Supply Chain Management of Lowe's Home Improvement Stores Name of student: Course: Tutor: Supply Chain Management of Lowe's Home Improvement Stores Introduction The business world is dynamic and there are bound to change in every aspect…
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In recent times, business and technological trends have restructured the performance requirements for distribution channels in many industries. New challenges crop up every day for instance higher service level expectations of retail customers due to their high level of sophistication, distribution outsourcing by manufacturers, and the proliferation of advanced information technologies (Coyle et al, 2009). Distributors face a multiplicity of challenges in curbing the immense box retailers’ rigid supply requirements to support their high volume, high variety sales strategy. These strategies are required in delivery; Scheduled deliveries whereby each store requires periodic normally weekly deliveries on the same day and time each week. Unconstrained order quantities where stores can order items in any desired quantities, without limits on minimum or maximum order sizes in that orders can be placed as late as the day before a scheduled delivery. Single consolidated delivery where orders placed before each scheduled delivery must be fully delivered on a single truck, unless the magnitude of the order exceeds a full truckload. Stores need single, programmed deliveries because of the bottlenecks they encounter at their unloading docks. Since stores stock a wide range of products supplied by several manufacturers and since they need frequent deliveries in small batch sizes to reduce inventories, their loading docks are excessively congested and as a consequent, they call for a well coordinated deliveries from suppliers. A case study of Lowe’s Home Improvement Stores Lowe’s is a U.S based retail chain which deals with making improvements on retail home and appliances stores, with a market base of over 14 million customers, 1,710 from U.S and 20 from Canada stores. It expansion continued into countries such as Mexico, Australia amongst others. The expansion strategy which was laid down made it to become the second largest hardware chain store in the U.S after the well known Home Depot and ahead of Menards (Baker and Powell, 2005). Home depot opened its first store in Atlanta in 1978 before expanding from Georgia into Florida and then into the rest of the United States. Home Depot was framed around the concept of the ‘built from scratch’ warehouse and it was quickly embraced by professional contractors as well as by the rapidly expanding do it yourself market. The Home Depot concept was so successful that the traditional hardware and building supply stores were quickly eliminated from the markets in which the firm opened its outlets. Lowe’s began changing its strategy in a bid to counter Home Depot’s in the early 1990s, in that it converted most of its retail centers into a similar warehouse format. However, Lowe’s refined the Home Depot model by shifting from the rugged contractor appearance, tilting its focus to the female population based on research that concluded most home improvement decisions are initiated by females. Consequently, it developed better looking stores with sophisticated products while still managing to maintain similarly low prices and high levels of inventory and selection. It designed its stores with less rugged looking upholstery (Amason, 2010). Supply management work plan strategy Hawawini and Viallet (2002), argues that responsiveness is the best way to differentiate among competitors in the current market. In this day and age, the consumer has the overall authority since he has absolute information. This makes
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The author states that a business strategy includes several organizational functioning strategies, such as supply chain management strategy, production strategy, marketing strategy, human resource management strategy and financial strategy. These all are equally important for an organization to achieve significant business growth rate.
Daily profit in China on the same basis without imposed tariff would be Ł 546,67, while with imposed tariff would only be Ł 373,33. However, as probability of imposing import tariff is 30% I calculated 70% of the number without tariff and 30% of the number with tariff and come to bigger final number than if production is based in Scotland at Ł 465,33.
Walmart is one of the companies that have gained competitive advantage by using procurement strategies. Procurement in a large company can be very cost consuming and complex. This causes some companies like Walmart to outsource procurement instead of development world-class procurement capabilities of their own.
On the other hand, it is obvious that competent management involves proper planning. In effect, supply chain planning should constitute forecasting, efficient discovery and prioritizing of all essential sources of supply and add value to the product along the supply chain.
Research and practice shows that connecting and informing on supply chain, its management and the distribution of characteristics that dictate management of corporate organizations have greatly contributed to the integration of supply chain and its management.
(Agrawal, 2001). The best practices would embrace systems thinking and do away with the silo mentality of isolated departments in an organization, i.e., marketing, accounting, sales, etc.. The best emerging practice of SCM is a combination of Lean Manufacturing and Six Sigma statistical tools.
ver, it has been observed that in order to achieve success, companies need to integrate their available resources and networks effectively to ensure optimum success. This process of management that a company follows is termed as supply chain management. A supply chain is a
At the same time, organizations are becoming responsible for their partners and suppliers’ social and economic performance due to the increased demands as well as strong economic performance. These pressures are coming from a number of sources, which include the community, employees, governments, and socially aware organizations.
To remain competitive, these underlying ought to reduce operating cost whilst continuously advancing customer service. With the underlying progresses within communications coupled with information technology and a speedily developing selection of logistics alternatives, firms possess an opportunity to lessen operating costs by synchronizing the planning of the prevailing stages.
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