logistics at big bazzarWord下载.docx
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logistics,retailrealestatedevelopment&
managementetc.;
theretailsectorisgrowingatascorchingpaceofabout37percentin2007andexpectedtogrowby42percentin2008.Withthisenormousgrowth,theretailsectorisalsofacingchallengesonthefrontsofescalatingrealestatecost,scarcityofskilledworkforceandstructuredsupplyofmerchandise.
1.INTRODUCTIONTOLOGISTICS
OneofthemostimportantchallengeinorganizedretailinIndiaisfacedbypoorsupplychainandlogisticsmanagement.TheimportancecanbeunderstoodbythefactthatthelogisticsmanagementcostcomponentinIndiaisashighas7%-10%againsttheglobalaverageof4%-5%ofthetotalretailprice.Therefore,themarginsintheretailsectorcanbeimprovedby3%-5%byjustimprovingthesupplychainandlogisticsmanagement.
InIndia,withdemandforend-to-endlogisticssolutionsfaroutstrippingsupply,thelogisticsmarketfororganizedretailispeggedat$50millionandisgrowingat16%.Itisexpectedtoreach$120-$130millionby2010.Organizedretailontheotherhandisgrowingat400%andisexpectedtoreacharound$30billionby2010.EvensupplychainandlogisticsfirmslikeHongKongbasedHengTaiConsumablesandABSProcurementCoandACMChina(thegreenhousespecialist)isalsoeyingtheopportunityformanagingthesupplies.
Thesupplychainmanagementislogisticsaspectofavaluedeliverychain.Itcomprisesallofthepartiesthatparticipateintheretaillogisticsprocess:
Manufacturers,Wholesalers,andThirdPartySpecialistslikeShippers,OrderFulfillmentHouseetc.andtheRetailer.Here,logisticsisthetotalprocessofplanning,implementingandcoordinatingthephysicalmovementofmerchandisefrommanufacturertoretailertocustomerinthetimeliest,effectiveandcostefficientmannerpossible.Logisticsregardsorderprocessingandfulfillment,transportation,warehousing,customerserviceandinventorymanagementasinterdependentfunctionsinthevaluedeliverychain.Itoverseesinventorymanagementdecisionsasitemstravelthrougharetailsupplychain.Ifalogisticssystemworkswell,theretailfirmreducesstockouts,holddowninventoriesandimprovecustomerservice–allatthesametime.
LogisticsandSupplyChainenablesanorganizedretailertomoveorstoreproductsmoreeffectively.Efficientlogisticsmanagementnotonlypreventsneedlessmovementofgoods,vehiclestransferringproductsbackandforth;
butalsofreesupstoragespaceformoreproductiveuse.
Retailanalystssayon-timeorderreplenishmentswillbecomeevenmorecriticaloncetheWal-Mart/Bharticombinebeginsoperations-theAmericanretailerworksalmostentirelyoncross-dockingandislikelytodemandhigherservicelevels,includingpotentialleviesfordelaysinshipment.
Theefficiencyandeffectivenessofsupplychainandlogisticsmanagementcanalsobeunderstoodbythefactthatmodernretailstoresmaintainlowerinventoriesthantraditionalretail.InIndia,generallyinthetraditionalkiranastores,threeweeksinventoriesarekept;
whileinamodernretailstorelikeHypercity,it'
sninedaysandit'
s
undertwoweeksforFoodBazaar.Now,itisbeneficialforboththemanufactureraswellastheretailer.IfwegothroughthefollowingfoodsupplychaininIndia,wefindthatalotcanbeimprovedbymaintainingthesupplychainandlogistics.
theiravailabilityonarelativelylargescaleandsupplyingthemtocustomersonarelativelysmallscale.RetailerisaPersonorAgentorAgencyorCompanyorOrganizationwhoisinstrumentalinreachingtheGoodsorMerchandiseorServicestotheEndUserorUltimateConsumer.
2SCENARIOOFLOGISTICSININDIA
ThelogisticsindustryinIndiaisevolvingrapidlyanditistheinterplayofinfrastructure,technologyandnewtypesofserviceprovidersthatwilldefinewhethertheindustryisabletohelpitscustomersreducetheirlogisticscostsandprovideeffectiveservices(whicharealsogrowing).Changinggovernmentpoliciesontaxationandregulationofserviceprovidersaregoingtoplayanimportantroleinthisprocess.CoordinationacrossvariousgovernmentagenciesrequiresapprovalfrommultipleministriesandisaroadblockformultimodaltransportinIndia.Atthefirmlevel,thelogisticsfocusismovingtowardsreducingcycletimesinordertoaddvaluetotheircustomers.Consequently,bettertoolsandstrategiesarebeingsoughtbyfirmsinordertoenhancetheirdecisionmaking.Inthispaper,weprovideaperspectiveontheseissues,outlinesomeofthekeychallengeswiththehelpofsecondaryinformation,anddescribesomeinterestinginitiativesthatsomefirms&
industriesaretakingtocompetethroughexcellenceinmanagingtheirlogistic.
.2.1SomePeculiaritiesoftheIndianSupplyChains
TheIndianlogisticssectorhastypicallybeendrivenbytheobjectiveofreducingtransportationcoststhatwere(andoftencontinuetobe)inordinatelyhighduetoregionalconcentrationofmanufacturingandgeographicallydiversifieddistributionactivitiesaswellasinefficienciesininfrastructureandaccompanyingtechnology.Freightmovementhasslowlybeenshiftingfromrailtoroadwithimplicationsonqualityoftransfer,
timelinessofdeliveryandconsequentlycostsexceptforcommoditieswhichoverlongdistances,predominantly,movethroughtheextensiverailnetwork.Moreonthenfrastructureissueslater.
Figure1showstherelativevalueoftransportationcostsvis-à
-visotherelementsofthelogisticscostsinIndia.Thetransportationindustryisfragmentedandlargelyun-organized–alargenumberofindependentplayerswithregionalornationalpermitsthatcarryfreight,oftenwithsmallfleetsizeofoneortwosingle-axletrucks.Thissegment
carriesalargepercentofthenationalloadandalmostalloftheregionalload.Thisfragmentedsegmentcomprisesownersandemployeeswithinadequateskills,perspectivesorabilitiestoorganizeormanagetheiroperationseffectively.Lowcosthasbeentraditionallyachievedbyemployinglowleveloftechnology,lowwages(duetolowereducationlevels),poormaintenanceofequipment,overloadingofthetruckbeyond
capacity,andpricecompetitionamongstalargenumberofserviceprovidersintheindustry.Often,onefindstransportationcartelsthatregulatesupplyoftrucksandtransportcosts.However,thelongrunaveragecostoftransportoperationsacrossthentiresupplychainmaynotturnouttobelow
Figure1:
ElementsofLogisticsCostinIndia
3PROFILEOFTHECOMPANY
Nameofthecompany:
-
Area:
-Retailing
Product:
-DEPARTMENTALSTORESANDGROCERYSHOP
Background:
-BigBazaarisauniquechain,currentlymorethan75storesinallaroundtheIndia.Ownedbypantaloonretail(INDIA)limited,futuregroup.HeadquarterissituatedinJogeshwari–Mumbai,IdeawaspioneeredbyentrepreneurKISHOREBIYANI,theCEOoffuturegroup,borninmiddleclassMarwarifamily,begancareerwithsellingstonewashfabrictosmallshopsinMumbai.HeLaunchedPantaloon,biggestlistedretailerofthecountry.
Pantalooniscreditedwithlaunchingmanyretailsformatsinvalueandlifestyleretailingbrandnamesincountry,includingbigbazaar,foodbazaar,central,e-zoneandhometown.
In1993,heexperimentedwithasmallstoreformat,andPantaloonShoppewaslaunchedinPanjim,Goa.Thenalargefamily’sstorein1998inKolkata,afteragreatsuccesshelaunchaBIGBAZAAR“Issesastaauracchakahinahi”intheyearof2001.Nowtotalrevenueofthecompanywas$249millionintheyear,
Group’svisionto
todelivereverything,everywhere,everytimetoeveryIndianconsumerinmostprofitablemanner”.Thegroupconsidered‘Indianness’asacorevalueanditscorporatecodeisRewriterules,Retainvalues.
3.1SWOTANALYSIS
Strengths
Lowcost
Costcuttingbyreducingintermediaries
PromotionaloffersonWednesday
Location
Homedeliveryfacility
Weakness
Lowcustomerloyalty
Timegapbetweenorderandprocessing
Lowinternalwarehousecapacity
Employeesnottrained.
LessConversionlevel
FraudsinRetail
Opportunities
Percolatingdown
RuralRetailing
kidsandteensretailingsegment.
Organizedretailisonly3%ofthetotalretailingmarketinIndia
Threats
ShoppingCulture
Uncertaintyinmarketposition
Newentrantslikereliance
4TITLEOFPROJECT:
StudyofLogisticsandDistributionin“BigBazaar”stores
Bigbazzarisapartoffuturegroupsomostofitslogisticsanddistributionisdonebyfuturelogistics.
Logistics
•Logisticsistheartandscienceofmanagingandcontrollingtheflowofgoods,energy,informationandotherresourceslikeproducts,servicesandpeoplefromthesourceofproductiontothemarketplace.marketplace.
•It’sImportanttohav
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