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Vuitton

In: Business and Management

Submitted By nanou3892
Words 2503
Pages 11
Cas Vuitton

Question 1: Représenter la Supply Chain de l’entreprise Louis Vuitton Malletier en y faisant clairement figurer les flux de matière et les délais.

Ci-après.

Fabrication prêt à porter, accessoire, souliers
Fabrication prêt à porter, accessoire, souliers
USA
1 atelier
USA
1 atelier
Sous-traitants
Sous-traitants
Problème de capacité de production lorsque stock non disponible
Problème de capacité de production lorsque stock non disponible
Stockés 4,5 mois

Stockés 4,5 mois

Stockés 1 mois

Stockés 1 mois

2 jours

2 jours

120
Sacs / jour

120
Sacs / jour

Retours de Produits finaux dont 2% seront détruits

Retours de Produits finaux dont 2% seront détruits

Stockés 2,5 mois

Stockés 2,5 mois

6 – 8 semaines

6 – 8 semaines

Cuir, toile

Cuir, toile

Problème d’augmentation du stockage
Problème d’augmentation du stockage
Problème de
Place de stockage (20%) et de vente (80%)
Problème de
Place de stockage (20%) et de vente (80%)
Problème d’augmentation du cout des transports
Problème d’augmentation du cout des transports
Problème de production non vendue
Et de stock non dispo
Problème de production non vendue
Et de stock non dispo
Problème de stock non disponible
Problème de stock non disponible
Problème de stock non disponible
Problème de stock non disponible
Clients finaux
Clients finaux
Magasins du même secteur géographique
Magasins du même secteur géographique
Camion
Camion
Boutiques
EUROPE 35%
ASIE 31 %
USA 27%
RESTE DU MONDE 7%

Boutiques
EUROPE 35%
ASIE 31 %
USA 27%
RESTE DU MONDE 7%

Fermoirs, fils
Fermoirs, fils
Fournisseurs de produit
Fournisseurs de produit
Fournisseurs Italie
Fournisseurs Italie
Fournisseurs de MP
France

Fournisseurs de MP
France

Avion
1 semaine
Avion
1 semaine
Bateau
3 semaines

Bateau
3 semaines

USA
USA
Reste de l’ASIE
Reste de l’ASIE
Japon
Japon
Fournisseurs RU
Fournisseurs RU
Grands magasins
EUROPE 35%
ASIE 31 %
USA 27%
RESTE DU MONDE 7%
Grands magasins
EUROPE 35%
ASIE 31 %
USA 27%
RESTE DU MONDE 7%
Matières premières ateliers de fabrication site logistique central transport centre de stockage point de vente France 6 ateliers
(Dont Asnières)

France 6 ateliers
(Dont Asnières)

Site de Cergy
Site de Cergy
Espagne
1 atelier
Espagne
1 atelier

Question 2: Quels sont pour vous les principaux dysfonctionnements dans le management de la Supply Chain ? Proposez quelques recommendations pour y remédier

I Les principaux dysfonctionnements de la SC :

1) Fournisseurs

Il y a des fournisseurs européens de matière première, Louis Vuitton achète 50% de la production Française de ce type de cuir. Le délai d’approvisionnement aux ateliers est long, il est de 6-8 semaines. Le fait que le cuir utilisé par LV ne soit pas uniquement français mais aussi Italien et anglais ne pose pas de problème car ce sont des pays européens qui bénéficient d’une réputation en termes de qualité.

2) Fabrication

Il existe 14 ateliers pour le groupe LVMH dont 8 sont réservés exclusivement à la maroquinerie. La maroquinerie représente 50% des résultats de LV, or la rupture de stock est fréquente en magasin. De plus, le nombre maximum d’artisan est limité à 300 personnes par atelier la production est ainsi limitée. Le label « made in France » est extrêmement important pour les clients. Les ateliers espagnol et américain perdent le label.
,

3) stockage

Le problème logistique de stockage dans les centres de stockage sont définit par les ruptures de stock en magasin qui nécessitent un réapprovisionnement rapide, celui-ci n’est pas disponible dans les centres de stockages, les ateliers de productions étant alors sollicité mais ne peuvent pas augmenter la production en plus des commandes déjà faites.
De plus, le temps de stockage des produits finis augmente, de 1 à 4,5 mois en moyenne et peut même atteindre 6 mois. Or ce stockage a un prix élevé et ne résout pas le problème de rupture de stock dans les magasins.

4) Distribution et transport

L’un des problèmes majeurs que l’on observe en maroquinerie est la pénurie de produits en magasins. Ainsi, sur 100 intentions d’achat, 8 ne sont pas servies. De plus selon les experts la surface de vente en magasin devrait être augmentée au détriment de la surface de stockage. Les clients qui passent des commandes quand il y a rupture de stock doivent attendre jusque 6 mois pour avoir leur achat. Enfin, la consommation saisonnière des produits LV, notamment au moment des fêtes de fin d’année devrait être mieux anticipée au niveau logistique.

5) Marketing

Le service marketing propose des collections modes qui ne connaissent pas le succès attendu sont renvoyées dans les centres de stockage pour être détruit pour 2% ou doivent être vendues à moindre couts par les distributeurs.
De plus, les clients insatisfaits reportent leurs achats (20%), achète un autre produit LV (10%), se tournent vers les concurrents de LV (40%) ou décident d’acheter au produit totalement différent (30%). Un marketing trop tourné vers l’image de groupe et pas asses vers ses produits de fond.
Enfin, le développement de faux LV est en pleine expansion et nuit à l’image du groupe.

* Au terme de l’analyse des différents problèmes auxquels est confrontée l’entreprise Louis Vuitton, il apparait que les directeurs des différents services défendent leurs propres intérêts. En effet, par exemple, le directeur marketing et le directeur logistique sont en désaccord sur la stratégie à adopter en matière de mode de transport des produits. Le directeur marketing souhaite bénéficier dans ces points de vente d’un stock important et d’un renouvellement rapide de ceux-ci. Dans ce but, il préconise l’avion comme mode de transport généralisé. Toutefois, le directeur logistique n’est pas aussi enthousiaste en affirmant qu’une telle décision ferait baisser les profits réalisés par Louis Vuitton du fait du cout élevé qu’engendre l’utilisation de l’avion (1500 € / tonne).
Il apparait ici clairement un manque de politique commune concernant les transports. Le directeur de Louis Vuitton devrait uniformiser ses décisions dans le but de faciliter la prise de décision de ses cadres.

II Recommandations

1) Fournisseurs

Assurer une présence de cuir continu dans les entrepôts de stockage de cuir, cela passe par la commande automatique de cuir lorsqu’une quantité de cette matière sort en direction des ateliers afin de ne pas avoir à atteindre le délai de 2 mois et demi avant la mise à disposition des ateliers.

2) Fabrication

Nous recommandons à Louis Vuitton d’augmenter son nombre d’ateliers en France et de fermer ceux d’Espagne et des USA. En effet, la production exclusivement Française serait approvisionnée rapidement en bateau aux USA et en camion d’Espagne. L’importance du label « made in France » est cruciale pour l’image du groupe. Son expansion est internationale mais son histoire et son entité se doit d’être nationale (cocorico).

3) stockage

La rupture de stock dans les entrepôts de stockage ne devrait plus être un problème car l’augmentation de la production grâce aux nouveaux ateliers de production français permettra d’avoir les stocks nécessaires. De plus les ateliers de productions en Espagne et aux USA seront reconvertis en entrepôts de stockage pour pouvoir approvisionner plus facilement.
Enfin, la diversité des stocks équilibrée entre produit classiques et produits mode permettrait une meilleure optimisation de l’espace de stockage.

4) Distribution et transport

Deux solutions s’offre au groupe, augmenter ses acheminements de dernière minute par avion ou augmenter sa surface de stockage au détriment de la surface de vente. Aujourd’hui, le ratio est de 80% de vente et 20% de stockage. A l’heure où les coûts de stockage derrière les magasins augmentent, certains préconisent de substituer cette surface en surface de vente, ce qui aurait pour potentialité d’augmenter le chiffre d’affaire de 3%.
Néanmoins en pratiquant cette politique, avec les problèmes d’approvisionnement, cela reviendrait à augmenter les approvisionnements par avion, ce qui coute chère. Contrairement à une augmentation de la surface de stockage qui permettraient, de réduire les transports par avions, d’en faire une partie par bateau et cela résoudrait aussi les problèmes de ruptures de stocks.
De plus, le stock disponible permettrait d’annuler le besoin pour les clients de passer commande.
Enfin, lors des ventes saisonnières, il sera important pour Louis Vuitton de stocker au maximum ses magasins phares (capitales et grandes villes touristiques) afin de répondre à la large demande à cette période. Mais il sera aussi important d’approvisionner au maximum les petites magasins afin d’assurer un réassort de stock dans les plus brefs délais.

5) Marketing

Le marketing devrait focaliser ses publicités sur les collections modes pour qu’elles aient plus de succès. Alors que la demande de produit classique est stable et ne nécessite donc pas autant d’attention. De plus, LV devrait communiquer avec des personnalités françaises pour appuyer son image « made in France », comme Charlotte Gainsbourg. Enfin la part de budget allouer à l’image du groupe est trop importante, le budget nécessite un rééquilibrage vers les produits de fonds et les collections de toute l’année produite. En effet, l’image du groupe et bien imprimé dans le conscient de chacun, Louis Vuitton devrait augmenter sa part vers les produits de moindre importance car ils sont sources de lourdes pertes.
Deuxièmement, les clients qui se tournent vers les concurrents de LV, s’ils continuent de venir en premier chez LV grâce au marketing, pourront satisfaire leur intention d’achat grâce aux stocks disponibles.
Enfin, Louis Vuitton doit également lutter contre la contrefaçon (les faux). En effet, ils investissent beaucoup (8 millions d’euros par an) pour lutter contre ce fléau qui nuit considérablement à leur image. Ainsi, nous recommandons à Louis Vuitton de faire pression aux autorités afin de minimiser la création et donc la commercialisation des faux sur les différents marchés. De plus, Louis Vuitton pourrait également accorder un budget plus important à la lutte contre la contrefaçon. Pour terminer, l’entreprise Louis Vuitton devrait faire en sorte que les autorités décident de la création d’un label « luxe » afin que la traçabilité des produits de la marque soit facilement accessible aux clients.

* Tenir promesse marketing & minimiser les couts

Question 3:

Calculer les pertes en euros dues aux invendus ainsi qu'aux ruptures de stock.

Données utilisées :

On se place sur l’année 2005 pour tous les calculs suivants:

* Louis Vuitton réalise 3,8 milliards d’Euros de Chiffre d’affaire. * La partie maroquinerie nous intéressant dans l’exercice représente 87% du CA * Le CA de Louis Vuitton Malletier (Maroquinerie) est donc de 3,306 milliards d’Euros * La marge opérationnelle de Louis Vuitton est de 45%. Nous faisons l’hypothèse que cette marge est la même pour les produits classiques et les produits nouveaux. * 55% du CA total de Louis Vuitton Malletier, soit 1,8183 milliard d’Euros, représente donc l’ensemble des couts industriels total des produits pour l’entreprise (production, marketing, logistique, transports…) * Le résultat opérationnel est donc de 45%*3,306 M € = 1,4877 milliards d’Euros pour Louis Vuitton Malletier.

Concernant les invendus, nous pouvons considérer que cela ne concerne que les nouveaux produits (20%) car les produits classiques sont quant à eux concernés par les ruptures de stocks.

Parmi ces produits nouveaux (aussi appelé produits « mode »), nous avons 7% qui doivent être soit soldés à une moyenne de 70% de leur prix, soit détruits. L’énoncé nous apprend que 2% des produits mode sont détruits donc nous avons 5% des produits modes soldés à 70%.

Au final, sur l’ensemble de l’activité maroquinerie de Vuitton, nous avons :

* 5% * 20% = 1% des produits qui sont soldés à une moyenne de 70% de leur prix, ce qui représente une perte de 70% * 1%* 3 306 000 000 € = 23,142 millions d’Euros. * 2%*20%= 0,4% des produits qui sont détruits (Cout total pour l’entreprise pris en compte), ce qui représente une perte de 0,4%*1 818 300 000 € = 7 273 200 Euros.

Pour les invendus, la perte totale est donc de 30 415 200 € pour Louis Vuitton Malletier.

Concernant les ruptures de stocks, parlons plus ici de manque à gagner que de perte, car un sac en rupture de stocks est considéré comme non produit. Nous savons que sur 100 intentions d’achat, 8 sont non servi. Parmi ces 8% nous avons : * 10 % des clients qui font l’achat d’un autre produit, dont nous ne savons si celui-ci est plus ou moins cher que l’article initial : nous considèrerons qu’en moyenne le prix de cet article de substitution est égal à celui de l’article initial. Par exemple un client qui souhaite acheter un sac d’un volume de 100 litres qui est en rupture de stock, pourra se rabattre sur un de 80 tandis qu’un autre client prendra celui de 120, et au final cela correspondra à peu près à la vente de deux sacs de100 litres … * 20% qui font un report d’achat. * Cela nous laisse donc 70 % de perte pure entre ceux qui vont voir la concurrence et les autres. * Nous avons donc 70%*8% = 5,6% de la demande qui n’est pas satisfaite et qui représente un manque à gagner pour l’entreprise. On considère donc que la marge opérationnelle de Vuitton sur 2005 est due au 94,4% d’autres.

Au final, le manque à gagner de Louis Vuitton par rapport à la rupture de stock est : MAG= 1 487 700 000 / 94,4 * 5,6 = 88 253 389,8 €

Quels gains opérationnels (nous ne connaissons pas les frais financier) y aurait-il à adopter le transport aérien pour tous les produits?

On fait l’hypothèse que la généralisation du transport aérien permettre de n’avoir aucun problème de rupture de stock, et donc pas de manque à gagner de ce côté.
Le nouveau CA de LV Malletier devient donc 3 306 000 000 + 88 253 389,8 = 3 394 253 390 €

De plus, ces problèmes de stockage en moins devrait permettre, selon les spécialistes du merchandising, de transformer les surfaces de stockage en surface de vente ce qui engendrera une hausse de 3% du chiffre d’affaire.

Le CA de Louis Vuitton Malletier deviendrait donc 3 394 253 390 * 1,03 = 3 496 080 992 €

Le texte nous apprend enfin que :

Le cout logistique initial s’élève à 13% du cout de revient industriel soit : 3 306 000 000* 15%*13% = 64 467 000 €.

De plus, le directeur logistique nous apprend que la généralisation du transport aérien doublera les couts de logistique qui deviennent donc 128 934 000 €.

Quant au coût de revient global celui-ci est initialement de 3 394 253 390* 15% = 495 900 000 €. Par conséquent le cout de revient hors logistique initial est de 495900000 - 64 467 000 = 431 433 000 €

Donc, le nouveau cout de revient global est composé du CR hors logistique initial additionné des nouveaux coups de logistique ce qui fait 431 433 000 + 128 934 000 = 560 367 000 €

Nous faisons maintenant l’hypothèse que toutes les charges sont variables à l’évolution du CA. Donc, suite à l’augmentation de 3% du CA grâce au merchandising, le cout de revient global devient : 560 367 000* 1,03 = 577 178 010 €

Le nouveau résultat industriel vaut 3 496 080 992 - 577 178 010 = 2 918 902 982 € tandis que l’initial valait 3 306 000 000 - 495 900 000 = 2 810 100 000 €.

Au final, les gains nets qu’il y aurait à adopter le transport aérien pour tous les produits s’élèverai à :

2 918 902 982-2 810 100 000= 108 802 982 Euros

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...Louis Vuitton is the world’s biggest luxury brand for bags and accessories. It was established in France, Europe in year 1854. Louis Vuitton brand and company is an international well-established firm named after the founder and designer Louis Vuitton. Following the death of Louis Vuitton in 1892, his son, Georges Vuitton took over the leadership of the firm. He was ambitious about taking Louis Vuitton to the next step — building a global brand and setting up a multinational corporation. In year 1885, LV opened its first oversees store in London. In 1936, Gaston-Louis Vuitton took over the direction of the company when his father, Georges Vuitton, passed away. He guided the brand into its modern age. The company expanded its product line by applying the craftwork and design of its leather to small leather goods. In the mid 1970s, Louis Vuitton had become the world’s biggest luxury brand in terms of market share. Louis Vuitton entered Japanese market in year 1968, and it came the most popular luxury brand in Japan. In year 1970, LV opened its first stores in Japan, which had revenue of $1 Million on its first day. By 1977, the company owned two stores in Japan with annual profits of US$10 million Until Louis Vuitton, the strategy for business in Japan for multinational companies was to send their products through Japanese distributors. LV was the first company that took different approach and strategy of opening its own store in Japan. LV also hired Japan’s top......

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Louis Vuitton in Japan

...Louis Vuitton in Japan Q1.     What has made LV business model successful in the Japanese luxury market? Ans.   I would like to demonstrate the success of the Business Model of ‘LV’ via the concept of Four Ps (Product, Price, Place, and Promotion). Product – In general marketers seeks ‘adequate quality’, ‘faintness of use’ etc., and too much of quality can be undesirable because it increase the cost. However, ‘LV’ handbags represented ‘products of distinctive qualities’ and ‘attention to details’. In general the concept of ‘relative quality’ is challenged by the ‘absolute quality’ which has forced customers to LV or nothing attitude. To back their products ‘LV’ has taken action against counterfeiting item by ‘Enlightenment Champagne’, involvement of French trademark authorities etc., make there product defendable. Partnership with local artist and Limited edition products has demonstrated that Product Line up and innovation are very strong parts of ‘LV’ business model in Japan. Price – Market Demands “Low Price”, this is achieved by reducing costs and off-shoring production to China and elsewhere. Louis Vuitton handbags, on the other hand, are priced high. Such high prices are unnecessary for merely stowing and carrying things. In essence, the Louis Vuitton difference is value, not price—this being absolute value, not relative value. Many of the principles for Price were innovations that came about after Kyojiro Hata became president of Louis Vuitton Japan and...

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...your head and Louis Vuitton is everywhere. The celebration of the 30th anniversary of the presence of the illustrious, glittering French multinational in Japan took place in Aoyama, one of Tokyo’s fashionable districts. A unique vision of luxury took shape when Louis Vuitton opened yet another new store inside Comme des Garçons on September 4, 2008, in the heart of Japan’s capital. The pop-up store situated on the prestigious Omotesando Street was an illustration of Louis Vuitton’s attachment to the Japanese luxury market. Yves Carcelle, chairman and CEO of Louis Vuitton, said, “This project not only brings a new meaning to luxury, but also speaks volumes about how the know-how and heritage of Louis Vuitton have always been perceived in Japan, including by its foremost designers. We are very proud to have been able to help Rei Kawakubo2 relive her memories in such an original and creative way.”3The Omotesando guerrilla marketing event reflected Louis Vuitton’s success in Japan. Louis Vuitton had been following an aggressive marketing strategy in the country, opening extravagant stores such as those in Ginza or Roppongi.Take a walk on Ginza’s main street, Chuo Dori, the centre of a paradise for shoppers, with longestablished department stores, such as Mitsukoshi, Takashimaya and Matsuzakaya. Continue through the high-end fashion street Namiki-dori. Stop. There it is. You have reached the massive flagship Louis Vuitton store. When Louis Vuitton, the world’s......

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