Logistics’ place in the global administration of the product’s life cycle

If logistics can be considered an assembly of methods, functions, and ways used by a company with the purpose of giving clients the goods taken at a low price and in a period of time according to clients’ expectations, taking into consideration the quantities settled by contract, we can say that, in a company, the logistics functionality contributes to coordination the offer by requiring the lowest costs, based on some strategic and tactics plans as well as keeping qualitative relations between suppliers and clients. Logistics can be said to represent the optimization of the company’s both fundamental cycles: the cycle-client (from order to delivery) and the project-cycle (from conception to use). From this point of view, this is an essential component of both the strategy and the companies’ organization. Some companies in West Europe have moved or created new production plants in Centre and East Europe, mainly in the new member states of the European Union (NOKIA from Germany to Romania, RENAULT from France to Romania etc.). This is based on some detailed research on the importance that a functional logistics of industrial platforms has taking into consideration both raw materials and clients’ satisfaction, who, more often than not is far from the production place.client, distribution, performance, supplier, supply.

THE CHANGES ON THE FIELD OF LOGISTIC ACTIVITIES

If logistics can be considered an assembly of methods, functions, and ways used by a company with the purpose of giving clients the goods taken at a low price and in a period of time according to clients’ expectations, taking into consideration the quantities settled by contract, we can say that, in a company, the logistics functionality contributes to coordination the offer by requiring the lowest costs, based on some strategic and tactics plans as well as keeping qualitative relations between suppliers and clients. Logistics can be said to represent the optimization of the company’s both fundamental cycles: the cycle-client (from order to delivery) and the project-cycle (from conception to use). From this point of view, this is an essential component of both the strategy and the companies’ organization. Some companies in West Europe have moved or created new production plants in Centre and East Europe, mainly in the new member states of the European Union (NOKIA from Germany to Romania, RENAULT from France to Romania, etc). This is based on some detailed research on the importance that a functional logistics of industrial platforms has taking into consideration both raw materials and clients’ satisfaction, who, more often than not is far from the production place.planning, distribution, management, supply, market

Service selection strategic analysis for selfoperated e-commerce platforms under settlement

In order to study whether e-commerce platforms carry out service cooperation after settlement in-depth, this paper focuses on service selection strategic analysis for agent channels on some self-operated e-commerce platforms settled in hybrid e-commerce platforms. We present multi-leader-follower models in two different scenarios with the platforms as leaders and the manufacturers as followers and give some numerical experiments to analyze the impacts of service selection strategies for self-operated platforms on all supply chain members. Our finding shows that if the service cost efficiency is moderate or low, the self-operated platform prefers to provide its service for the agent; otherwise, its selection mainly depends on the unit product service fee. In addition, fierce service competition and high unit service fee are unfavorable to all members, while high service cost efficiency may hurt both the platform and the manufacturer

Challenges at the marketing–operations interface in omni-channel retail environments

To compete in today’s omni-channel business context, it is essential for firms to co-ordinate their activities across channels and across different stages of the customer journey and the product flow. This requires firms to adopt an integrative approach, addressing each omni-channel design decision from a dual demand-side (marketing) and supply-side (operations) perspective. However, both in practice and in academic research, such an integrative approach is still in an immature stage. In this article, a framework is developed with the following key decision areas: (i) assortment & inventory, (ii) distribution & delivery and (iii) returns. These affect both the customer journey and the product flow. As a consequence of the resulting interdependencies between the firm’s functions, addressing the issues that arise in the three decision areas requires an integrated marketing and operations perspective. For each of the areas, the key decisions that affect or involve both the customer journey and product flow are identified first. Next, for each decision, the marketing and operational goals and the tensions that arise when these goals are not perfectly aligned are described. The opportunities for relieving these tensions are also discussed and possible directions for future research aimed at addressing these tensions and opportunities are presented.info:eu-repo/semantics/publishedVersio

Online selling mode choice and pricing in an O2O tourism supply chain considering corporate social responsibility

This paper considers an online-to-offline (O2O) tourism supply chain (TSC) consisting of an offline tourism service provider (TSP) and an online travel agency (OTA) who has a corporate social responsibility (CSR). We investigate three possible online selling modes: (1) the OTA purchases products from the TSP and sells them to end tourists (Mode R); (2) the OTA charges the TSP a profit-sharing rate (Mode M); (3) the TSP sells products through both the reselling and marketplace channels (Mode D). Based on these three modes, we establish three game-theoretic models to explore the optimal online selling mode and pricing decisions for the TSC and its members. Our analyses and results show that when Mode D is unavailable: if OTA's cost advantage is relatively low, the TSC members should set a moderate profit-sharing rate and choose Mode M; Conversely, Mode R is better for them under a moderate or not too high profit-sharing rate. When Mode D is also available: Mode M is always worse than Mode D, while Mode R may be better than Mode D under some conditions. Furthermore, we conduct numerical studies and sensitivity analyses, which demonstrate that in Mode D, the TSC should pay more attention to CSR and improve consumers' channel acceptance for the reselling channel to create more total utility

THE IMPACT OF RETAILER\u27S CENTRALIZED PURCHASING STRUCTURE ON VENDOR ORDER FULFILLMENT: A CASE STUDY ANALYSIS

To remain competitive in today\u27s market and economy, retail companies must provide products and services in the form, time and place that their consumers demand. The rise in e-commerce and improved logistics capabilities have changed how products are sold. Companies are looking to decrease costs and lead times to remain profitable as competition and consumer demands intensify. Retailers are looking to lower costs in their supply chain. Using sales data and forecasting methods, retailers are placing smaller, more frequent orders to decrease inventory and associated inventory costs throughout their network. This faster replenishment model has led to small containers becoming more common in wholesale fulfillment than large containers.Though there has been a shift in order size and frequency, there has been little change in ordering structure. Many major retailers use a centralized purchasing structure. Within the structure, there are different product categories, or departments, with buyers that place orders for the entire company. This allows for departmental expertise. Under this structure, employees from each buying department are placing multiple orders per week. This has a huge impact on vendors that supply products that fall into more than one retail category. Different orders cannot be combined so vendors could potentially receive multiple orders from the same customers that originated from different buying departments.A case study on buying strategy and structure demonstrates that a change from current retailer ordering structure with multiple buying departments to a single source of orders can decrease vendor corrugate and labor costs by 16%. This change allows the vendor to deliver the same products while using less labor and packaging materials. A company’s supply chain can be a competitive advantage for those that constantly evaluate their current systems and practices. The process of placing and fulfilling orders will remain an essential activity in the supply chain, so these processes and practices should be evaluated

Addressing Gaps in Supply Chain Technology for Global OMNI Channel Retailers

This annotated bibliography examines literature published between 2010 and 2017 that addresses technology gaps in supply chains for global OMNI channel retailers for cross channel engagements to help drive profits and better serve the consumer. It provides information to cross functional business leaders about: (a) business strategy descriptions for OMNI channel retailers, (b) supply chain challenges for OMNI channel retailers, (c) and best practices for integrated technology for OMNI channel supply chains

Challenges at the marketing–operations interface in omni-channel retail environments

To compete in today’s omni-channel business context, it is essential for firms to co-ordinate their activities across channels and across different stages of the customer journey and the product flow. This requires firms to adopt an integrative approach, addressing each omni-channel design decision from a dual demand-side (marketing) and supply-side (operations) perspective. However, both in practice and in academic research, such an integrative approach is still in an immature stage. In this article, a framework is developed with the following key decision areas: (i) assortment and inventory, (ii) distribution and delivery and (iii) returns. These affect both the customer journey and the product flow. As a consequence of the resulting interdependencies between the firm’s functions, addressing the issues that arise in the three decision areas requires an integrated marketing and operations perspective. For each of the areas, the key decisions that affect or involve both the customer journey and product flow are identified first. Next, for each decision, the marketing and operational goals and the tensions that arise when these goals are not perfectly aligned are described. The opportunities for relieving these tensions are also discussed and possible directions for future research aimed at addressing these tensions and opportunities are presented

Zara and Benetton: Comparison of two business models

The project analizes and compares two very important and diferent business models in fast fashion industry: Zara y Benetton models. Their models are so diferent but have been a great success, due to their capacity to respond quickly to demand of the market, then due to their flexibility. In this regard, the project also demonstrates how information sharing have a big role to the success of a company. It improves the efficiency of a company and helps to achieve the customer satisfaction . To achieve a good sharing information, it' s important a good and strenght relationship between manufacturer and retailer