7A Case Study

7a Case Study
7a: Process Documentation Per page 20 of the PCM, FIAR noted that the process gaps, below, were linked to CAP P2S–Q_2196. Please provide FIAR
with a status of CAP P2S–Q_2196. 1. DLM 4000.25 Volume 2, Chapter 12 requires all anticipated receipts have PMR established. The DLA Supply
Centers/Military Services do not provide PMR for every shipment, and/or PMR may be received after the materiel is receipted. 2. Shipping
documentation is not always provided for receipted materiel. 8a: Financial Reporting Objectives Reviewed the Distribution Processes work products
and noted that relevant FROs were mapped to each control documented for the assessable unit. No further comments at this time. 9a: Test Plans and
Test Results / 10a: Control Assessments
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Westminster 's Case Study Analysis
Paul Perchalski SCM 531– Fall 2014 Final Exam Westminster's Case Study Executive Summary Westminster's domestic operations comprise three
separate companies that are wholly owned. Each company manufactures and distributes its own unique product lines. Distribution centers are a spread
out across the US but not shared between the companies. Management is decentralized and each company maintains a unique and independent product
development and ownership. The companies will have come under the light of new SCM techniques to advance and stay competitive in the mew
market. Pressure form global consumers, domestic customers and competitors have made it difficult for Westminster to stay competitive and maintain
current profit margins. Westminster's current CEO, is aware of the situation and asked to take the company in new directions. Westminster's own plan
will take the company into stronger relationships with customers and foster better partnerships. It will also improve timeliness and attentiveness it fills
its orders. Is short, our actions coincide with Westminster's; we seek to consolidate warehousing, thereby reducing warehouse transfers, ship fuller
truckloads, implement RFIDs and also add the use SCM technology and KPI's to enhance their supply chain flow and implement key performance
incentives to foster better overall management of their supply chain and allow more flexibility to improve and enhance their growing supply chain.
Implementing these

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

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

Case Study Analysis: Erp Implementation for Nibco
Unit 6 – Case Study NIBCO's "Big Bang": An SAP Implementation Professor: Richard Yellen Student: Vo Ngo Lan Phuong Course: Ham 23 ID:
217496 Professor: Richard Yellen Student: Vo Ngo Lan Phuong Course: Ham 23 ID: 217496 Hanoi, 11/2012 CASE STUDY Table of Contents I.
Overview3 II. NIBCO's implementation of ERP solution3 III. Pros and Cons of "BIG–BANG" approach for ERP4 IV. ERP project implementation:
lessons and recommendations6 List of Reference9 Case Study – NIBCO's SAP Application Implementation I. Overview The case shows the
implementation of SAP ERP solution in NIBCO, a manufacturer of pipe and fittings, a mid–size manufacturer with about 3,000 employees and
revenue over 460 million USD. The company... Show more content on Helpwriting.net ...
All the business units, most of employees will be affected by the new systems at the same time. In fact, the other approach can be doing a pilot
implementation at a factory or distribution centers, or only implement for only a few popular units. But this way can cost more time, efforts and cannot
test the capability of the whole system. Also, with the investment in consultancy and purchasing the leading solutions from top ERP vendors, the
NIBCO aim to get the new system run for all the business unit, and the real time running can also test the performance of the new system, also save
cost and time for implementation. Running all at the same time can also help the testing of integration and cooperation among factories and
distribution centers. The big–bang or cut over approach requires the good skilled personnel, and also training for the new systems, working processes
and running, maintenance the new system. The productivity was reported a reduction in the first month after the new system running, but improves
gradually in the later months. The accounting reports can be done in two or three day, rather than two to three weeks when using the old systems.
Also, with the new system, sharing and collaboration helps reduce inventory, as much as 25%, and also increase the fulfillment ratio from 80% to
95%, service quality has improved to

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

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

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

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

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

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

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

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

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

Wal Mart Case Study
[;'p//
Walmart Case Study: Half a Century of Supply Chain Management
SCM 607
Dr. John Wu
March 15, 2014
Table of Contents
INTRODUCTION4
BACKGROUND OF THE COMPANY4
GOALS AND OBJECTIVES5
KEY ISSUES6
EXTERNAL ANALYSIS7 Economy8 Customer Behavior8 Technology8 Politics & Legal Aspects8
INTERNAL ANALYSIS9 Company Culture9 Operations9 Purchasing & Suppliers10Inventory10 Logistics10
SWOT ANALYSIS11 Strengths11 Procurement11 Distribution12 Store Network12 Information Systems13 Weaknesses14 Procurement14 Store
Network14 Human Resources14 Focusing on the Supply Chain14 Opportunities15 Focusing on the Supply Chain15 New Initiatives and a
Reorganization ... Show more content on Helpwriting.net ...
Much of the popularity of supply chain management has been attributed to the success of Walmart's partnership with Procter & Gamble
(P&G). During the 1980s, the two collaborated in building one of the first Collaborative Planning, Forecasting, and Replenishment (CPFR)
systems, a software system that linked P&G to Walmart's distribution centers, taking advantage of advances in the world's telecommunications
infrastructure. When a Walmart store sold a particular P&G item, the information flowed directly to P&G's planning and control systems.
When the inventory level of P&G's products at Walmart's distribution center got to the point where it needed to reorder, the system automatically
alerted P&G to ship more products. This information helped P&G plan its production. Walmart was also able to track when a P&G
shipment arrived at one of its distribution warehouses, which enabled it to coordinate its own outbound shipments to stores. Both Walmart and
P&G realized savings from the better inventory management and order processing, savings that in turn were passed on to Walmart's consumers
through its everyday low prices.

Should we move this content somewhere else or

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

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

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

dc wl wc
Unit
600
600
280
820
1800
2160
1140
Objective
250
250
175
175
175
200
200
constraints
LHS relation RHS
Steel
sarasota
3.2
0
3.6
0
0
0
0
2928
<=
5000

louisville
0
0
0
3.6
0
2.8
0
9000
<=
9000
carson
0
3.2
0
0
3.6
0
2.8
11592
<=
14000
Aluminium
sarasota
5
0
4
0
0
0
0
4120
<=

7000
louisville
0
0
0
4
0
4.5
0
13000
<=
13000
carson
0
5
0
0
4
0
4.5
15330
<=
18000
Wood
sarasota
5.2
0
4.8
0
0
0
0
4464

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

30
carson
9
40
50
Deluxe sarasota 40
28
25 louisville
34
18
10
carson
25
10
40
weekender louisville 30
15

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

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

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

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

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

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

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

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

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

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

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

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

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

were located in rural Arkansas, self–distribution was necessary.
The initial competitive advantage for Wal–Mart was its supply chain management. As Wal–Mart grew in the 1960s to 1980s, it benefited

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

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

Internal and External factors at Wal-Mart
Internal and External Factors of Wal–MartIn 1962, Sam Walton opened the first Wal
–Mart store and the retailing giant has been rising to success ever
since. Various factors have played an integral role in the success of Wal
–Mart, but without the strong execution of the four functions of management,
Wal–Mart would have failed like many others. This paper will discuss in detail the how internal and external factors affect the four functions of
management.
GlobalizationIn 1993 Wal–Mart formed their International Division which was crucial to their success because they needed to remain competitive with
other industry giants. When Wal–Mart entered a new country, careful planning was conducted to meet the demands of that specific country. A... Show
more content on Helpwriting.net ...
The kiosks let shoppers create custom CDs that can hold up to 100 songs. The finished CD is then picked up at the one–hour photo center. In
pharmacy, new technology allows personnel to retrieve a patient's prescription information at any location simply by knowing the patient's name and
type of medication. The patient does not have to know his or her prescription number, insurance information or at what store the prescription was
originally filled (Wal–Mart Technologies Enhance Visible and Behind–Scenes Services, July 2005).
InnovationWal–Mart's continued drive towards innovation sustains its global footprint. Wal–Mart continues to be a leader in the business world. It's
evident that Wal–Mart strives continually to introduce new and different ways to market their business and uphold competitive advantage and
introduce new ways to build relationships with employees, customers, and the humanitarian world.
Wal–Mart's resourcefulness is widely shown in their in–bound logistics. Wal–Mart's satellite network is the largest private satellite communication
system in the United States, this along with its strategic locations for their distribution centers have given them another competitive edge. Unlike other
competitors who house less than half of their inventory in distribution centers, Wal–Mart houses over 80 percent in their distribution center; this purpose
being more sales space for the stores and 100 percent in–stock position. To cut

Fast Fashion Case Study Essay
1. With which of the international competitors listed in the case is it most interesting to compare Inditex's financial results? Why? What do
comparisons indicate about Inditex's relative operating economics? Its relative capital efficiency? We think H&M's financial results are the most
interesting one to compare with Inditex's. H&M is the most important and largest competitor of Inditex and due to their similar background, both being
large international European apparel brands and offers fashionable clothing with in season style. We have notice and quoted from Exhibit 6, their net
operating revenues, aka their sales, are more alike when compared to Gap and Benetton; and their net incomes are also similar. The negative ROE in
Gap,... Show more content on Helpwriting.net ...
1 Comparative Operative Margin Analysis Remarks of the table: Markdown = Markdown price x percentage of goods that needed to be marked down
– Representative Competitor: 0.3 x (0.3+0.4)/2 = 0.105 = 10.5% Zara: 0.15 x (0.15+0.20)/2 = 0.02625 = 2.6% Manufacturing Costs/ Selling Price
are assumed to be half of the RSP As seen from the table, we can see that the largest differences between Zara and other competitors are the lower
markdown percentage and the lower advertising expenses. The lower markdown percentage is mainly because of Zara's strategy on risky items due to
design mistakes, which may lead to large number of inventory. If any Zara's product was slow to sell in one

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

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

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

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

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