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... by sunil chopra-kellogg school of management book: supply chain management; sunil
chopra and peter meindl web site of seven eleven japan co.
Seven eleven Japan Co. Questions 1. A CONVENIENCE STORE CHAIN ATTEMPTS TO
BE RESPONSIVE AND PROVIDE CUSTOMERS WHAT THEY NEED, WHEN ...
... development and new store openings. 4. Year 2008 - In Retrospect Seven
Eleven Japan Co., Ltd. (SEJ) was established in 1973 with ...
... Levi, ... Seven-Eleven Japan Co. Tentative Course Schedule. ... tremendous ....
Seven-Eleven japan co. -Supply chain Drivers ... www ...
... models. 1.1 The Japanese 7dream Model In Japan, there is a consumer based
ecommerce revolution. Seven-Eleven Japan Co. Ltd, the ...
Submitted by nukeee on April 15, 2008
Category: Business
Words: 1131 | Pages: 5
Views: 638
Popularity Rank: 12,850
Average Member Grade: A (Add a Comment / Grade this Paper)
Questions
1. A CONVENIENCE STORE CHAIN ATTEMPTS TO BE RESPONSIVE AND PROVIDE CUSTOMERS WHAT THEY NEED, WHEN THEY NEED IT, WHERE THEY NEED IT. WHAT ARE SOME DIFFERENT WAYS THAT A CONVENIENCE STORE SUPPLY CHAIN CAN BE RESPONSIVE? WHAT ARE SOME RISKS IN EACH CASE?
As responsiveness increases, the convenience store chain is exposed to greater uncertainty. A convenience store chain can improve responsiveness to this uncertainty using one of the following strategies, especially for fresh and fast foods:
Local Capacity. The convenience store chain can provide local cooking capacity at the stores and assemble foods almost on demand. Inventory would be stored as raw material. This is seen at the U.S. fast-food restaurant franchise Subway where dinner and lunch sandwiches are assembled on demand. The main risk with this approach is that capacity is decentralized, leading to poorer utilization.
Local Inventory. Another approach is to have all inventory available at the store at all times. This allows for the centralization of cooking capacity. The main risk is obsolete inventory and the need for extra space.
Rapid Replenishment. Another approach is to set up rapid replenishment and supply the stores with what they need when they need it. This allows for centralization of cooking capacity and low levels of inventory, but increases the cost of replenishment and receiving.
2. SEVEN-ELEVEN'S SUPPLY CHAIN STRATEGY IN JAPAN CAN BE DESCRIBED AS ATTEMPTING TO MICRO-MATCH SUPPLY AND DEMAND USING RAPID REPLENISHMENT. WHAT ARE SOME RISKS ASSOCIATED WITH THIS CHOICE?
The main risk for Seven-Eleven is the potentially high cost of transportation and receiving at stores.
3. WHAT HAS SEVEN-ELEVEN DONE IN ITS CHOICE OF FACILITY LOCATION, INVENTORY MANAGEMENT, TRANSPORTATION, AND INFORMATION INFRASTRUCTURE TO DEVELOP CAPABILITIES THAT SUPPORT ITS SUPPLY CHAIN STRATEGY IN JAPAN?
All choices made by Seven-Eleven are structured to...
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