The document compares the supply chain management of Levis outlet and a local store in Jaipur, India. It finds that the Levis outlet uses a single-level distribution channel and has a longer lead time of 4-5 days compared to 1 day for the local store. The local store uses both single-level and two-level distribution channels. Key differences identified are in demand forecasting techniques, product offerings, transportation costs, inventory management, and order quantities. Both stores rely on push strategies but neither offers home delivery. The analysis recommends that Levis reduce lead times and the local store improve quality to better compete.
The document discusses best practices for small and medium enterprises (SMEs) to manage their businesses without expensive ERP systems. It first provides an overview of SMEs in India, noting they are an important part of the economy. However, SMEs face both internal issues like limited capital and skills, and external issues like competition and funding shortages. As a result, many SMEs lack optimal processes and best practices. The document then presents a case study of managing purchases without ERP. It recommends classifying items into A, B, C categories based on value and analyzing ordering techniques for each. Data collection and management reporting is also important to monitor business parameters without expensive software.
The document discusses the operations of the Mumbai Dabbawala network. It provides an overview of the history and operations of the Nutan Mumbai Tiffin Box Suppliers Association. Key details include their coding system for accurate deliveries, supply chain processes, performance metrics, costs, revenues, sustainability factors, and future concerns around changing customer needs and workforce retention.
The document reports on the "Future for Traditional Superfine" project which evaluated the viability of traditional superfine woolgrowing. It found that supply of high crimp frequency (>=80 degrees/mm) superfine wool, considered "traditional", has been decreasing by around 7% annually while lower crimp varieties have increased. The project met with Italian mills that use traditional superfine wool to discuss future prospects. Tables show supply data for different crimp varieties from 2012-2016, indicating a decline in traditional superfine wool supply.
The document discusses the benefits of an integrated business management system for a specialty food store. It outlines the current situation where manufacturing facilities use specialized ERP systems, existing factory outlets use accounting software and cash registers, and new stores have varying systems. An integrated system allows information to be entered once, reduces errors, increases stability, provides transparency, and better controls people, stock, and documents. It serves customers better by allowing adaptation to changes faster and at lower cost. While change can be difficult, the benefits of an integrated ERP system become clear when marketing plans cannot be realized, issues arise in stores, or data is lost due to system crashes.
Descripcion de la tecnologia y sistemas de luz para transmitir señales
Sistemas de transmision por fibra optica, equipos de fibra optica para transmision inalambrica
The document discusses store operations for retail businesses. It outlines key roles in the store environment like the store manager who is responsible for all activities in the store including staffing, inventory, budgeting, and ensuring policies are followed. The cashier is also discussed as being responsible for transactions with customers.
The document then details the elements of retail store operations including store administration/management of premises, inventory management and display, receipt management, customer service, and managing promotions. Tasks under store administration include determining business hours, cleaning schedules, and security protocols.
- The document discusses and compares the procurement processes of two Indian department stores, Shoppers' Stop and Akbarally's.
- Shoppers' Stop has adopted centralized procurement, distribution centers across major cities, and uses delivery authorizations to manage inventory based on weekly sales projections. This allows for better cost control, inventory management, and supplier relationships.
- Akbarally's procurement process is also examined to identify areas for improvement by benchmarking against Shoppers' Stop's more efficient model.
The document discusses best practices for small and medium enterprises (SMEs) to manage their businesses without expensive ERP systems. It first provides an overview of SMEs in India, noting they are an important part of the economy. However, SMEs face both internal issues like limited capital and skills, and external issues like competition and funding shortages. As a result, many SMEs lack optimal processes and best practices. The document then presents a case study of managing purchases without ERP. It recommends classifying items into A, B, C categories based on value and analyzing ordering techniques for each. Data collection and management reporting is also important to monitor business parameters without expensive software.
The document discusses the operations of the Mumbai Dabbawala network. It provides an overview of the history and operations of the Nutan Mumbai Tiffin Box Suppliers Association. Key details include their coding system for accurate deliveries, supply chain processes, performance metrics, costs, revenues, sustainability factors, and future concerns around changing customer needs and workforce retention.
The document reports on the "Future for Traditional Superfine" project which evaluated the viability of traditional superfine woolgrowing. It found that supply of high crimp frequency (>=80 degrees/mm) superfine wool, considered "traditional", has been decreasing by around 7% annually while lower crimp varieties have increased. The project met with Italian mills that use traditional superfine wool to discuss future prospects. Tables show supply data for different crimp varieties from 2012-2016, indicating a decline in traditional superfine wool supply.
The document discusses the benefits of an integrated business management system for a specialty food store. It outlines the current situation where manufacturing facilities use specialized ERP systems, existing factory outlets use accounting software and cash registers, and new stores have varying systems. An integrated system allows information to be entered once, reduces errors, increases stability, provides transparency, and better controls people, stock, and documents. It serves customers better by allowing adaptation to changes faster and at lower cost. While change can be difficult, the benefits of an integrated ERP system become clear when marketing plans cannot be realized, issues arise in stores, or data is lost due to system crashes.
Descripcion de la tecnologia y sistemas de luz para transmitir señales
Sistemas de transmision por fibra optica, equipos de fibra optica para transmision inalambrica
The document discusses store operations for retail businesses. It outlines key roles in the store environment like the store manager who is responsible for all activities in the store including staffing, inventory, budgeting, and ensuring policies are followed. The cashier is also discussed as being responsible for transactions with customers.
The document then details the elements of retail store operations including store administration/management of premises, inventory management and display, receipt management, customer service, and managing promotions. Tasks under store administration include determining business hours, cleaning schedules, and security protocols.
- The document discusses and compares the procurement processes of two Indian department stores, Shoppers' Stop and Akbarally's.
- Shoppers' Stop has adopted centralized procurement, distribution centers across major cities, and uses delivery authorizations to manage inventory based on weekly sales projections. This allows for better cost control, inventory management, and supplier relationships.
- Akbarally's procurement process is also examined to identify areas for improvement by benchmarking against Shoppers' Stop's more efficient model.
Analytics have become a vital element in grocery retailers’ toolboxes, helping them to hone in on best practices in order to improve customer service. From space management and promotion planning to price optimization and assortment planning, analytics are delivering the insights that help grow the business and improve the bottom line.
Retailers around the world are finding success with insight-driven analytics. Representing the largest grocery cooperative in Finland, Ilkka Alarotu from the S Group will share his expertise and experiences with analytics in an upcoming webinar.
Joining Alarotu during the webinar, industry consultant Jim Hertel from Willard Bishop will discuss his perspective on the benefits of analytics; and Cyndy Renfrow from SAS will share grocery case studies highlighting innovation and analytics.
Inventory and Demand Planning Overview - Taste of AnalyticsJeremy Vance
Pabst Brewing Company is using predictive analytics to improve visibility into its supply chain and eliminate waste. By analyzing depletion data rather than shipment data, Pabst can more accurately forecast demand. Pabst is integrating IBM SPSS and Cognos TM1 to generate predictive models, measure performance, and communicate recommendations. This will help Pabst anticipate issues, optimize production planning, and improve coordination between sales and operations to minimize inventory levels and out-of-stocks. The goal is to reduce the "bullwhip effect" in the supply chain and enhance decision making through a continuous cycle of observing data, analyzing insights, deciding on actions, and measuring results.
This document proposes an e-commerce platform called "droppr" to allow customers to shop for groceries online from home. Some key points:
- Droppr aims to make grocery shopping easier by allowing customers to browse products and place orders online without having to deal with traffic, parking, or carrying heavy bags.
- The business faces challenges in ensuring on-time delivery of perishable products while maintaining customer trust. It plans to address this through owning delivery vans and sourcing local farmers/vendors.
- Financial projections estimate monthly operating expenses of ~$1,700 and monthly sales of ~$1,800 in the first year, expecting to become profitable within a year.
-
BigBasket is an online grocery retailer founded in 2011 that focuses on supply chain management. It started with an inventory-based model and now uses a mixed model. BigBasket faces challenges around capital needs, perishables, and city-specific operations. However, it has achieved growth through same-day delivery, private labels, and technology enabling an efficient supply chain network. While competitors have struggled or shut down, BigBasket's focus on quality, execution over expansion, and viewing technology as an enabler of its supply chain have helped it succeed in the online grocery market.
This document discusses designing customer-oriented marketing channels. It explains that distribution channel management is important because channels are the interface with customers, difficult to change, and can bottleneck or differentiate a business. A well-defined channel strategy is needed to achieve segmentation objectives. The document then provides examples of channel structures and flows, as well as considerations for channel design such as product characteristics, customer service demands, requisite channel functions, and costs. The goal of channel configuration is to define the optimal channel flow and structure for each customer segment.
The document discusses the challenges of demand forecasting in the textile industry due to factors like complicated SKUs, fashion trends, and retailer influence over manufacturers. It states that integrating qualitative and quantitative data is key to reducing risk from uncertain demand predictions. The use of systems like quick response, EDI, POS, and MIS can help with order scheduling, inventory costs, sourcing, and assortment planning. The retail buying process involves merchandise planning, assortment planning, and arranging actual purchases with vendors based on evaluation criteria. Forecasting sales and selecting products/styles/colors/sizes uses methods like decomposition, regression analysis, and expert opinions. Rules for product selection include compensatory, lexicographic, and conjunctive
This document provides an overview of 7-Eleven Japan's supply chain strategy and operations. It discusses how 7-Eleven Japan uses a network of distribution centers to rapidly replenish its large number of convenience stores across Japan on a daily basis. This allows 7-Eleven to provide customers with fresh products when and where they need them. The document also notes some of the risks of this approach, such as high transportation and receiving costs, and the potential for obsolete inventory.
Data Quality Case Study: Retail Fashion Industry: Levi’sKannan Ramanujam
Levi's wanted to open a new flagship store in Singapore and increase sales at existing stores. This required quality data on real estate, demographics, products, inventory, sales, and customers. However, data challenges included outdated information, inaccuracies, and inconsistencies. To overcome this, Levi's standardized processes, used recent external data sources, conducted quality checks, and ensured data was up-to-date and an accurate representation of reality to make informed business decisions.
1) Big Bazaar is a large retail chain in India owned by Future Group with over 250 stores. It uses a supply chain and logistics network to move products from vendors and manufacturers to regional distribution centers and then to stores.
2) Inventory is managed using a automated replenishment system to monitor stock levels. Different categories of products use different inventory management strategies like cycle counts for FMCG.
3) Stores are designed for easy navigation and visibility of products. Visual merchandising and pricing strategies aim to provide customers a convenient and low price shopping experience.
The document provides an overview of supply chain management. It discusses Li & Fung's customized supply chain for a customer order. Key points include that effective supply chain management requires coordinating activities across organizations, considering strategic partnerships, and addressing inventory issues like the bullwhip effect. Strategic partnering approaches like vendor managed inventory can help improve forecasting and inventory levels when firms share information.
Global emerging markets sourcing through procurement sub contractorsJohn William
Global emerging markets sourcing through procurement sub-contractors
Description: In present scenario emerging sourcing countries have become one of the popular destinations for effective sourcing activity. Emerging market sourcing helps to source products and services at fair price. To know more about emerging markets sourcing visit: http://www.dragonsourcing.com/
Leading Inventory Innovations Within Multi-Channel RetailDwight Hill
Merchandise availability continues to be one of the most important challenges within retailers today. As the customer is demanding retailers provide a consistent experience across all channels, retailers are forced to innovate and redefine how merchandise is distributed to customers in an omni-channel or digitally converging world. This presentation explores specific areas of inventory management, including planning, visibility, and how the lines are blurring between e-commerce and brick & mortar. Within are tenets that outline best practices, and a group of retailers that stand out as harbingers of the future of inventory management.
This document discusses the key factors to consider when selecting vendors. It begins by outlining the four main stages of vendor development: survey, inquiry, negotiation/selection, and experience/evaluation.
The main body focuses on the inquiry stage, listing numerous criteria for evaluating potential suppliers such as their facilities, financial stability, reputation, location, industrial relations, and after-sales service. A categorical evaluation method is also described where suppliers are graded on various performance metrics.
In under 3 sentences, the document provides guidance on selecting vendors by outlining the 4 stages of vendor development, emphasizing the importance of thoroughly evaluating suppliers during the inquiry stage based on their capabilities and performance, and describing one categorical method for grading vendors.
7-Eleven is an international chain of convenience stores known for its unique management system and distribution strategy. It focuses on cleanliness, product assortment, friendly service, and freshness. Its success is built on pillars like unique item management, franchising, efficient store openings, and distribution. Key aspects of its distribution strategy include clustering stores supported by distribution centers, collecting sales data to gain bargaining power over suppliers, and using technology like POS systems to track inventory and customer preferences. This integrated information system allows 7-Eleven to dynamically update products, identify trends, and localize promotions.
The document provides an overview of supply chain management concepts. It discusses Li & Fung customizing a supply chain to meet a customer's order for garments by sourcing materials from different countries. Key points include different organizations serving as both customers and suppliers in a supply chain; challenges like conflicting objectives and dynamic nature of supply chains; and strategic partnering where firms share information to improve forecasting and inventory management.
Strategic alliances in supply chains can take various forms like third-party logistics (3PL), fourth-party logistics (4PL), quick response programs, and continuous replenishment agreements. Effective strategic alliances require trust between partners, information sharing, and coordinated forecasting, inventory management, and transportation policies. While strategic alliances can reduce inventory levels and improve service, they also require investments in technology and changes to responsibilities that must be addressed to avoid potential issues like those faced by Spartan Stores in their early VMI program.
This document discusses strategic alliances between companies in a supply chain. It defines types of alliances like third-party logistics (3PL) and fourth-party logistics (4PL) arrangements. Critical factors for effective strategic alliances are trust, cooperation, communication and sharing information between partners. The document outlines various stages alliance partnerships may go through and types of information needed to coordinate integrated supply chain systems.
DC Outline Lecture Notes (Based on Text Chapters)DCAdvisor
This document contains lecture notes on distribution channels from a business administration course. [1] It provides an overview and learning objectives for two chapters on perspectives on retailing and managing the supply chain. [2] Key topics covered include the changing nature of retailing with the rise of e-commerce, price competition, demographic shifts, and increases in store size. [3] The notes also summarize different methods for categorizing retailers such as by the North American Industry Classification System (NAICS) codes, number of outlets, and comparing gross margin percentage versus inventory turnover.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Analytics have become a vital element in grocery retailers’ toolboxes, helping them to hone in on best practices in order to improve customer service. From space management and promotion planning to price optimization and assortment planning, analytics are delivering the insights that help grow the business and improve the bottom line.
Retailers around the world are finding success with insight-driven analytics. Representing the largest grocery cooperative in Finland, Ilkka Alarotu from the S Group will share his expertise and experiences with analytics in an upcoming webinar.
Joining Alarotu during the webinar, industry consultant Jim Hertel from Willard Bishop will discuss his perspective on the benefits of analytics; and Cyndy Renfrow from SAS will share grocery case studies highlighting innovation and analytics.
Inventory and Demand Planning Overview - Taste of AnalyticsJeremy Vance
Pabst Brewing Company is using predictive analytics to improve visibility into its supply chain and eliminate waste. By analyzing depletion data rather than shipment data, Pabst can more accurately forecast demand. Pabst is integrating IBM SPSS and Cognos TM1 to generate predictive models, measure performance, and communicate recommendations. This will help Pabst anticipate issues, optimize production planning, and improve coordination between sales and operations to minimize inventory levels and out-of-stocks. The goal is to reduce the "bullwhip effect" in the supply chain and enhance decision making through a continuous cycle of observing data, analyzing insights, deciding on actions, and measuring results.
This document proposes an e-commerce platform called "droppr" to allow customers to shop for groceries online from home. Some key points:
- Droppr aims to make grocery shopping easier by allowing customers to browse products and place orders online without having to deal with traffic, parking, or carrying heavy bags.
- The business faces challenges in ensuring on-time delivery of perishable products while maintaining customer trust. It plans to address this through owning delivery vans and sourcing local farmers/vendors.
- Financial projections estimate monthly operating expenses of ~$1,700 and monthly sales of ~$1,800 in the first year, expecting to become profitable within a year.
-
BigBasket is an online grocery retailer founded in 2011 that focuses on supply chain management. It started with an inventory-based model and now uses a mixed model. BigBasket faces challenges around capital needs, perishables, and city-specific operations. However, it has achieved growth through same-day delivery, private labels, and technology enabling an efficient supply chain network. While competitors have struggled or shut down, BigBasket's focus on quality, execution over expansion, and viewing technology as an enabler of its supply chain have helped it succeed in the online grocery market.
This document discusses designing customer-oriented marketing channels. It explains that distribution channel management is important because channels are the interface with customers, difficult to change, and can bottleneck or differentiate a business. A well-defined channel strategy is needed to achieve segmentation objectives. The document then provides examples of channel structures and flows, as well as considerations for channel design such as product characteristics, customer service demands, requisite channel functions, and costs. The goal of channel configuration is to define the optimal channel flow and structure for each customer segment.
The document discusses the challenges of demand forecasting in the textile industry due to factors like complicated SKUs, fashion trends, and retailer influence over manufacturers. It states that integrating qualitative and quantitative data is key to reducing risk from uncertain demand predictions. The use of systems like quick response, EDI, POS, and MIS can help with order scheduling, inventory costs, sourcing, and assortment planning. The retail buying process involves merchandise planning, assortment planning, and arranging actual purchases with vendors based on evaluation criteria. Forecasting sales and selecting products/styles/colors/sizes uses methods like decomposition, regression analysis, and expert opinions. Rules for product selection include compensatory, lexicographic, and conjunctive
This document provides an overview of 7-Eleven Japan's supply chain strategy and operations. It discusses how 7-Eleven Japan uses a network of distribution centers to rapidly replenish its large number of convenience stores across Japan on a daily basis. This allows 7-Eleven to provide customers with fresh products when and where they need them. The document also notes some of the risks of this approach, such as high transportation and receiving costs, and the potential for obsolete inventory.
Data Quality Case Study: Retail Fashion Industry: Levi’sKannan Ramanujam
Levi's wanted to open a new flagship store in Singapore and increase sales at existing stores. This required quality data on real estate, demographics, products, inventory, sales, and customers. However, data challenges included outdated information, inaccuracies, and inconsistencies. To overcome this, Levi's standardized processes, used recent external data sources, conducted quality checks, and ensured data was up-to-date and an accurate representation of reality to make informed business decisions.
1) Big Bazaar is a large retail chain in India owned by Future Group with over 250 stores. It uses a supply chain and logistics network to move products from vendors and manufacturers to regional distribution centers and then to stores.
2) Inventory is managed using a automated replenishment system to monitor stock levels. Different categories of products use different inventory management strategies like cycle counts for FMCG.
3) Stores are designed for easy navigation and visibility of products. Visual merchandising and pricing strategies aim to provide customers a convenient and low price shopping experience.
The document provides an overview of supply chain management. It discusses Li & Fung's customized supply chain for a customer order. Key points include that effective supply chain management requires coordinating activities across organizations, considering strategic partnerships, and addressing inventory issues like the bullwhip effect. Strategic partnering approaches like vendor managed inventory can help improve forecasting and inventory levels when firms share information.
Global emerging markets sourcing through procurement sub contractorsJohn William
Global emerging markets sourcing through procurement sub-contractors
Description: In present scenario emerging sourcing countries have become one of the popular destinations for effective sourcing activity. Emerging market sourcing helps to source products and services at fair price. To know more about emerging markets sourcing visit: http://www.dragonsourcing.com/
Leading Inventory Innovations Within Multi-Channel RetailDwight Hill
Merchandise availability continues to be one of the most important challenges within retailers today. As the customer is demanding retailers provide a consistent experience across all channels, retailers are forced to innovate and redefine how merchandise is distributed to customers in an omni-channel or digitally converging world. This presentation explores specific areas of inventory management, including planning, visibility, and how the lines are blurring between e-commerce and brick & mortar. Within are tenets that outline best practices, and a group of retailers that stand out as harbingers of the future of inventory management.
This document discusses the key factors to consider when selecting vendors. It begins by outlining the four main stages of vendor development: survey, inquiry, negotiation/selection, and experience/evaluation.
The main body focuses on the inquiry stage, listing numerous criteria for evaluating potential suppliers such as their facilities, financial stability, reputation, location, industrial relations, and after-sales service. A categorical evaluation method is also described where suppliers are graded on various performance metrics.
In under 3 sentences, the document provides guidance on selecting vendors by outlining the 4 stages of vendor development, emphasizing the importance of thoroughly evaluating suppliers during the inquiry stage based on their capabilities and performance, and describing one categorical method for grading vendors.
7-Eleven is an international chain of convenience stores known for its unique management system and distribution strategy. It focuses on cleanliness, product assortment, friendly service, and freshness. Its success is built on pillars like unique item management, franchising, efficient store openings, and distribution. Key aspects of its distribution strategy include clustering stores supported by distribution centers, collecting sales data to gain bargaining power over suppliers, and using technology like POS systems to track inventory and customer preferences. This integrated information system allows 7-Eleven to dynamically update products, identify trends, and localize promotions.
The document provides an overview of supply chain management concepts. It discusses Li & Fung customizing a supply chain to meet a customer's order for garments by sourcing materials from different countries. Key points include different organizations serving as both customers and suppliers in a supply chain; challenges like conflicting objectives and dynamic nature of supply chains; and strategic partnering where firms share information to improve forecasting and inventory management.
Strategic alliances in supply chains can take various forms like third-party logistics (3PL), fourth-party logistics (4PL), quick response programs, and continuous replenishment agreements. Effective strategic alliances require trust between partners, information sharing, and coordinated forecasting, inventory management, and transportation policies. While strategic alliances can reduce inventory levels and improve service, they also require investments in technology and changes to responsibilities that must be addressed to avoid potential issues like those faced by Spartan Stores in their early VMI program.
This document discusses strategic alliances between companies in a supply chain. It defines types of alliances like third-party logistics (3PL) and fourth-party logistics (4PL) arrangements. Critical factors for effective strategic alliances are trust, cooperation, communication and sharing information between partners. The document outlines various stages alliance partnerships may go through and types of information needed to coordinate integrated supply chain systems.
DC Outline Lecture Notes (Based on Text Chapters)DCAdvisor
This document contains lecture notes on distribution channels from a business administration course. [1] It provides an overview and learning objectives for two chapters on perspectives on retailing and managing the supply chain. [2] Key topics covered include the changing nature of retailing with the rise of e-commerce, price competition, demographic shifts, and increases in store size. [3] The notes also summarize different methods for categorizing retailers such as by the North American Industry Classification System (NAICS) codes, number of outlets, and comparing gross margin percentage versus inventory turnover.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
Scmproject group7
1. A
Project Report
On
Comparative study of Supply Chain Management
Of
Levis Outlet and Local Store
Submitted to:- Submitted by:-
Mr. Ajeta Bhatia Garima jain
Meenakshi Gupta
Neha Ajmera
Sunil Jangid
1
2. Index
S. No. Particulars Page No.
1 Profile of: 3
Levis Outlet
Local Store
2 Supply Chain Operation of; 4
Levis Outlet
Local Store
3 Resources Used 5
4 Comparison Related Questions 6
5 Comparison Between Levis and Local 7
Store
6 Similarities 8
7 Analysis of Study 9
8 Recommendation 10
9 Learning from the Project 10
2
3. Garments Industry:
Introduction about Levis Strauss & Co.
Levi Strauss & Co. (LS&CO) is a privately held American clothing company, known for
denim jeans.
The core Levi's was founded in 1853 in San Francisco, specializing in riveted denim jeans and
different lines of casual and street fashion and it is a worldwide corporation organized into three
geographic divisions/headquarters:
1. Levi Strauss Americas (LSA), based in the San Francisco headquarters;
2. Levi Strauss Europe, Middle East and Africa (LSEMA), based in Brussels; and
3. Asia Pacific Division (APD), based in Singapore.
Levi Strauss & Co. is a private global business, making and marketing our clothing in the
Americas, Europe and the Asia Pacific region.
Founder: Levi Strauss
Area Served: Worldwide
No. Of Locations: 470 company-operated stores
Introduction of Local retailer shop:
The local retail store (Shri Shayam Garments) exist in “kanta mention, champawat market,
haldiyo ka rasta, Johri bazaar Jaipur. It is mainly in the business of zeanses, shirts, t-shirts.
Founder: Ravi Agarwal
Area Served: Jaipue City
No. Of Locations: only 1 store
3
4. Supply Chain Management of Levis Outlet:
Retailers follow 1 level distribution channels to sell their product, such as:
Manufacturer Retailer Customer
Supply Chain Management of Local Store:
Local retailer follows two type of supply chain, such as:
a. Manufacturer Retailer Customer
b. Manufacturer Distributor Retailer
Customer
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5. Resources Involved:
1. Inventory Positioning - It refers to the selective location of various items in the product
line in regional or field warehouses. Inventory positioning has a bearing on facility
location decision, and therefore, must be considered in the logistics strategy.
2. Future Demand – The activity of estimating the quantity of a product or service that
consumers will purchase. Demand forecasting involves techniques including both
informal methods such as educated guesses and quantitative methods such as the use of
historical sales data or current data from test markets. Demand forecasting may be used
in making pricing decisions, in assessing future capacity requirements, or in making
decisions on whether to enter a new market. Based on expected futuristic values.
3. Logistics Coordination – Multi facilities are provided in supply chain process.
Logistics is the management of the flow of goods between the point of origin and the
point of destination in order to meet the requirements of customers or corporations.
Logistics involves the integration of information, transportation, inventory,
warehousing, material handling, and packaging, and often security.
4. Global Optimizations – It implies relation between cost and lead time. Global supply
chains pose challenges regarding both quantity and value Supply and value chain trends.
5. Resources Allocation – It consist to maximize the profit and minimize the cost.
6. Transportation Cost – Calculate on distance basis.
7. Planning and control – It involve network planning and inventory control.
8. Information flow facility structure – It convey to top-to-bottom as well as bottom-to-
top.
These trends have many benefits for manufacturers because they make possible larger lot
sizes, lower taxes, and better environments (culture, infrastructure, special tax zones,
sophisticated OEM) for their products. Meanwhile, on top of the problems recognized in
supply chain management, there will be many more challenges when the scope of supply
chains is global. This is because with a supply chain of a larger scope, the lead time is
much longer. Furthermore, there are more issues involved such as multi-currencies,
different policies and different laws.
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6. Comparison related Questions: (Store-keepers’ Point of view)
1. Where are you purchased the product?
2. Where do you sell your products?
3. How much you earn turnover(in a year) or total sales (in a month)
4. How many distribution centres are?
5. How many suppliers are?
6. How many warehouses do you have? Or you possess any warehouse?
7. How you measure the quality of the product?
8. How many intermediaries (agents) are in your business?
9. Do you export or import the product? And where?
10. Directly deal with the customers or wholesalers or sell the product directly to the
customer or there is any retailer to whom you sell the product?
11. Lead time of the product?
12. Order time and the seasonal growth of the product (specific demand of the product during
season)?
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7. Comparison between Retail store and Local store:
Basis of Difference Levis’ Store’s supply Chain Local Store’s Supply Chain
Lead Time 4-5 days 1 day
Turnover $1.57 million (overall) 1– 1.5 lakh
Demand Forecasting Survey Based Depends on product selling
Highly Demanded Denim Jeans
Product
Low Demanded Product Accessories Shirts
Supply Chain 1 level 1 level & 2 level
Export Sri-Lanka, China No
Transportation Cost No Bear by Retailer
Warehouse Jhotwara Depending on future demand
Information Flow R S.O. M A) R M
R = Retailer B) R A M
S.O. = Senior Officer
M = Manufacturer
Minimum Charges Stat with Rs. 2000 Start with Rs. 300
Supplier Directly from the Bombay, Kanpur, delhi
manufacturer
No. Of supplier 1 4
Quantity Decided on demand Decided on selling of the
forecasting basis product
Transportation mode Trucks Tempo
used by the retailer
Order quantity Bulk Small
Order frequency Regular in 4-5 days When there is demand they
order the product
Inventory Management Bills No records maintained
Packaging Container Small packets
Contact Sagar Sharma (0141- Ravi Agarwal (9001000366)
5100783)
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8. Similarities in both type of store:
1. No Home Delivery: There is not any kind of home delivery system, neither in retail
store nor in local store
2. Followed Push Strategy: Both the stores follow the push strategy to attract customer
by modified product, innovative product or diversification strategy.
3. Nature of Business: Business-to-Business
4. No Import Requirement: both of the stores are not involve in importing of products.
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9. Analysis of Comparison:
1. The study reveals that the retailer purchases products from both manufacturer, and
agents. If the retailer purchases the product from agents then agent charges the
commission for his services, and profit margin of the retailer may goes down. But in case
of company owned (branded showrooms) outlet “levies” they have their own
manufacturing houses, so need to pay to the agents.
2. The retailers have the warehouse near to their shop, so whenever they need the product
they take it from there and sell to the customer. On the other hand Levis has its
warehouse in Jhotwara, Jaipur. Which is far more than the company outlet in GAURV
TOWER, so when they need product they have to bear the transportation charges?
3. The retailers estimate the demand on the basis of selling of the product but Levis use
survey technique to know the people interest, fashion, and their needs.
4. Retailer has the manufacturer not very far from their shop, so the lead time is only
maximum 1 day. But in case of Levis the manufacturer is in Bangalore, and lead time is 4
– 5 days, so customers have to wait for their particular choice of product.
So customer comes to the branded showroom to purchase products, because it becomes a
status symbol. But in India there are people who don’t want to spend more, so they go to the
small retailers to purchase. Only the people who are brand conscious are purchasing the
things from these company outlets.
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10. Recommendations:
Levis should have warehouse near to the company outlet, so when there is any need,
they can bring the product, and transportation cost also reduced.
Local store should provide best quality products
levis store should reduce the lead time to increase the sales
Learning from the Project:
This project helps in understanding of components of supply chain management
Helps to understand the operation included in supply chain management
This project also helps to understand about the sequencing of activities and product and
information flow.
The local retail store mainly work on consumer trust and the Levis make customer
satisfied through their services. So there is difference in their strategies. If local retailer
provide good services to the customer with better quality their profit and sales will
increase
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