it introduced enhanced product testing and nutrition
8. 7
verification programs in 2014. The programs are aimed at assuring that Loblaw control brand
food products consistently meet quality, safety and regulatory specifications.
The product testing program requires that all food products be tested at lauch and then annually
by a designated third-party testing lab for compliance with product specifications, labelling and
claims accuracy. The nutrition verification program requires analytical testing at least every two
years to validate the nutrition facts table and label claims.
Sustainable Sourcing Strategy
Loblaw,s strategy is aimed at ensuring the the sustainability of its supply chains and offering
customers product choice that fit their values. This strategy often leads with its control brand
products to drive change.(See Apendix Figure 3)
Emerging Issues
As a large retailer and owner of four of Canada’s biggest control brands (President’s Choice,
Life Brand, no name and Joe Fresh), Loblaw is regularly faced with new and emerging issues
that influence consumers’values and behaviours. To this end it need to evaluate these issues and
ensure its conrol brands are advocating for its customers.
Amongst such emerging issues are
• Genetically modified organisms (GMOs)
Loblaw is dedicated to helping customers feed themselves and their families in ways that meet
their personal standards. As such, it know customers have many questions about food – about
nutrition, production methods, ingredients and more. One area of consideration relates to
genetically modified organisms (GMOs) and genetically engineered (GE) ingredients
• Pollinator Conservation
Loblaw collaborates with external stakeholders to address the issue of pollinator health which is
of considerable importance
• Chemicals of Concerm
In the wake of consumer health and wellness concerns associated with certain chemicals in
health and beauty and household products, Loblaw have begun to develop a plan action for its
9. 8
control brand. Two years ago, Shoppers Drug Mart made a commitment to eliminate
dibuylphihalate (DPB) from its comestic and personal care control brand products.
General Overview of Distribution Operation at WDC
Winnipeg Distribution Centre (WDC)
The Loblaw Winnipeg Distribution Centre supplies products to Real Canadian, Superstore, Extra
Foods, No Frills and Real Canadian Wholesale Club in Manitoba. The Centre supplies these
retail partners with grocery products.
There are five main departments in the Distribution Centre, which include: Receiving, Assembly,
Shipping, Inventory Control and Maintenance.
Organizational Analysis
The Winnipeg Distribution centre works according to the flow of work as appended in the
following flow diagram 1 and 2 for Inbound and outbound supplies respectively.
Inbound Goods or Receiving
As the product is ready for delivery to the distribution centre according to the quantity and
specifications specified in the purchase order, product integrity check is being done at the vendor
facility before the departure of goods. When distribution centre received the goods, temperature
check is performed for frozen and perishable products from front, middle and rear before
unloading and also repeated while product is unloaded from the trailer. Temperature check is
based on temperature threshold of that particular product. Items are counted and reconciled and
if found correct then it is taken into Inventory. Pallet is tagged and put away into the designated
location according to the location layout. Different equipment like Crown double or single
hauler, and Crown counter balance forklift or Crown deep reach forklift is used for movement
and placement of goods.
10. 9
Inbound Flow Chart
1
Outbound Goods or Delivery
Distribution Centre received Computer Assistance order into its Manhattan software from stores
through SAP and orders are routed through JDA. Order size measures in Cube and loads are built
based on cube and order cube per trailer. The size of single pallet is 72 cubic feet and a trailer
can hold up to 2000 cubic feet of goods. Once work is released to the floor, Assembler begins
pick process receiving orders on Head set and verifying it by repeating the order he picks. Order
picker uses single or double haulers to pick the order. When the pallet reached the maximum
cube setting 72 cubic feet, assembler placed the pallets on the dock for loading. Loader loads the
pallets in the trailer to its maximum capacity to get it ready for delivery. Same inspection process
for perishable and frozen goods are implied during loading of trailer as performed for receiving
goods. All delivery trailers are equipped with ISOTRAK and GPS tracking system, providing
stores and distribution centre visibility into when deliveries are expected and this in addition,
help to monitor the efficient use of the truck with regard to speed, location and stoppage as well
as prompt product delivery to the stores.
Same quality checks is performed on the products received at the stores to ensure conformance
of quality of products which Loblaw stores are known of.
1
a. Product Integrity check is done at the vendor Level.
b. Temperature Checks are done prior to product unload.
c. Temperature Checks are done while product is being unloaded. F, M,R
11. 10
Outbound Flow Chart
Quality
Food safety and accuracy of delivery of goods is ensures at the distribution centre all the time.
Distribution centre has set high standards for delivery. The acceptable limit for delivery error is
1.2 per 1000 cases of goods delivered. It has achieved minimum service level of 95 percent.
Audits for quality standard is performed quarterly to maintain service standard.
The Distribution centre carries out quality audits-documentations on every process of the
delivery system to ensure efficiency and effectiveness of delivery system. Routine information
systems on the different process are kept daily, weekly, monthly and yearly to provide basic
service provision data.
Loading process checks: loads and transformations must be scheduled and processed in a
specific order; the process flow of each individual record in the warehouse can be reconstructed
at any point in time.
12. 11
Training program
All levels (See Appendix Figure 4) of employee are given on the job training, depending
on the job types
They co- sponsor a full time employee for career advancement at Universities and
Colleges in their respective chosen career
Presently working on a training module for supervisors – “Supervisory Development
Initiative”- Efforts are being made to collate the curriculum to be used for the program
from Harvard University.
o This will enhance efficiency and adequate supervisory roles from their
supervisors
o It will boost their revenue generation drive as well as
o Develop the employee’s potential for growth in their chosen career
Inventory
Winnipeg distribution centre maintains seven (7) days inventory for groceries, three (3) days for
perishable goods, one day for milk, and breads are received and delivered the same day.
Forecasting and replenishment:
Loblaw Winnipeg Distribution Centre recognized the need to improve its demand planning
capabilities and specifically, its ability to accurately forecast product demand and replenish
inventory in a timely and optimal manner.
To this end the Distribution Centre is constantly working to improve the efficiency of its supply
chain in an effort to ensure that the freshest products get to its customers, quickly and at the
lowest cost.
Software
Different types of software are used by the WDC to manage the distribution operation process.
These include; Manhattan, SAP, JDA, and ISOTRAK to maximize efficiencies, effectiveness,
customer satisfaction and profit margins.
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Capacity
The Winnipeg Distribution Centre is 425,000 square feet in size covering several stores across
Manitoba.
It employs 115 Union and 40 Non Union employees of which 25percent are of management
level.
Distinctive Competence
Loblaw distinctive competency lies in their quest to improve on the following attributes which
distinguished them from their competitors:
• Best product
• Best price
• Good customer service
• Clean stores
• PC loyalty and optimum programme in all the stores
• Customized brand name/label
Problems and Recommendation
One main problem observed in the supply chains of Loblaw is the differences between grocery
distribution and retail drug distribution:
Grocery distribution centres process large multi-temperature store orders of dry grocery,
produce, fresh meat, deli meats, dairy, frozen foods, general merchandise and health & beauty
care. For the most part, grocery distribution centres are designed as conventional facilities that
support high volume multi-temperature full case throughput while retail drug distribution centres
also ship full cases, but they tend to have material handling systems designed to support split
case picking.
Of equal importance to understand is the outbound transportation characteristic of retail grocery
versus retail drug. Grocery supermarkets typically receive deliveries from the supporting
distribution centres that are loaded onto 48′ or 53′ full size trailers. On the other hand, retail drug
14. 13
stores are often smaller format stores located in urban cities such that there are constraints on the
type and size of truck that can be used to service the store. Thus a mix of smaller delivery trucks
and larger trailers is common within retail drug store distribution.
To solve this problem we suggest:
Developing a common IT infrastructure that reduces the cost and complexity of running
two firms on different systems and platforms.
Secondly, it was observed that the distribution operations of the 22 distribution centres across
Canada are not standardized. Loblaw’s empower its distribution to centres focus more on
regional customer preference and less on unified operating procedures. This to a large extent do
not allow for uniformity in the DCs of Loblaw. Loblaw made effort to standardized operation of
different DCs through learning from each other and meeting among management team.
We think a number of best practices do apply to many warehouses and distribution centers, our
recommendations in this regard are the following:
Implement a vendor compliance program. This way, suppliers help them achieve
maximum throughput and maximum efficiency, in a minimum amount of time.
Having multiple facilities in their distribution network to conduct monthly best practice
conference call between DCs to share and discuss internal best practices.
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Summary and Conclusion
The operation function of Loblaw’s Winnipeg Distribution Centre, specifically ensures products’
quantity and specifications as specified in the purchase order is delivered by the vendor, having
carried out product integrity check (temperature threshold checking, product’s physical damages
and reconciliation) at the vendor facility before the departure of goods and upon the receiving of
the products at the facility into its inventory.
From the inventory, assembler picks the goods with caution avoiding mistake, using single or
double haulers to pick the order into the pallet. When the pallet reaches its maximum cube
setting, the pallets are placed on the dock for loading into the trailer, for onward delivery to the
stores. The stores also perform quality checks on the products received to ensure conformance of
quality of products which Loblaw stores are branded for.
However, Loblaw DCs are faced with challenges of merging with Shoppers which has resulted
into non profitability of some outlets. Hence, the recent decision of Loblaw management to close
down 52 stores over the next 12 months using the cost cuts to shore up profits in a fast-changing
merchandising landscape with more e-commerce and competitors that can pinch margins.
In conclusion, we recommend that efforts should be geared towards developing a common
platform or standardized operation management system that will work for both the grocery and
drugs. This will go long way to increase the performances of the distribution centres.
16. 15
Appendix
Figure 1 – Milestones
1919 The first Loblaw Groceterias store opens in Toronto
1924 Loblaw Groceterias expands throughout Ontario and into New York State, forming an
American company headquartered in Buffalo
1928 Loblaw Groceterias expands into Chicago, Illinois
1933 Loblaw introduces its new “market stores,” with full-service meat and produce departments
T. P. Loblaw, dubbed the “Merchant Prince” by the press, dies at age 60
1939 The name Loblaw’s appears on storefronts for the first time, replacing Loblaw Groceterias
Co. Limited
1947 W. Garfield Weston, president of George Weston Limited, acquires 100,000 shares of
Loblaw stock from company co-founder J. Milton Cork
1949 Loblaw leads the way with the introduction of “healthfully-cool equipped air-conditioning”
in its new “super markets”
1956 Loblaw Companies Limited is incorporated and acquires Loblaw Groceterias in Ontario
and Loblaw Inc. in the United States
1959 Loblaw enters the trading-stamp wars with its own “Lucky Green Stamps”
1967 Loblaw celebrates Canada’s Centennial
1978 The no name brand is introduced
1981 The first Loblaw pharmacy opens in Winnipeg
1983 Dave Nichol’s Insider’s Report debuts
President’s Blend Coffee is launched
1984 The debut of President’s Choice products
1985 PC Teddy is born
1988 The Decadent Chocolate Chip Cookie goes on sale for the first time
1989 President’s Choice G.R.E.E.N products make their debut
President’s Choice Children’s Charity is created
1998 Loblaw acquires Quebec-based grocery store chain Provigo
2001 PC Organics is created
2002 The PC Home line is launched
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2005 The PC Blue Menu product line is launched
2005 Loblaw begins offering prepaid long distance and mobile services
2006 Joe Fresh Style arrives in stores
Presidentschoice.ca is one of the first grocery brand websites to incorporate consumer-
generated content
2008 The premier issue of Loblaw’s Corporate Social Responsibility Report is launched
Loblaw opens its environmental flagship Superstore in Scarborough, Ontario
2009 Loblaw installs the first wind turbine at a Canadian grocery store
Loblaw acquires T&T Supermarket
2010 Empty trays at seafood counters highlight “at risk” fish
2011 PC® black label collection is launched
Loblaw’s at Maple Leaf Gardens opens
2013 PC Plus™ loyalty program is launched
2014 Loblaw acquires Shoppers Drug Mart
20. 19
Figure 4 - Organization Chat
Warehouse Operations DC
Inventory Control
General Manager
R O’Connor
Operation Manager
D Todaro
Training & Development
Supervisor
M Zawislak
Maintenance Mgr
M Poloski
Sr. Supervisor
S King
Sr. Supervisor
B Wirth
Maintenance SS/S
G Dankochik
WMS Clerk
S Nazar
Warehouse
Supervisor
R Uminga
Warehouse
Supervisor
M A Henke
Maintenance SS/S
M Maryniuk
General Manager
R O’Connor
I.C.Manager
R Capacete
I.C.Manager
R Levesque
Inventory Analyst
M Norico
(Non-union)
Inventory Analyst
J Ladera
(Non-union)
Level 3
E Oquendo
(Union)
Level 3
J Magnaye
(Union)
21. 20
Work Cited
Supply Chain and Distribution. (2011). Retrieved July 27, 2015, from
http://www.loblaw.ca/English/Careers/your-career-opportunities/supply-chain-and-distribution/
Harps, L. (2015, May 1). Best Practices in Today's Distribution Center. Retrieved July 27, 2015,
from http://www.inboundlogistics.com/cms/article/best-practices-in-todays-distribution-center/
Organization Chart & Product Flow Charts provided by Mr. Riley O’Connor, General Manager
of Loblaw Winnipeg DC.