Professional Documents
Culture Documents
Todays OBJECTIVES
How can convenience store supply chains be Responsive. Are there risks to this? (Marine Pitto.)
The risks of micro-match supply & demand with rapid replenishment. The case of Seven-Eleven, Japan. (Isaure Leger.)
Seven Eleven, and its choices. Are they in line to support its supply
chain policy? (Florentien Wissels.)
The Seven-Dream Concept. U.S & Japan. (Jessica Ho Chou Yee.) CDCs in the U.S. Pros & Cons. (Chris Baird.) Is it always better to manage your own distribution channel? Pros & Cons. (Jessica Ho Chou Yee & Florentien Wissels.)
A Brief Introduction.
Seven Eleven is the worlds largest operator, franchisor and licensor of convenience stores in the world. 39, 000 OUTLETS. Operates in 16 countries.
Southland Corporation previous owners but ran into financial difficulties (bankruptcy 1990) and asked the Ito Yokado Group for help. IYG subsequently acquired Southland.
Japan more 7-Eleven locations than anywhere else in the world. 12,925, with 1713 in Tokyo alone. RAPID GROWTH. 1974 = First store, 1979 = 591 stores, 2004 = 10300+
By Marine pitto
Small
Responsiveness Large number of facilities Increase inventory Using fast transportation Information Outsourcing to a third-party Low prices Increasing variety of products
Risks Increase of facility and inventory costs Increase inventory and holding costs Increase costs of transportation Technological dependance The third-party doesnt increase the supply chain profits Prices mustnt be too low > the revenues will not increase Increase uncertainty More difficult to forecast
The risks of micro-match supply & demand with rapid replenishment. The case of Seven-Eleven, Japan
By Isaure Lger
Small capacity of the facilities Facilities are geographically concentrated A strict respect of the cold chain Delivery in little match quantities
Items
Risks - High risk of cannibalisation - The brand image policy - Financial risks, real estate in Japan and labour forces
-Products visibility Size of the facilities - High knowledge on the merchandising aspect - The store stock might not be enough to serve customers demand. Quantitative and qualitative. A responsive - A malfunctioning of this system. This risk is both quantitative and information system qualitative. A strict respect of the cold chain Deliver in little match quantities - Increase of the replenishment costs (including delivery and receiving costs). - The price bargaining with the suppliers : almost impossible. High financial risk.
Store order
Distribution Center
Frozen
Chilled
Room
Warm
7/11
7/11
7/11
7/11
Flexible
Fast Cost reduction
7dream.com
7dream.com concept
Purchase online items Stores used as drop-off and collecting location 92% of Seven Eleven Japans customer prefer to pick up their order in their local store Stores have a high frequency of visit Only exists in Japan
Lot of stores within walking distance from Japanese locations. Distribution system in Japan : dedicated distribution centers Distribution system in US : direct store delivery. (but changing.)
By Christopher Baird.
CDCs in the US
2004 (Japan 10,615 stores. USA 5,798) U.S. was using DSD = Direct Store Delivery.
Store owners able to consolidate work, so they can spend more time on satisfying customers.
Better individual store performance means better financial performance for the parent company.
The state of California is almost the same land-mass as the whole of Japan. Remember Japan 10,615 stores. USA 5,798.
Low density USA means that DSD may be more effective especially if the manufacturer is closer to the store that the DC.
If CDC is damaged it takes out the supply of a huge number of stores . Hurricanes? Fire?
USA Inventory Turnover Rate 1992 = 12. USA Inventory Turnover Rate 2003 = 19.
Is it always better to manage your own distribution channel? Pros & Cons.
By Florentein & jessica.
Pros Reduce the costs for Seven Eleven Save time : no intermediate