Supply Chain: Canadian Tires Supply Chain & Distribution teams guarantees their promise to their customers, to be their when they need them the most. For Canadian tire that means transporting excellent products from vendor to stores in the most effective and responsible way there is. Canadian Tire is always improving, they always tuning their capacity models, employing technology solutions, and building strong relationships with third party logistics and their product suppliers so they can do an excellent job at managing one of country’s deepest and most extensive supply chain network. They are always sharing long- term agreements with their partners. , They are always sharing forecast information and performing metrics so they can better …show more content…
As a result we have processes and forms that are unique, for example, RPA forms (Request for Pick Up or …show more content…
Offshore (outside of North America) • Canadian Tire is joined with a selected 3rd party logistics supplier to manage their offshore shipments. • Canadian Tire uses FOB (free on board) freight terms. Ownership of goods transfers to Canadian Tire once the goods are on board the vessel at the port of load. As such, Canadian Tire is responsible for transportation to the final destination as well as Customs clearance into Canada. Supplier Compliance programs are in place for both Domestic and Offshore Suppliers. Training programs are in place to help Suppliers understand and comply with our Supply Chain requirements. (Corporation, 1997-2016) System Requirements Canadian Tire requires suppliers to electronically trade Forecasts, Purchase Orders, PO Changes, Ship Notices, Invoices and other documents related to transportation planning. Suppliers must be able to transmit and receive these required Canadian Tire electronic documents through Canadian Tire’s web enabled system. • Suppliers must also be able to communicate with Canadian Tire via e-mail. (Corporation, 1997-2016)
During 2014 there was an ethical dilemma that occurred at Canadian Tire. There was an employee named Samantha and she held the position of a Supervisor at Canadian Tire. Canadian Tire would give out Canadian Tire money to their clients depending on how much they have spent at the store and this was basically a marketing strategy for Canadian Tire whereby the clients could use the Canadian Tire money to purchase merchandise at the store. Samantha was in charge for restocking the Canadian Tire money at all times. Every time Samantha restocked the Canadian Tire money she would always withdraw few dollars out for herself and make adjustments on the paperwork and she would go to the Canadian Tire Gas station and purchase gas for herself. She went
Any time the company is looking into software project, there are areas associated with risk such as cost, time and relationship with suppliers. However, for Harley-Davidson, “collocation of suppliers with production facilities and their integration into company’s development process was the essential part of long-term relationship development”. Through a continued focus on collaboration and strong supplier relationships, the company could position itself to achieve strategic objectives and deliver cost and quality improvement over the long-term. Since, at that time company had no centralized system in place to handle relationship with suppliers and consequently, most of company’s time was spent on supplier management activities. For example, reviewing inventory, expediting and data entry. Furthermore, each supplier had different information systems for “Maintenance, Repair, and Operations (MRO), Original Equipment (OE), Parts and Accessories (P&A), and General Merchandising (GM) purchasing activities”. The systems, already provided by supplier, had to be further modified to meet individual need at each location, such as “the OE system at Harley-Davidson’s York, Pennsylvania site was different from the OE system in Kansas City”. However, due to long-standing tradition of gradual change implementation and focus on quality, quick transitions were unwelcome and did not come easy for the company. The size of the project determined how much risk was involved in terms of cost, time, and supplier relationships. The idea of switching to global purchasing system was seen as a threat not only in supplies and production flow interruption, but also in damaged dealer/customer relationships and lost sales. Furthermore, failure of the sy...
Canadian Tire’s positioning is adapting to the needs of customers and approaching new ideas. It’s also a very well know and establish organization in Canada.
Tradeway Tire Company is one of the largest tire manufacturing company in the North America. It is the major supplier of tires to the original equipment manufacturer. Lima tire plant is one of the several tire plants operated by the Tradeway tire company in Ohio (Skinner & Beckham, 2008).
Starting with a financial target specifically relating to Canadian Tire retail sales growth of 3 per cent to 5 per cent over the strategic plan period of 2010 to 2014, the company was only able to achieve 2.4 per cent, they attributed this short fall to consumers becoming more cautious in spending in an uncertain economy. In spite of this Canadian Tire has seen positive outcomes in the past two years due to customer's positive responses to the initial phases of the company's retail growth strategies and marketing
As mentioned above, Canadian Tire has a three-year growth strategy and financial aspirations for 2015 to 2017. With the exception of the 9% growth aspiration for FGL Sports, CTC is on track to meet these aspirations in 2017, despite unanticipated events such as the decline of the economy in Alberta and the decline in the Canadian dollar vs. the US dollar. Beyond 2017, as CTC approaches their centenary in 2022, their goal is to become the undisputed number one retail brand in Canada. There are several ways that CTC is working towards this goal. To accomplish this, CTC is changing how it works with its Board of Directors. Traditionally, the Board of Directors has an oversight role with Management in the leadership role but at CTC the Board of
The tire industry is divided into two end-use markets: The original equipment tire market (OEM) and the replacement tire market. The replacement tire market is of most importance in this case because that is Sears target market. The two markets are broken down as follows:
In addition, there is the country’s largest distribution center in Quebec. Halifax imports approximately 25 % of Canadian Tire’s shipment; on the other hand, Vancouver imports rest of them (Ouellette, 2010, p2).
A supply chain is a system through which organizations deliver their products and services to their customers. The network begins with the basic ingredients to start the chain of supply, which are the suppliers that supply raw materials, ingredients, and so on. From there, it will transfer the supplies to the manufacturer who builds, assembles, converts, or furnishes a product. The chain now needs to get the product to the consumer by transporting the finished product from the manufacturer through a warehouse or distribution center. An example is that Wal-Mart has a nearby distribution center where products are delivered there and then split up to be delivered to a retail Wal-Mart. “Wal-Mart will take responsibility for breaking down larger loads and delivering the product to other Wal-Mart stores” (Ehring 1).
Information on vendors can be updated at any time in the future. The user may record purchase orders, bills, and payments made. Both the revenue and expenditure cycle components keep track of what is happening to inventory. Example:. If a user wants to pay for a product for which his or her company has already been invoiced and which the company has received, the user needs only enter the vendor and the invoice being paid.
Through their SCM Solutions, Oracle can manage one’s transportation and global trade operations, while streamlining everyday warehousing needs (Oracle SCM Solutions-Transportation Management). Throughout Oracle’s Transportation Management, they have the capability to manage all transportation activity throughout their supply chain, which enables them to optimize service levels and automate the numerous processes to have operations running more efficiently. As stated above, TMS can offer various functions to support a business such as Business Intelligence, Item Visibility, and Carrier Contract Management. Oracle’s Transportation management service provider correspondingly supplies similar services to improve procedures such as Transportation Intelligence, Visibility, & Carrier Sourcing (Oracle SCM Solutions-Transportation Management). The Transportation Intelligence function attempts to track items/orders/shipments, make appropriate changes to improve cost & services, and monitor metrics against benchmarks and forecasts (Oracle SCM Solutions-Transportation Management). One essential feature of TMS was the ability to track one’s orders from pick-up to delivery. Oracle focuses its practices on Visibility, to ensure that they provide superior service. Within their Visibility realm, Oracle manages the lifecycle of orders through automatic milestone monitoring, both on-hand and in-transit inventory across the extended supply chain, and tracks/traces each stage in the lifecycle of their global shipments (Oracle SCM Solutions-Transportation Management). Furthermore within their Carrier Sourcing, Oracle is able to negotiate with their service providers on rates, comprehend the financial impact before they commit to rate changes, and optimize bid execution with negotiating rates (Oracle SCM Solutions-Transportation Management). Oracle provides tremendously
Express Parts, Inc. made a proposal about an internet-based trading system which would enable distributors to post inventories and prices to an internet platform and thus give customers the opportunity to shop for prices.
This system connects, accumulates, processesas well as provides imperative information to all parties thus enhancing continuity in the procurement process. However, if valid output is to be expected, features as well as requirements of the procurement process must be compatible to current system technologies (Giner, et al, 2011). The harmonization of suppliers as enhanced through the adoption of electronic sourcing enables firms to readily identify new potential suppliers for specific needs when old suppliers` capabilities are in question. The adoption of E-tendering that supports sending requests of pricesand information to suppliers as well as receiving suppliers responses improves on procurement efficiencies as it leads to significant cost reductions thus leading to better procurement performance through cost savings.For this system to achieve desired results however,all users must beready and willing to adopt the new systemsso enable seamless adoption and consequently ensure optimal
Honda has established a program for its suppliers to strive for improvements in order to meet Honda’s requirements. The goals of the BP program are to improve the relationship between Honda and their suppliers, reduce manufacturing costs, and eliminate product defects. They accomplish these goals by focusing on 5 key areas: Best Position, Best Productivity, Best Product, Best Price, and Best Partners (Bounds and Arnold).
Coyle, J., Langley, C., Gibson, B., Novack, R. and Bardi, E. (2008).Supply Chain Management: A Logistics Perspective. 8th ed. Cengage Learning, p.366.