1 utdallas.edu/~metin Supply Chain Management Introduction.

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Supply Chain Management Introduction


Outline

What is supply chain management? A supply chain strategy framework Components of a SCM Major obstacles and common problems Seven Eleven Japan


Traditional View: Supply Chains in the Economy (1990, 1996)

Freight Transportation $352, $455 B– Transportation manager in charge

– Transportation software

Inventory Expense $221, $311 B– Inventory manager in charge

– Inventory software

Administrative Expense $27, $31 B

Logistics related activity 11%, 10.5% of GNP

$898 B spent domestically for SC activities in 1998. $1,160 B of inventory in the US economy in the early 2000s.

Transportation and inventory managers


Traditional View: Cost breakdown of a manufactured good

Profit 10%

Supply Chain Cost 20%

Marketing Cost 25%

Manufacturing Cost 45%

Profit

Supply Chain Cost

Marketing Cost

Manufacturing Cost

Effort spent for supply chain activities are invisible to the customers.


What can Supply Chain Management do? Estimated that the grocery industry could save $30 billion (10% of operating

cost) by using effective logistics and supply chain strategies– A typical box of cereal spends 104 days from factory to sale– A typical car spends 15 days from factory to dealership– Faster turnaround of the goods is better?

Laura Ashley (retailer of women and children clothes) turns its inventory 10 times a year five times faster than 3 years ago– inventory is emptied 10 times a year, or an item spends about 12/10 months in the

inventory. – To be responsive, it relocated its main warehouse next to FedEx hub in Memphis, TE.

National Semiconductor used air transportation and closed 6 warehouses, 34% increase in sales and 47% decrease in delivery lead time.


Magnitude of Supply Chain Management

Compaq estimates it lost $0.5 B to $1 B in sales in 1995 because laptops were not available when and where needed

P&G (Proctor&Gamble) estimates it saved retail customers $65 M (in 18 months) by collaboration resulting in a better match of supply and demand

When the 1 gig processor was introduced by AMD (Advanced Micro Devices), the price of the 800 meg processor dropped by 30%


Importance of SCM understood by some AMR Research:

– "The biggest issue enterprises face today is intelligent visibility of their supply chains-both upstream and down"

Forrester Research:– "Companies need to sense and proactively respond to unanticipated

variations in supply and demand by adopting emerging technologies such as intelligent agents. To boost their operational agility, firms need to transform their static supply chains into adaptive supply networks”

Gartner Group:– “By 2004, 90% of enterprises that fail to apply supply-chain management

technology and processes to increase their agility will lose their status as preferred suppliers”

» Open ended statement. Agility can be increased continuously.


Top 25 Supply Chains

AMR research http://www.amrresearch.com

publishes reports on supply chains and other issues.

The Top 25 supply chains report comes out in Novembers.

The table on the right-hand side is from The Second Annual Supply Chain Top 25 prepared by Kevin Riley and Released in November 2005.


SCM Generated Value

Minimizing supply chain costs

while keeping a reasonable service level

customer satisfaction/quality/on time delivery, etc.

This is how SCM contributes to the bottom line

SCM is not strictly a cost reduction paradigm!


A picture is better than 1000 words!How many words would be better than 3 pictures?

- A supply chain consists of

- aims to Match Supply and Demand, profitably for products and services

SUPPLY SIDE DEMAND SIDE

The rightProduct

HigherProfits

The rightTime

The rightCustomer

The rightQuantity

The rightStore

The rightPrice =++ ++ +

- achieves

SupplierSupplier ManufacturerManufacturer DistributorDistributor RetailerRetailer CustomerCustomer

UpstreamDownstream


Detergent supply chain:

Customer wantsdetergent

Customer wantsdetergent

Albertson’sSupermarketAlbertson’s

SupermarketThird

party DCThird

party DCP&G or othermanufacturerP&G or othermanufacturer

Plastic cupProducer

Plastic cupProducer

Chemicalmanufacturer

(e.g. Oil Company)


(e.g. Oil Company)

TennecoPackagingTenneco

Packaging

Paper Manufacturer

Paper Manufacturer

TimberIndustryTimber

Industry


(e.g. Oil Company)


(e.g. Oil Company)


Flows in a Supply Chain

Customer

Material

Information

Funds

The flows resemble a chain reaction.

Supplier


SCM in a Supply Network Supply Chain Management (SCM) is concerned with the management and control of

the flows of material, information, and finances in supply chains.

Supply

Demand

Products and Services

Cash

Supply Side OEM Demand Side

THAILAND INDIA MEXICO TEXAS USN-Tier Suppliers Suppliers Logistics Distributors Retailers

Information

The task of SCM is to design, plan, and execute the activities at the different stages so as to provide the desired levels of service to supply chain customers profitably


Importance of Supply Chain Management

In 2000, the US companies spent $1 trillion (10% of GNP) on supply-related activities (movement, storage, and control of products across supply chains). Source: State of Logistics Report

Eliminating inefficiencies in supply chains can save millions of $.

Tier 1 Tier 1 SupplierSupplier

ManufacturerManufacturer DistributorDistributor RetailerRetailer CustomerCustomer

Inefficient logistics

High stockouts

Ineffective promotions

Frequent Supply shortages

High landed costs to the shelf

High inventories through the chain

Low order fill rates

Glitch-Wrong Material, Machine is Down –

effect snowballs


Supply

Sources:plantsvendorsports

RegionalWarehouses:stocking points

Field Warehouses:stockingpoints

Customers,demandcenterssinks

Purchase

Inventory

Transportation Inventory

A Generic Supply Chain


Cycle View of Supply Chains

Customer Order Cycle

Replenishment Cycle

Manufacturing Cycle

Procurement Cycle

Customer

Retailer

Distributor

Manufacturer

Supplier

Any cycle0. Customer arrival1. Customer triggers an order2. Supplier fulfils the order3. Customer receives the order


Push vs Pull System What instigates the movement of the work in the system?

In Push systems, work release is based on downstream demand forecasts– Keeps inventory to meet actual demand – Acts proactively

» e.g. Making generic job application resumes today (e.g.: exempli gratia)

In Pull systems, work release is based on actual demand or the actual status of the downstream customers– May cause long delivery lead times– Acts reactively

» e.g. Making a specific resume for a company after talking to the recruiter


Push/Pull View of Supply Chains

Procurement,Manufacturing andReplenishment cycles

Customer OrderCycle

CustomerOrder ArrivesPush-Pull boundary

PUSH PROCESSES PULL PROCESSES


Examples of Supply Chains

Dell / Compaq– Dell buys some components for a product from its suppliers

after that product is purchased by a customer. Extreme case of a pull process

Zara, Spain’s answer to Italy’s Benetton– Sells apparel with a short design-to-sale cycle, avoids markdowns.

Toyota / GM / Volkswagen, in the course notes

McMaster Carr / W.W. Grainger, sell auto parts

Amazon / Barnes and Noble Frozen food industry/Fast food industry/5 star restaurants Internet shopping: Webvan / Peapod


SCM Strategy


Mission-Strategy-Tactics-Decisions

Mission, Mission statement– The reason for existence of an organization

Strategy– A plan for achieving organizational goals

Tactics– The actions taken to accomplish strategies

Operational decisions– Day to day decisions to support tactics


Life Strategy for Ted

Ted is an undergrad. He would like to have a career in business, have a good job, and earn enough income to live comfortably

Mission: Live a good life Goal: Successful career, good income Strategy: Obtain a master’s degree Tactics: Select a college and a concentration Operations: Register, buy books, take

courses, study, graduate, get a job


Linking SC and Business Strategy

NewProduct

Development

Marketingand

Sales Operations Distribution Service

Finance, Accounting, Information Technology, Human Resources

Competitive (Business) Strategy

Product Development Strategy-Portfolio of products-Timing of product introductions

Marketing Strategy-Frequent discounts-Coupons

Supply Chain Strategy


Strategies: Product Development

It relates to Technologies for future operations (via patents) and Set of products/services

Be the technology leaderIBM workstations

Offer many productsDell computers

Offer products for locals Tata’s Nano at $2500=100000 rupeesProduction at Singur, West Bengal, India; l x w x h=3.1 x 1.5 x 1.6 meters; Top speed: 105km/hr; Engine volume 623 cc; Mileage 50 miles/gallon; Annual sales target 200,000.


Strategies

Marketing and sales strategy relates to positioning, pricing and promotion of products/services– e.g. Never offer more than 40% discount

– e.g. EDLP = every day low price» At Wal-Mart

– e.g. Demand smoothing via coupons» BestBuy

Supply chain management strategy relates to procurement, transportation, storage and delivery– e.g. Never use more than 1 supplier for every input

– e.g. Never expedite orders just because they are late

– e.g. Always use domestic suppliers within the sales season not in advance.


Fitting the SC to the customer or vice versa?

Understand the customer Wishes

Understand the Capabilities of your SC

Match the Wishes with the Capabilities

Challenge: How to meet extensive Wishes

with limited Capabilities?


Achieving Strategic Fit: Consistent SCM and Competitive strategies

Fit SC to the customer

Understanding the Customer– Range of demand, pizza hut stable

– Production lot size, seasonal products

– Response time, organ transplantation

– Service level, product availability

– Product variety

– Innovation

– Accommodating

poor quality

Implied (Demand) Uncertainty for SC

Implied trouble for SC


Contributors to Implied Demand Uncertainty

Low High

Price ResponsivenessCustomer Need

Implied Demand Uncertainty

Commodities DetergentLong lead time steel

Customized products High Fashion ClothingEmergency steel, for maintenance/replacement

Short lead times, product variety, distribution channel variety, high rate of innovation and

high customer service levels all increase the Implied Demand Uncertainty


Understanding the Supply Chain: Cost-Responsiveness Tradeoff

High Low

Low

High

Responsiveness (in time, high service level and product variety)

Cost in $

Efficiency frontier

InefficientFix responsiveness Impossible

Inefficiency Region

Why decreasing slope (concave) for the efficiency frontier?


Achieving Strategic Fit: Wishes vs. Capabilities

Implied uncertainty spectrum

Responsive (high cost)

supply chain

Efficient (low cost)

supply chainCertain demand

Uncertain demand

Responsivenesspectrum Zone o

f

Strateg

ic Fit

Lunch buffet<Low margin>

Gourmet dinner<High margin>


Loosing the strategic fit: Webvan

Webvan started a merger with HomeGrocer in Sept 2000 and completed in May 2001.

Declared bankruptcy in July 2001. Why?– “Webvan was so behemoth that could deliver anything to anyone anywhere

that it lost sight of a more mundane task: pleasing grocery customers day after day”.

– Short to midterm cash mismanagement. Venture capital of $1.2 B run out.

– Merger costs: duplicated work force, integration of technology, realignment of facilities.

Peapod has the same business model but more focused in terms of service and locations. It actually survives with its parent company Royal Ahold’s (Dutch Retailer) cash.– Delivers now at a fee of $6.95 within a day.


Top 10 Retailers Reported in 2008 – First 4

Source www.deloitte.com/dtt/cda/doc/content/dtt_2008globalpowersofretailing.pdf


Top 10 Retailers Reported in 2008 – First 5-10


Big retailers’ Strategy

Wal-Mart: Efficiency Target: More quality and service Carrefour: International, ambiance

K-Mart: Confused. – Squeezed between Target and Wal-Mart– Reliance on coupon sales– Do coupons stabilize or destabilize a Supply chain?

K-Mart and Sears merged in November 2004. Now called Sears Holdings.

» K-Mart gets cash» Sears gets presence outside malls


Other Factors Multiple products in a SC. Multiple customers for a given product

– Separate supply chains or Tailored supply chains» e.g. Barnes and Noble: Retailing and/or e-tailing

– Product and/or customer classes» e.g. UTD library loans books for 6 months (2 weeks) to faculty (students)» Customer segmentation by pricing

Competitors: more, faster and global» UTD online programs compete globally

Product life cycle (shortening)– SCM strategy moves toward efficiency and low implied uncertainty as products age

» e.g. Air travel is becoming more efficient e.g. Southwest airlines lead the drive for efficiency e.g. Airbus announced A380 accommodating 555-800 people on Jan 17, 2005.

» e.g. Flat screen TV producer of AU Optronics of Taiwan was looking for ways to make its SC more efficient in June 2004.

– Replacement sales » Selling to replace broken units.

e.g. AC replacement is about 50% of the market.– Macroeconomic factors for visibility

» Forecasting Home Depot sales from S&P 500 price index. Positive correlation is detected.


Achieving Strategic Fit over a Lifecycle

Responsive (high cost)

supply chain

Efficient (low cost)

supply chainCertain demand

Uncertain demand

Zone of

Strateg

ic Fit


Integration

Integration is the central theme in SCM Building synergies by integrating business functions,

departments and companies


Strategic Scope

Suppliers Manufacturer Distributor Retailer Customer

Competitive Strategy

Product Dev. Strategy

Supply Chain Strategy

Marketing Strategy


Supply Chain Drivers and Obstacles


Drivers of Supply Chain Performance

Efficiency Responsiveness

Inventory Transportation Facilities

Information

Supply chain structure

LogisticalDrivers

How to achieve

Sourcing PricingCross-FunctionalDrivers


1. Inventory

Convenience: Cycle inventory– No customer buys eggs one by one

Unstable demand: Seasonal inventory– Bathing suits

– Xmas toys and computer sales

Randomness: Safety inventory– 20% more syllabi than the class size were available in the

first class

– Compaq’s loss in 95

Pipeline inventory– Work in process or transit


Little’s law

Long run averages = Expected values

I = R . T

I=Pipeline inventory;

R=output per time=throughput;

T=delay time=flow time

Flow time? Thruput? Pipeline (work in process) Inventory?

10/minuteSpend 1 minute


2. Transportation

Air Truck Rail Ship Pipeline Electronic


3. Facilities

Production– Flexible vs. Dedicated

– Flexibility costs» Production: Remember BMW: “a sports car disguised as a sedan”

» Service: Can your instructor teach music as well as SCM?

» Sports: A playmaker who shoots well is rare.

Inventory-like operations: Receiving, Prepackaging, Storing, Picking, Packaging, Sorting, Accumulating, Shipping – Job Lot Storage: Need more space. Reticle storage in fabs.

– Crossdocking: Wal-Mart


4. Information

Role in the supply chain– The connection between the various stages in the supply chain

– Crucial to daily operation of each stage in a supply chain » E.g., production scheduling, inventory levels

Role in the competitive strategy– Allows supply chain to become more efficient and more

responsive at the same time (reduces the need for a trade-off)

– Information technology» Andersen Windows

Wood window manufacturer, whose customers can choose from a library of 50,000 designs or create their own. Customer orders automatically sent to the factory.


Characteristics of the Good Information

Information Global Scope

CoordinatedDecisions

Supply ChainSuccess

Strategy Analytical Models

$$$

Information Accurate? Accessible? Up-to-date? In the Correct form?

» If not, database restricted ability. How difficult is it to import data into SAP?


Quality of Information

Information drives the decisions:– Good information means good decisions

IT helps: MRP, ERP, SAP, EDI Relevant information? How to use information?


Information Technology in a Supply Chain: Legacy Systems

Supplier CustomerRetailerDistributorManufacturer

Strategic

Planning

Operational


Information Technology in a Supply Chain: ERP Systems


Strategic

Planning

OperationalERPPotential

ERPPotential

ERP


Information Technology in a Supply Chain: Analytical Applications


Strategic

Planning

Operational

SupplierApps

SCM

MES

Dem Plan

Transport execution &WMS

APS Transport & InventoryPlanning

CRM/SFA


ERP Systems

Wider focus Push (MRP) versus Pull (demand information transmitted

quickly throughout the supply chain) Real-time information Coordination and Information sharing

Transactional IT Expensive and difficult to implement

– About 25% of ERP installations are cancelled within a year

– About 70% of ERP installations go over the budget


IT Push

0

100

200

300

400

500

1965 1973 1981 1989 1997

IT investment($B)


Supply Chain Software PushSee Top 100 under /articles.html

Source Kanakamedala, Ramsdell, Srivatsan (2003). McKinsey Quarterly, No 1.


5. Sourcing

Role in the supply chain– Set of processes required to purchase goods and services in a supply chain

– Supplier selection, single vs. multiple suppliers, contract negotiation

Role in the competitive strategy– Sourcing is crucial. It affects efficiency and responsiveness in a supply chain

– In-house vs. outsource decisions- improving efficiency and responsiveness» TI: More than half of the revenue spent for sourcing.

» Cisco sources: Low-end products (e.g. home routers) from China.

Components of sourcing decisions– In-house versus outsource decisions

– Supplier evaluation and selection

– Procurement process:» Every department of a firm buy from suppliers independently, or all together.

EDS to reduce the number of officers with purchasing authorization.


6. Pricing

Role in the supply chain– Pricing determines the amount to charge customers in a supply chain

– Pricing strategies can be used to match demand and supply» Price elasticity: Do you know yours?

Role in the competitive strategy– Use pricing strategies to improve efficiency and responsiveness

– Low price and low product availability; vary prices by response times» Amazon: Faster delivery is more expensive

Components of pricing decisions– Pricing and economies of scale

– Everyday low pricing versus high-low pricing

– Fixed price versus menu pricing, depending on the product and services » Packaging, delivery location, time, customer pick up

» Bundling products; products and services


Considerations for Supply Chain Drivers

Driver Efficiency Responsiveness

Inventory Cost of holding Availability

Transportation Consolidation Speed

Facilities Consolidation / Dedicated

Proximity / Flexibility

Information Low cost/slow/no duplication

High cost/ streamlined/reliable

Sourcing Low cost sources Responsive sources

Pricing Constant price Low-high price


Major Obstacles to Achieving Fit

SC is big: – Variety of products/services

– Spoiled customer

– Multiple owners (Procurement, Production, Inventory, Marketing) / multiple objectives

– Globalization

Local optimization and lack of global fit


Dealing with Multiple Owners / Local Optimization– Information Coordination

» Information sharing / Shyness / Legal and ethical issues

– Contractual Coordination» Mechanisms to align local objectives with global ones

– Coordination with (real) options» Rare in the practice

– Without coordination, misleading reliance on metrics:» Average safety inventory, Average incoming shipment size, Average

purchase price of raw materials, Revenue

Major Obstacles to Achieving Fit


Major obstacles to achieving fit

Instability and Randomness: – Increasing product variety

– Shrinking product life cycles

– Customer fragmentation: Push for customization, segmentation

– Fragmentation of Supply Chain ownership: Globalization

Increasing implied uncertainty


Common problems Lack of relevant SCM metrics: How to measure

responsiveness?» How to measure efficiency, costs, worker performance, etc?

Poor inventory status information» Theft: Major problem for furniture retailers.» Transaction errors: Retailers with inaccurate inventory records

for 65% of SKUs» Information delays, dated information, incompatible info. systems» Misplaced inventory: 16% of items cannot be found at a major retailer» Spoilage: active ingredients in the products are losing their properties» Product quality and yield» Lack of visibility in SCs

Do you know the inventory your distribution centers hold? Do you know the inventory your fellow retailer holds?


Common problems Poor delivery status information

» Not knowing the order status Poor IT design

» Unreliable, duplicate data» Security problems: too much or too little

Ignoring uncertainties – “The flight from uncertainty and ambiguity is so motivated that we often

create pseudocertainty.”– Nitin Nohra, HBR February 2006 issue, p.40.

Internal customer discrimination» Giving lower priority to internal customers than external customers

Poor integration Elusive inventory costs

» Accounting systems do not capture opportunity costs SC-insensitive product design


Summary

Supply Chain Introduction Competitiveness / Business strategy / SCM strategy Components

» Inventory, Transportation, Facilities, Information, Sourcing, Pricing

Challenges


Seven Eleven Japan (SEJ)

A Case Study


Factual Information on Seven Eleven Japan (SEJ) Largest convenience store in Japan with market value of $95 B. The third largest

retail company in the world after Wal-Mart and Home Depot. Established in 1974. In 2000, total sales $18,000 M, profit $620 M. Average inventory turnover time 7-8.5 days. Stock value increased by 3000 times from 1974 to 2000. In 1985, there were 2000 stores in Japan, increasing by 400-500 per year. Return on equity 14% over 2000-2004. A SEJ store is about the half the size of a US 7-eleven store,

that is about 110 m2. Sales:

– Products» 32.9% Processed food: drinks, noodles, bread and snacks» 31.6% Fast food: rice ball, box lunch and hamburgers» 12.0% Fresh food: diary products» 25.3% Non-food: magazines, ladies stockings and batteries.

– Services: Utility bill paying, installment payments for credit companies, ATMs, photocopying


More on SEJMore factual info: Average sales about twice of an average US store SKU’s offered in store: Over 3,000 (change by time of day, day of week, season) Virtually no storage space No food cooking at the stores

Japanese Images of Seven Eleven: Convenient Cheerful and lively stores Many ready made dinner items I buy Famous for its great boxed lunch and dinner - On weekends, when I was single, I went to buy lunch and dinner

SC strategy: Micro matching of supply and demand (by location, time of day, day of week, season)


Seven Eleven - Number of Stores

0

1000

2000

3000

4000

5000

6000

85 86 87 88 89 90 91 92 93 94

Number of Stores

1999: 8,0272004: 10,356


Seven Eleven - Net Sales (B Yen)Sales 1,963 B Yen in 2000

0

200

400

600

800

1000

1200

1400

85 86 87 88 89 90 91 92 93 94

Net Sales


Seven Eleven - Pre tax Profit (B Yen)

0102030405060708090

100

85 86 87 88 89 90 91 92 93 94

Profit


Seven Eleven - Inventory turnover (days)

0

2

4

6

8

10

12

14

85 86 87 88 89 90 91 92 93 94

Inventory


Information StrategyQuick access to up to date information (as opposed to data): In 1991, SEJ implemented Integrated Service Digital Network to link stores, headquarter,

DCs and suppliers

Customer checkout process– Clerk records the customer’s gender, (estimated) age and purchased items. These Point of Sales

(POS) data are transmitted to database at the headquarters. » Store hardware: Store computer, POS registers linked to store computer, Graphic Order

Terminals, Scanner terminals for receiving

Daily use of the data– Headquarters aggregate the data by region, products and time and pass to suppliers and stores by

next morning. Store managers deduce trend information. Weekly use of the data

– Monday morning, the CEO chairs a weekly strategy formulation meeting attended by 100 corporate managers.

– Tuesday morning, strategies are communicated to Operation Field Counselors who arrive in Tokyo on Monday night.

– Tuesday afternoon, regional elements (e.g. weather, sport events) are factored into the strategy. Tuesday nights, field counselors return back to their regions.



Information Analysis of POS Data Analysis of

– Sales for product categories over time– SKU (stock keeping unit)– Waste or disposal– 10 day (or week) sales trend by SKU

Sales trends for new product– In the early 1990s, half-prepared fresh noodle sales were going up,

new fresh noodle products were quickly developed

Sales trend by time and day– Different sales patterns for different sizes of milk at different times of the day results in

rearrangement of the milks in the fridge. Extreme store micromanagement. » Let us speculate: Flavored milks are put in front of the pure milks in the evening (or the morning?).

List of slow moving items– About half of 3000 SKUs are replaced by new ones every year


Facilities Strategy Limited storage space at stores which have only 125-150 m2 space

– Frequent and small deliveries to stores Deliveries arrive from over 200 plants. Products are grouped by the cooling needs

– Combined delivery system: frozen foods, chilled foods, room temperature and hot foods.– Such product groups are cross-docked at distribution centers (DC). Food DCs store no

inventory.– A single truck brings a group of products and visits several stores within a geographical region– Aggregation: No supplier (not even coke!) delivers direct

The number of truck deliveries per day is reduced by a factor of 7 from 1974 to 2000. Still, at least 3 fresh food deliveries per day. Goods are received faster with the use of scanners.

Have many outlets, at convenient locations, close to where customers can walk Focus on some territories, not all: When they locate in a place they blanket (a.k.a.

clustering) the area with stores; stores open in clusters with corresponding DC’s.– 844 stores in the Tokyo region; Seven Eleven had stores in 32 out of 47 prefectures in 2004. No

stores in Kobe. – Success rate of franchise application <= 1/100


The Present and the Future Is food preparation a good idea at 7-eleven locations?

– e.g. Compare microwave heating vs. salad preparation. Why SEJ does not allow direct delivery from suppliers to retailers? Point out which of the following strategies can also be used in US (or Taiwan)

– Information strategy– Facilities strategy

Discuss the differences between the Japanese and US (or Taiwanese) consumers with regard to

– Frequency and amount of grocery purchase– Use of credit cards vs. cash for purchase – 7-eleven inventory turnover rate is 50 in Japan and 19 in the USA.

7-eleven growing rapidly in the US so it aims to be a web depot in both the US and Japan. Does this make sense from a supply chain perspective?– Cost vs. Responsiveness– Business strategy

What is the risk of micro-matching strategy? No direct deliveries to SEJ, what is the potential risk of this strategy if used in the USA?


Deloitte 2008 Global Retailers Survey

Excerpts from www.deloitte.com/dtt/cda/doc/content/dtt_2008globalpowersofretailing.pdf

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