This report provides a comparison of the supply chain management practices of Wal-Mart and Toyota. Comparison was done after researching, examining, and analysing each company’s supply chain management practices, in relation to each company’s values and philosophy. Comparison was done in five sections, by examining strategic alliances, procurement and outsourcing, challenges and risks, sustainable strategies, and efficient supply chains in relation to technology. Additional figures and references used can be found in the appendix and reference list.
Comparison of the two supply chain management practices showed that despite being from different industries, with different company philosophies, Wal-Mart and Toyota both have similarities in their supply chain management practices. In particular, the two companies are similar in their responses to challenges and risks faced, as well as the incorporation of sustainable strategies in their supply chain practices, and their usage of technology to increase the efficiency of their supply chains.
In conclusion, a number of recommendations are presented for each firm. Wal-Mart is advised to foster a more collaborative supplier relationship, especially with local entities in unfamiliar markets, as well as encouraging suppliers to build more sustainable operations through the research of efficient packaging designs. Recommendations for Toyota include revising contracts and risk management with Toyota’s current and future suppliers for stricter quality control along their supply chain, so as to ensure delivered materials are standardised. Moreover, Toyota could also enter new geographic markets though a strategic alliance with existing companies. By doing so, Toyota is able maintain thei...
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It has been said that retailers may no longer compete purely retail activity alone and must incorporate various factors relating to overall efficiency of the whole supply chain and in turn overcoming ever expanding management issues of which arise throughout business activities. (Fernie & Sparks. 2004)
Wal-Mart business model hinges on a simply notion, to provide product and service to customers when and where they want them. This way of thinking defines the company as an innovator, searching for ways that will not only perpetuate their firm grasp on the retail industry, but also provide their consumers with low-cost options for products and supplies. The Wal-Marts supply chain is a global dynasty, it is known for being effective and efficient, technologically advanced, and logistically sound. These principles are some of the reasons Wal-mart is regarded as the top supply chain in the retail industry. They have distribution center located in a multitude of countries, this practice lends itself to have their products closer to the consumers, which allows the warehouse center to turn its total inventories over 8 times per year (Saporito, 2013). The supply chain is very successful at ensuring the lines of communication work properly throughout the entire network. Having suppliers that understand and communicate throughout each segment chain and share data are strategies Wal-Mart uses to manage its chain. To achieve this, Wal-Mart has its inventory replenishment at the center o...
In the 1960s through the 1970s, companies realized strong engineering, design, and manufacturing functions were strong market strategy keys to create and capture customer loyalty. As the demand for new products rose in the 1980s, these market requirements were to increase their flexibility and responsiveness to adapt existing products and processes or to develop new ones in order to meet customer needs. As manufacturing improved in the 1990s, managers began noticing material and service inputs involving suppliers and their major impact on an organization’s ability to meet customer needs. As a result of these changes, organizations now find that it difficult to manage their own organizations. First, they must be involved in the management of their network of all upstream firms that provide directly or indirectly, as well as the network of downstream firms, which are responsible for delivery and market service of the product to the end customer. In order to succeed, managers have to realize that they cannot do it alone and they must work together on a daily basis with the whole organizations in their supply chains. Because supply chain management involves all functions within an organization, managers need to know what a supply chain is, why it is important, and the impact of supply chain management on the success and profitability of their organization. Today, Wal-Mart topped the list of the America’s biggest companies on the Fortune 500 list, “with sales of almost $345 billion — more than a quarter of a trillion dollars” (Forbs). Wal-Mart’s supply chain management is becoming recognized as a core competitive strategy.
Generally, a superior supply Chain is an important and unique source of competitive advantage. Its importance is especially illuminated in Multinational companies such as Toyota. Putting this into consideration, the question that now begs for an answer is whether Toyota’s supply chain is effectively serving the organization. Without a doubt, Toyota ha...
When businesses start making money, the upper management focusses on maximizing speed, but when the economy is bearish, companies try to minimize supply costs. But there is an issue with this approach, companies who become more efficient and cost-effective, they do not gain a sustainable advantage over their rivals. What gives supply chains of Dell, Amazon and Wal-Mart, the edge over their competitors is not their efficiency but differentiating characteristics such as agility, adaptability and aligning the companies with sustainable competitive advantage.
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Wal-Mart’s strategy over time helped it establish leadership position in discount retailing. It used rural underserved markets to announce its arrival. It also used innovation levers, customer centricity, positioning as a low cost player, and effective stakeholder management including employees, suppliers, and stockholders to achieve distinctive competitive advantage. It successfully outperformed other firms in the industry leveraging its strategy to achieve overall cost leadership. Their customers desire products that are more efficient, last longer and perform better. They want to know the product’s entire lifecycle. They want to know the materials in the product are safe, that it is made well and is produced in a responsible way. These desires inspired them to help develop the sustainability index. With this initiative, they are helping to create a more transparent supply chain, accelerate the adoption of best practices and drive product innovation and ultimately providing their customers with information they need to assess products’ sustainability.
This chapter explains more about reverse and green logistics, and both topics will be discussed, defined and explained in greater detail, to help the reader form a deeper understanding of the two issues. Through this theory, Walmart can be analysed on the impact both practices have had on the company, and how each are different. The positives and negatives of using these practices will be discussed, as well as how and why Walmart have felt it necessary to start applying these practices to their supply chain. Many sources will be looked at, to be analysed and compared to suggest whether the practices are having more of a positive impact than negative. The benefits and challenges of adapting a reverse logistics model will be assessed, as well as the green supply model used in green logistics and the issues dealing with that. The differences and similarities will be compared, using different sources and which theory would be the best in analyzing the company.
Wal-Mart is known to beone of the best supply chain companies in the world. Throughout the years Wal-Mart has adapted strategies that keep up to their name. Unlike many retailers, Wal-Mart purchases goods directly from manufacturers, skipping a few steps of the supply chain cycle. Buyers use advanced negotiation skills to make sure they are receiving the best price on purchases. Wal-Mart also has their own trucks picking up from warehouses, reducing the price significantly on transportation. Long term relationships with vendors are extremely emphasized to understand prices and cost structure. These practices build Wal-Mart to its name and keeps low prices for retail customers all over the world. Supply Chain studies have shown that in 1998, Wal-Mart would fill up stock in 2 days compared to their competitors which would complete it in 5. Part of the reason Wal-Mart would replenish so
Wal-Mart Stores, Inc. is a renowned retail goods superstore that sits atop the Fortune list at number one. It would be very difficult to find an individual who is unaware of Walmart’s position as the largest brick-and-mortar retail chain in the world. The company has thrived over the past few years and is continuing to grow by effectively managing its store operations and distribution strategies. One of the major contributors to the business consistently meeting market expectations is directly attributable to their management approach. Walmart has revolutionized the way retail companies manage their supply chains in more ways than one. But, perhaps the most revolutionary was the practice of unprecedented coordination with suppliers (Chekwa,
Lambert, D.M. (2008) Supply Chain Management: Processes, Partnerships, Performance, Sarasota. Florida: Supply Chain Management Institute
Lean manufacturing and just-in-time processing are great business strategies that can severely stress a supply chain. The supply chain and supply chain management is a critical operations management element for any major company to succeed and remain competitive in the global market. The supply chain is one of many pieces critical to maximizing value to the end customer and requires close management to minimize external impacts. If a company is relying on another company to supply the raw materials needed for their production line, then impacts to this other company could impact their supply chain. Careful risk management is needed to optimize performance. As a company expands into global markets and global suppliers, this risk and management challenge is multiplied. The global nature of the company could impact important activities such as transportation, funds transfers, suppliers, distributors, accounting and information sharing. Disruption to the supply chain can significantly reduce revenue, cut market share, inflate costs and threaten production. A major disruption would have obvious impacts to profit, but could have additional intangible impacts to the credibility of the company if products are not delivered on time.
While I had a good understanding of the supply chain components needed to achieve strategic fit without compromising cost or responsiveness, the article allowed me to dive deeper into the main elements that drive a company’s levels of responsiveness and effectiveness. Further, it allowed me to understand that each company is unique and must execute a supply chain that meets its corporate mission and vision. While Zara’s supply chain has allowed them to become one of the leading retail stores in the world, it cannot be useful for companies like Walt-Mart or K-Mart who are proactive and not reactive to changes in demand. In addition, I was able to place further analysis on the importance of customer criteria and brand loyalty when deciding a supply chain strategy. As well as been able to further understand that minimizing cost is not always the best strategy for a firm, thus, Zara places more emphasis in speed and
The purpose of the study is analyzing the issues of Supply Chain Management which is also known as SCM. The purpose of the study is to analyzing how Supply Chain Management works for Tesco. This study also includes direct involvement relationship between the co...
Sustainability of the supply chain has increasingly become a crucial aspect of corporate responsibility. Apart from being good for business, management of social, economic, and environmental effects of supply chain remains the right thing to do. Constantly changing markets have created complex landscapes that businesses must navigate to build sustainable supply chains. Sustainable supply chains aim at creating social, economic, and environmental value for all stakeholders throughout the supply chain. Building sustainable supply chains not only benefits the stakeholders but also aims at safeguarding business interests. Businesses can easily become sustainable by understanding who they are and working closely with people. Nestle is company that has been at the forefront in advocating for sustainable supply through the ‘creating shared value’ platform. The report makes recommendation on the role of supply chain management in attaining sustainability.