The typical elements of a logistic system, such as customer services, sales forecasting, distribution communications, stock control, materials handling and ordering, amongst others, may give companies competitive advantages, especially when based on the exchange of reliable information between the links in the chain (Bowersox, Closs & Drayer, 2005). A complementary factor here is that the advantage provided by logistics becomes stronger to the extent that it also incorporates such activities as management of customers with a high level of demand, expertise in financial decision-making and the use of different methods of purchasing products and services (Bowersox, Closs & Drayer, 2000).
If we accept Ballou’s (2006) viewpoint that the physical
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The advantages based on value have increasingly concentrated on services where customers seek reliability and responsiveness (Christopher, 2007).
Although Christopher (2007) not only highlights the possibility of combining competitive advantages derived from cost and value but also the possible contribution of logistics, other authors point out the importance of strategic alignment in the most uniform chain as a means of obtaining differentiation. In Porter’s (2007) opinion, a competitive strategy consists in deliberately choosing a set of integrated activities in order to provide a unique combination of value.
Porter’s (1996) thinking on this issue is also echoed by Chopra & Meindl (2003), for whom strategic alignment presupposes strategies involving the supply chain. The displacement of competition from between companies to between chains forces each one to put forward its strategies. These are generally based on responsiveness and efficiency as the defining factors in strategic positioning or on the balance between them in all the logistic activities in the chain, since it is assumed that there is alignment between its links (Chopra & Meindl, 2003; Fischer,
Inbound Logistic Process Target is a retail store selling goods worldwide through its retail stores located at various part of the world. It purchases goods from its suppliers and ship those goods to its distribution centre and retail outlets. The continuous supply of merchandise is a tough job as the Global purchase is a difficult process to manage when; sources of supply, regional economies, and governments change in international purchasing can lead to disputes and
The potential consumption of Company X services will be dependent on various target markets. It is important for technology-enabled operations to be deployed to improve efficiency and limit consumption. Company X must develop a positioning strategy which is value-based. This strategy will implement the foundation of providing logistics solutions to consumers. Company X must provide customer solutions which are industry specific.
It notes that stiff competition can reduce the potential profit of like companies. Firms must determine the strategy that will be utilized to gain and maintain the upper hand in the industry, as it relates to price, marketing, competition and the introduction of new and innovative products into the market. The more a company senses competition the intensity of its strategy may increase as it does not only respond to other firms, but also to the industry as a whole. It is natural for firms to respond to competitive moves made by its rival as it will have an effect albeit positive or negative on the industry. Firms may be forced to supply the demands for cheaper but more reliable products or to create differentiated products to maintain the competitive
4. Analysis of strategic capacities of Nikon Corporation This section analyzes the strategic capability Nikon. It starts with a value chain analysis, followed by a VRIN evaluation to determine whether there is any capacity can be sustained competitive advantage. 4.1 Value chain analysis Porter developed the value chain to help determine the internal activities for a competitive advantage, and which are not.
It can be said that by means of organisation’s competitive strategy, it can achieve an upper hand in the business market over its rivals. Competitive Advantage offers a beneficial position to business organisations over rivals in regards of some measure like expense, quality, or velocity. An efficient strategy can help an organisation to achieve an upper hand through commitment to its strategic objectives and the capacity to significantly expand execution and profitability (Bartlett & Ghoshal,
The same is applied to the airline industry as well. The companies like Lufthansa and Emirates Airways also have their own corporate and competitive strategies. Both of the organizations offers similar kind of services, but their strategies varies as both have their own set of goals and targets. Therefore the corporate and competitive strategies of both the organizations have been evaluated in terms of their competitive position, value creation for the stake holders, and strategic choice. 1.
Here 70% of our business is done with military so in military terms logistics means the organization of moving, housing and supplying troops and equipment’s. No doubt logistics is an important activity as there is a process for doing a work and there must be proper coordination and cooperation. Lack of proper coordination means, high chance of getting errors in work. This case analysis focus on providing the recommendations to the top management to make sure their activities are going smoothly in the market and they can be ahead from their competitors in this competitive world. In easy words, the organization wants to improve their delivery to their customers.
The Value Chain 4 4. Operations Strategy Implications (Store level) 5 5. Inventory Management and Demand Forecasting 9 6. Supply Chain Management 9 7. Quality Management 11 8.
This model is considered as the most potent and useful tool and is widely used by organisations. This model deals with external factors that influence the nature of completion and internal factors how firms compete effectively to be more profitable. Porter’s 5 forces is used. Industry Rivalry : Porter (1980) reiterated that intensity of rivalry is dependent on number and size of direct competitors as numerous and/or equally balanced competitors may lead to intense competition. The rivalry for market share becomes intense when product differentiation and switching costs are
Threat of Substitutes 4. Bargaining Power of Buyers 5. Power vested by Suppliers 1. Competitive Rivalry: According to Porter the competitiveness in any sector is significantly increased by the number of players operating in the field and their major competencies.
When it comes to attending college, there is always a variety of people saying it 's the best decision one can make. On the other hand, there 's always a select few who don 't agree with the idea of actually going to college. Don 't get me wrong, college does have its advantages and disadvantages, but when it comes to creating a solid foundation of financial stability - institutes and two year programs are the best routes to go when seeking success and opportunities. Some of the perks of furthering your education after high school are that you 're able to live a more comfortable lifestyle, earn a higher income, and have endless job opportunities within the field you decide to major in. There 's always a down side when it comes to attending
Process Drive to achieve functional excellence and integration across all major processes. - Core supply chain processes driving the business. - Best in class approaches to our core processes (manufacturing, integrated demand planning, procurement, cycle-time, compression, dynamic deployment) - Bulk linkages with suppliers and customers. C. Organization Providing the critical success factors of cohesion, harmony and integration across organization entities - Level of cross functional integration is required to manage core processes effectively - Leverage cross-company skills and abilities - Performance measurement and reporting structure help to achieve objectives D. Technology Empowers the Supply Chain to operate on a new level of performance and is creating clear competitive advantages for those companies able to harness it.
Technology and new innovations are welcome in the society of the twenty-first century. Technology is advancing every year, and it is being integrated into everyone’s daily life. Technology like smartphones, computers, smartwatches, smart glasses, smart tv’s, and game consoles are being incorporated into people’s homes, jobs, education, transportation, and medicine. Technology makes it easier for people to communicate effortlessly over long distances. People have the ability to search for an abundance of information at their fingertips.
The four building blocks of competitive advantage can be used to help a company become more profitable and stay ahead of their competition. The four factors are superior efficiency, quality, innovation, customer responsiveness. All four building blocks are important to any company. However, I believe that customer responsiveness is the most important because having loyal and happy customers can make or break any company. The four building blocks can help companies grow and become the leader in their industry over their rivals.
Modern Stores The interviews were taken and the data were collected and we had also taken help from other articles from academic journals for an overview over the data. At the later step, we wanted to understand that what actually influence the performance of the Cold Chain Logistics. And regarding the elements which is able to manage the Cold Chain Logistics most effectively in a company.