Date post: | 13-May-2015 |
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Business |
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INTRODUCTION
Leading Convenience Store in Japan.No of Stores - 12000Annual Profit - $30 BillionChairman & CEO - Toshifumi Suzuki
Positioning : “That Responds to Change”
US & Japanese Convenience Stores
Cultural Views
Japan Stores – Konbini Integral part of their daily life
US – Simple Mini Marts Late Night Visits & Saves time while filling gas.
SEJ Success Mantra• Integration among Partners
• Share Information through highly evolved Data rich SCM
Important Aspect of Japanese Business Model is ability to gather data about their Consumers & transform it into Information.
Data Rich SCM
Solid Information System (Trends in Market Demands)
Helps in Product Replenishment & CreationPioneered a highly Efficient Logistics systems
Replenished Products to the very small shelf space (Japan)
Major Innovator in convenience store Operations.
Implemented TQM – (Kaizen-Japan)
Achieved Success in Suffering Economy ( Due to Consumer focused orientation based upon Analysis of Information Technology)
In 1991 SEJ Invested $200 Million 4th Gen IT System.
ISDN Links their Retail Store with their Headquarters.
Data is gathered during every single transaction.
Store Manager & HQ Manager Analyze the Data.
HQ Manager Aggregates the Data & send it to the Store Manager & Suppliers.
Store managers Review Information Hourly.
Weekly Cycle Information Gathering
Quality control data is analyzed by computerized decision support(“what if” & “goal seeking”)
Started using ISDN (Integrated Service Digital Network)
Daily and weekly cycles Macro & micro decision making which leads to reduce
risk(SCM)
Adopted 5th generation IT system in 1998
SEJ introduced new system to combine store level product tracking by using satellite and internet
communication
Adopted JIT approach to reduce cost of keeping inventory and spoilage
Introduced Joint Delivery program.(Reduced Delivery Time)
Information System provides Sales Trend ,purchase patterns , Customer Profile and Store characteristics
Distribution according to Geographical Region.
Constant Communication between store and HQ
Value Proposition
Approach Strategy
Cluster of 50-60 stores in a geographical area supported by DC
Market Dominance
Approach Tactics
Combination of own and franchisee stores
Store size: 150 sqm.
Average inventory: 3000 SKU and 5000 SKU(max)
Emphasis on regional merchandise
Schematic Representation of Supply Chain
Supplier(Frozen)
Supplier(Warm)
Supplier(RoomTemp)
Supplier(Cold)
Stores Stores Stores Stores
Stores Stores Stores Stores
DistributionCentre
Supply Chain Decision-Making Framework
Competitive Strategy
Supply ChainStrategy
Supply Chain Structure
Facilities Inventory Transportation
Information Sourcing Pricing
Cross Functional Drivers
Efficiency Responsiveness
Logistical Drivers
Financials
Total sales
Market Share
36.5
20.317.1
10.94
11.1
Sales
7 Eleven JapanLawsonFamily MartSunkusMinistockOthers
Conclusion
Average Inventory Turnover Time Reduced 25.5 to 8.4 days.
1977-2000 Sales improved $3660 to $6810.
Effective Supply Chain management and inventory management.
Data Rich SCM is the most suitable approach for efficiency and customer Value.
Gross Margin increased from 24% to 30%.