Motivations for forging strategic alliance Despite the inherent risks, it is often necessary for firms, because of their lack of necessary resources, to forge strategic alliances with other firms for acquiring complementary skills. Before establishing a formal relationship with other enterprises, an enterprise must realize its motivations and priorities. four motivations with different orientations: 1. Strategy-oriented. Enterprises forge alliance for strategic objectives such as maximizing
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Case study of Seven-Eleven Japan Co. 1. Convenience store chain attempts to be responsive and provide customers what they need, when they need it, where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risks in each case? Ways of responsiveness of convenience store Risks supply chain Fast replenishment: Cost of transport 1-3 times daily store delivery Rely on the stability of Transport Local inventory: Cost of inventory maintenance
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sites of 7-Eleven Japan, its original supply chain must be affected. 7dream.com can enjoy the competitive advantages in Japanese e-commerce by using their own company’s information system. It allows the company to reduce the response time and increase the efficiency of information flow from suppliers to end users in order to meet the their fluctuation demand. Especially during the time of sharing information online, additional cost in maintaining the high responsiveness may increase as 7-Eleven
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CASE: SEVEN ELEVEN JAPAN Executive Summary I Executive Summary The goal of this case is to analyze how a firm can be successful by structuring its supply chain to support its supply chain strategy. Once Seven-Eleven Japan decided to provide responsiveness by rapid replenishment, it then structured its facilities, inventory, information, and distribution to support this choice. The case also brings up the question of whether the same approach can work in the United States, especially
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fried seaweed by using the last packet of seaweed which is a the corner.In order to clear the 40 million debt which his parent owed,he request to sell his product in 7-Eleven and 7-Eleven acept his request.After 2 years selling his in 7-Eleven, tob/top paid off the debt.Now he has about 2500 employees,selling his in about 6000 7-Eleven outlets and own a seaweed farm at Korea and export his product to 27 countries.During 2010 TaoKaeNoi sale revenue achieve 1500million Baht and TaoKaeNoi hold 70% share
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for opplæringen er at eleven skal kunne 1. demonstrere ferdigheter i minst én lagidrett og én individuell idrettsaktivitet 2. anvende regler og normer innenfor de valgte idrettene 3. gjennomføre ulike leikaktiviteter 4. gjennomføre rytmiske aktiviteter til musikk 5. vise evne til forpliktende samarbeid og fair play Basistrening Mål for opplæringen er at eleven skal kunne 6. gjennomføre trening av fysiske, psykiske og koordinative egenskaper 7. planlegge, gjennomføre
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through 7-Eleven’s 7,000 stores in Japan or to give the goahead to Ken Yamada, a prospective licensee who would manage the Japanese market for Ben & Jerry’s. Any delay in reaching a decision would mean missing the summer 1998 ice cream season, but with Japan’s economy continuing to contract, perhaps passing on the Japanese market would not be a bad idea. Perry Odak was just entering his eleventh month as CEO of the famous ice cream company named for its offbeat founders. He knew the 7-Eleven deal could
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Interview in CIO magazine with the CEO of 7-Eleven stores, James Keyes. We’re including it because it illustrates that a lot can be done to improve visibility and real-time informaiton flow with the technologies we have, such as bar codes and RFID, without the need in some cases for RFID. Just a few years ago, 7-Eleven had virtually no in store systems or strong linkages to corporate systems. According to Keyes, “We didn't know what we sold by store. It was total guesswork. It would take us almost
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SUPPLY CHAIN MANAGEMENT 7-11 JAPAN History 7-Eleven is part of an international chain of convenience stores, operating under Seven-Eleven Japan Co. Ltd, which in turn is owned by Seven & I Holdings Co. of Japan. Eleven, primarily operating as a franchise, is the world's largest operator, franchisor and licensor of convenience stores, with more than 46,000 outlets. Timeline 1973: York Seven Co., Ltd., established 1974: First store opened (Toyosu Store, Koto-ku and Tokyo) 1975: 24-hour operations
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Customer-Orientated Factors 7-Eleven focused on meeting the needs of convenience-oriented customers by providing a broad selection of fresh, high-quality products and services at everyday fair prices, speedy transactions and a clean, safe and friendly shopping environment. Each store's selection up to 2,500 different products and services is tailored to meet the needs local customers. Demand and supply: efficiency in distribution systems, enhanced brand awareness and increased entry barriers
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