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Business & Marketing
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Case Study
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Supply Chain: A Case Study of Walmart China

Case Study Instructions:

Walmart China - Supply Chain Transformation. P. Fraser Johnson, Nov 25, 2015 (Revised: Nov 26, 2015). Harvard Business Publishing. Product Number: W15534-PDF-ENG
What are the advantages and disadvantages of the staple stock-flow distribution center model?
What are the advantages and disadvantages of the cross-dock flow distribution center model?
What is the financial impact of stock-outs caused by the lower line fill rates in the cross-dock DC model?
How different will the needs of Walmart China be in five to ten years? What are the implications for supply chain infrastructure?
How will the capabilities of Walmart China's suppliers evolve over the next decade?

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Supply Chain: A Case Study of Walmart China
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Supply Chain: A Case Study of Walmart China
Companies such as Walmart in the retail industry have quite a wide range of products that would require the establishment of different kinds of warehouses to ensure storage and distribution of products and services in their desired conditions. Consequently, these companies have to adopt either the staple stock-flow distribution center model or the cross-dock distribution center model. For short-term storage of inventory of perishable products, staple stock-flow distribution centers (DC) is most suitable. Staple stock-flow ensures that the space in the distribution are utilized up to their capacities and is thus the most desired model in maintaining inventory (Richard Ivy School of Business Foundation, 2015). The staple stock-flow DC model also offers flexibility with the inventory of up to seven days. This distribution center model has some shortcomings too. The cost for setting up the infrastructure and acquiring the equipment is relatively high. The staple stock DC model also has a limitation with the number of Stock Keeping Units (SKU) that can be allocated.
The cross dock flow distribution model, on the other hand, offers flexibility, with the capacity to handle an infinite number of SKUs (Richard Ivy School of Business Foundation, 2015). The fact that cross-dock flow does not require space for inventory cuts costs of the acquisition of equipment space, handling, and even the construction. On the flip side, with cross-dock flow DC model, scheduling can be complex because it is dependent on the supplier’s efficiency. The supply chain can be messy with inefficient and unreliable coordination of the supplies with cross-docking....
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