MBA課件《供應(yīng)鏈管理》學(xué)員問題探討與案例分析

/生命是永恒不斷的創(chuàng)造，因?yàn)樵谒鼉?nèi)部蘊(yùn)含著過剩的精力，它不斷流溢，越出時(shí)間和空間的界限，它不停地追求，以形形色色的自我表現(xiàn)的形式表現(xiàn)出來。－－泰戈?duì)栔袊?guó)經(jīng)濟(jì)管理大學(xué)MBA課件《供給鏈管理》學(xué)員問題探討與案例分析（蘇尼爾?喬普拉著教材）CHAPTERONEDiscussionQuestionsConsiderthepurchaseofacanofsodaataconveniencestore.Describethevariousstagesinthesupplychainandthedifferentflowsinvolved.Whenacustomerpurchasesacanofsodaataconveniencestore,hispurchaserepresentstheendofasupplychain’sdeliveryofanitemandthebeginningofinformationregardinghispurchaseflowingintheoppositedirection.Thesupplychainstagesincludecustomers,retailers,wholesalers/distributors,manufacturers,andcomponent/rawmaterialsuppliers.Acustomer’spurchasemovesproducttowardsthecustomeranddollarsandinformationtowardstheretailer.Theretailerplacesanorderfromthewholesaler/distributortoreplenishstock,therebymovinginformationbackupthesupplychainwhilemovingproductdownthesupplychain.Astheorderisfilled,theretailerwillmovedollarsbackupthesupplychain.Thewholesaler/distributortransmitsinformationanddollarstothemanufacturerwhoproducesproductandshipsitdownthesupplychaintothewholesaler.Finally(orinitially,dependingonyourperspective)themanufacturermovesorders(information)anddollarstowardssuppliersinexchangeformaterialflowintotheirproductionprocesses.WhyshouldafirmlikeDelltakeintoaccounttotalsupplychainprofitabilitywhenmakingdecisions?Dellrealizesthattheirultimatesuccesslieswiththesuccessoftheirsupplychainanditsabilitytogeneratesupplychainsurplus.IfDellwastoviewsupplychainoperationsasazerosumgame,theywouldlosetheircompetitiveedgeastheirsuppliers’businessesstruggled.Dell’sprofitgainedattheexpenseoftheirsupplychainpartnerswouldbeshortlived.Justasaphysicalchainisonlyasstrongasitsweakestlink,thesupplychaincanbesuccessfulonlyifallmemberscooperateandfocusonaglobaloptimumratherthanmanylocaloptima.WhataresomestrategicplanningandoperationaldecisionsthatmustbemadebyanapparelretailerlikeTheGap?AsTheGapplanssupplychainstrategyitmustfirstconsiderthemarketingfunction’spricingplansinordertostructureasupplychainconsonantwiththeseplans.Strategicconsiderationssuchasthecapacityofeachsupplierandassemblyoperations,sourcingdecisionsandhowlogisticsaretobehandledareallpartofthedesign.Thesupplychainmustalsosettleoncommunicationchannelsandfrequencies.Supplychainplanningtakesthestrategicdecisionsasagivenandseekstoexploitefficienciesinthechaintomaximizesupplychainsurplus.Theentirechainshouldcollaborateinforecastingandplanningproductionastoachieveaglobaloptimum.Theforecastsshouldtakeintoaccountplannedpromotionsandknownseasonalfluctuationsindemand.Theoperationaldecisiontaketheplansasagivenandmakeday-to-daydecisionstoprocesscustomerorders,allocateresourcestocertaincustomers,triggerordersfromsupplychainmembers,anddeliverproduct.Considerthesupplychaininvolvedwhenacustomerpurchasesabookatabookstore.Identifycyclesinthissupplychainandthelocationofthepush/pullboundary.Allsupplychainprocessescanbebrokendownintofourprocesscyclesthatconnectthefivestagesofthesupplychain;thecustomerordercycle,thereplenishmentcycle,themanufacturingcycle,andtheprocurementcycle.Thecustomerordercycleconnectsthecustomerwiththeretailer;thisconnectionismadeasthebook,perhapsSupplyChainManagementbyChopraandMeindl,isselectedandpaidforbythecustomer.Thereplenishmentcycleconnectstheretailerandthedistributorandistriggeredbytheretailer’sneedtofilltheemptyshelfspacewithanothercopyofthistome.Themanufacturingcycleconnectsthedistributorandthemanufacturer.Asdemandforthebookisrealizedanddistributorsemptytheirwarehouses,theysignalthemanufacturertoprintanothermillioncopiestofilltheiremptywarehouses.Finally,theprocurementcycleconnectsthemanufacturerandthesupplier.Themanufacturerrequiresrawmaterialinputsofpaper,ink,etc.,tobegintheassemblyprocessforanotherbatchofSupplyChainManagement.Thepush/pullboundaryexistswheredemandswitchesfromreactive(pull)tospeculative(push)production.Formostbookstoresupplychainsthepush/pullboundaryisbetweenthecustomerordercycleandthereplenishmentcycle.Thecustomerorderpullsthebookfromthebookstoreshelfbuttheinitialproductionofthebookwastriggeredbyabuildorderthatmovedmaterialsalongthesupplychaintotheretailoutlet.ConsiderthesupplychaininvolvedwhenacustomerordersabookfromAmazon.Identifythepush/pullboundaryandtwoprocesseseachinthepushandpullphases.InAmazon’soriginaloperationsdesignthepush/pullboundaryexistedbetwixttheretailer(Amazon)andtheirdistributor.Amazonorderedproductfromthedistributorandthecustomerorderarrived.Today,Amazonhassixwarehouseswhereitstocksaninventoryofitemsitisconfidentthatwillsell.Inthisscenario,thepush/pullboundaryexistsbetweenthecustomerandtheretailer.Processesinthepullphasearetheorderfulfillment,shipping,customerreturns,andcustomerbilling.Processesinthepushphaseareproduction,stockreplenishments,shipping,andpayment.InwhatwaydosupplychainflowsaffectthesuccessorfailureofafirmlikeAmazon?Listtwosupplychaindecisionsthathaveasignificantimpactonsupplychainprofitability.ThesuccessorfailureofacompanylikeAmazonisdecidedbytheeffectivefunctionofitssupplychain.Theflowofproductsfrompublisherstodistributorstocustomersmustberapidandreliableinordertosatisfycustomers.Theflowofinformationbackthroughthesupplychainallowsallmemberstocoordinateefforts.Theflowofmoneyallowsallsupplychainmemberstomaintainoperations.Supplychainprofitabilityisinfluencedbysourcing,promotion,andfulfillmentdecisions.CHAPTERTWODiscussionQuestionsHowwouldyoucharacterizethecompetitivestrategyofahigh-enddepartmentstorechainsuchasNordstrom?WhatarethekeycustomerneedsthatNordstromaimstofill?TheNordstromwebsitestatesthefollowing.Overtheyears,theNordstromfamilyofemployeesbuiltathrivingbusinessontheprinciplesofquality,value,selection,andservice.Today,Nordstromisoneofthenation’sleadingfashionretailers,offeringawidevarietyofhigh-qualityapparel,shoes,andaccessoriesformen,women,andchildrenatstoresacrossthecountry.Weremaincommittedtothesimpleideaourcompanywasfoundedon,earningthetrustofourcustomersoneatatime.Nordstromfillscustomerneedsforhighqualityfashionmerchandiseandoutstandinglevelsofcustomerservice.PriceisnoobjectforthetypicalNordstromshopper.WherewouldyouplacethedemandfacedbyNordstromontheimplieddemanduncertaintyspectrum?Why?Implieddemanduncertaintyisdemanduncertaintyduetotheportionofdemandthatthesupplychainistargeting,nottheentiredemand.Ahigh-enddepartmentstorechainsuchasNordstromfallsonthehighendoftheimplieddemanduncertaintyscale.ThefashionitemsthatNordstromstockshaveextremelyhighproductmargin,highforecasterrorsandstockoutrates,andoncetheseasonisover,theseitemsaresoldatdeepdiscountsattheirNordstromRackoutletstores.WhatlevelofresponsivenesswouldbemostappropriateforNordstrom’ssupplychain?Whatshouldthesupplychainbeabletodoparticularlywell?Supplychainresponsivenesstakesmanyforms,includingtheabilitytorespondtoawiderangeofquantities,meetshortleadtimes,handlealargevarietyofproducts,buildinnovativeproducts,meetahighservicelevel,andhandlesupplyuncertainty.TheNordstromsupplychainmustbehighlyresponsiveintheareasofhandlinghighlyinnovativefashionproducts,customerresponse,andservicelevel;theyareeffectiveinsupplyingwell-heeledcustomerswithmerchandiseandtheirreturnpolicyislegendaryinthePacificNorthwest.HowcanNordstromexpandthescopeofthestrategicfitacrossthesupplychain?Scopeofstrategicfitreferstothefunctionswithinthefirmandstagesacrossthesupplychainthatdeviseanintegratedstrategywithasharedobjective.Byadoptinganintercompanyinterfunctionalscopestrategy,Nordstromwillmaximizesupplychainsurplus.NordstromcanmoveinthisdirectionbyworkingwiththeirsuppliersasiftheyareactuallyownedbyNordstrom.Ratherthanviewingthesupplychainasazero-sumgameofinventorycostminimizationandprofitmaximization,Nordstrommustrecognizethatspreadingthewealthandoccasionallytakingonmoreinventorythanisoptimalforthemwillresultinimprovedcustomerservice.Theintercompanyinterfunctionalscopeofstrategicfitrequiresmoreeffortthantheotherapproachespresentedinthissection;Nordstrommustevaluateallaspectsoftheirsupplyweb.ReconsiderthepreviousfourquestionsforothercompaniessuchasAmazon,asupermarketchain,andautomanufacturer,andadiscountretailersuchasWal-Mart.Amazonfocusesoncostandflexibilitybyprovidingbooks,musicandahostofotherhouseholdproductsatlowprices.Customersplaceordersonlineandexpecttoreceivepurchasesinanumberofdays.Customerordersareprocessedatcentralwarehousesoraredropshippedfromsuppliersbymailorcommoncarrier.Forthemostpart,theimplieddemanduncertaintyforAmazonislowastheycastsuchawidenet.Amazon’ssupplychainmustberesponsiveintermsofflexibility;theyhandleanincrediblydiverserangeofproducts.Amazonssupplychainshouldbeabletoprovidelowpriceswidevarietyandreasonabledeliveryschedulesforitscustomers.Ineverylinkofthesupplychain,Amazonmustfunctiononthecost-responsivenessefficientfrontierinordertosupportitscompetitivestrategy.Asupermarketchainfocusesoncostandquality,withsomespecialtychainsaddingflexibilitybycarryingabroaderrangeofproductsthatmaybetargetedtowardscustomersinterestedinorganicproductsorethniccuisine.Implieddemanduncertaintyforasupermarketchaintendstobelow;shoppersaretypicallyrepeatcustomersandhaveaconstantdemandlevel.Thesupermarketsupplychainmustberesponsivebyreceivingproducequicklytoensurefreshnessandhaveahighservicelevel.Supermarketsupplychainstendtobewell-establishedandcanimprovestrategicfitbyemphasizingspeedtomaintainfreshness,henceperceivedquality.Automanufacturershaveextremelycomplicatedsupplychainsthatareincreasinglyfocusedonflexibilityandleanoperations.Implieddemanduncertaintyforautomanufacturersvariesconsiderablybytargetmarketandmanufacturer.AutomotivesupplychainsamongthebigthreeintheUnitedStateshavemadegreatprogressinthelastdecadeandrecognizethattheymustberesponsivefromatimeandflexibilitystandpoint.Wal-Mart’ssupplychainisobsessedwithcostandisfacilitatedbyalowimplieddemanduncertainty,theirimpressivelogisticssystemandtheirmanagementinformationsystems.TheirsupplychainisabletorespondquicklytofillawidevarietyofproductstokeepmerchandiseonWal-Mart’sshelves.Wal-Mart’slevelofcoordinationalongthesupplychainisexcellent;itwouldbedifficulttopointoutareaswheretrueintercompanyinterfunctionalscopeofstrategicfithasnotbeenachieved.Thesolesupplychaincriticismthatsurfacesisanoccasionalreportthatsuppliersfeelasifsupplychainsurplusisnotsharedequitably.GiveargumentstosupportthestatementthatWal-Marthasachievedverygoodstrategicfitbetweenitscompetitiveandsupplychainstrategies.ThebestargumenttosupportthestatementthatWal-Marthasachievedverygoodstrategicfitistheirsuccessasacompany.Competitiontodayissupplychainversussupplychain,notcompanyversuscompany,soacompany’spartnersinthesupplychainoftendeterminethecompany’ssuccess.Wal-Mart’sstrategicfocusoncostisevidentintheircompetitive,productdevelopment,supplychain,andmarketingstrategy.Theirmarketingstrategyofadvertisingeverydaylowpricesappealstoconsumersanddoesnotdisruptthesupplychainbycausingsurgesindemand.Visitingoneoftheirbigboxstoresrevealslow-pricedmerchandise,bothnationalandstorebrands,stackedfromfloortoceilingwithoutelaboratedisplaysordecoration.Wal-Mart’slogisticsandinformationsystemsarefamousforcoordinatingtheirentiresupplychainandallowingittomeetcustomerneedsatminimalcost.CHAPTERTHREEDiscussionQuestionsHowcouldagrocerystoreuseinventorytoincreasetheresponsivenessofthecompany’ssupplychain?Thelogisticaldriverofinventoryencompassesallrawmaterials,workinprocess,andfinishedgoodswithinasupplychain.AgrocerystorecanbemoreresponsiveintheeyesofitscustomersifitoffersabroadervarietyofSKUsand/ormaintainsagreaterquantityofeachSKU.AgreaterquantityofeachSKUisproblematicforhighlyperishableitemslikeproduce,meat,fish,etc.Fortheseitems,agrocerystoresupplychainshouldbesetuptopermitfrequentorderssothatfreshnessisensuredandastockoutsituationwon’texistforasignificantlengthoftime.Agrocerystoresupplychainshouldusehistoricaldemandpatternsforseasonalitemstorelievestressonallmembersandprovidecustomerswithproductduringpeakdemandperiods.Howcouldanautomanufacturerusetransportationtoincreasetheefficiencyofitssupplychain?Transportation,alogisticaldriver,entailsmovinginventoryfrompointtopointinthesupplychain.Thetrade-offintransportationisbetweenthecostoftransportationandthespeedatwhichproductistransported.Slowermodesoftransportationreducecost,butcouldbeareasonableapproachifsuppliersareco-locatedwiththeassemblyoperations.Ifthesupplychainisdesignedinsuchaway,andassemblyoperationsarelocatedwithproximitytomarkets,thenthesupplychaincanberuncheaplywithoutholdingtoomuchinventoryintransit.Howcouldabicyclemanufacturerincreaseresponsivenessthroughitsfacilities?Facilities,anotherlogisticaldriver,aretheactualphysicallocationsinthesupplychainnetworkwhereproductisstored,assembled,orfabricated.Afacilitythatisdesignedtobeflexiblecanrespondquicklytomarketdemandsbyretoolingtoproducedifferentmodelsorproducts,whereasadedicatedfacilitycannot.Locatingafacilityclosetothemarketwillincreaseresponsivenessatthecostofdecreasedeconomiesofscalethatmightbeachievedwithacentralizedlocation.Afacilitythatisundercapacitywillbelessresponsivethanafacilitythatisappropriatelysizedorhasexcesscapacity.Howcouldanindustrialsuppliesdistributoruseinformationtoincreaseitsresponsiveness?Informationisacross-functionaldriverandconsistsofdataandanalysisconcerningfacilities,inventory,transportation,costs,prices,andcustomersthroughoutthesupplychain.Informationservesasaconnectionamongallmembersofthesupplychainandoperateswithineachmembertofacilitateinternaloperations.Accurateinformationcanimproveresponsivenessbyhelpinganindustrialsupplierbettermatchsupplyanddemand.Informationthatisgatheredfartherdownthesupplychaincanbetransmittedinstantaneouslyandaccuratelytothesuppliesdistributor.InsteadofwaitingforahumantocallorFAXanorder,thedistributorcanreplenishinventorytothenecessarylevelsorprovidewhatisneededtofilltheorderasitisrealized.Motorolahasgonefrommanufacturingallitscellphonesin-housetoalmostcompletelyoutsourcingthemanufacturing.Whataretheprosandconsofthetwoapproaches?Sourcingisthesetofbusinessprocessesrequiredtopurchasefoodsandservices.ThesedecisionsarecrucialbecausetheyaffectthelevelofefficiencyandresponsivenessthatMotorolacanachieve.TheMotorolaproductionsystemfortheirlineofpagerswashailedasabreakthroughinmasscustomization,soitwassomewhatsurprisingwhenMotorolaoutsourcedcellphones..Sourcingdecisionsshouldbemadebasedonthetotalsupplychainsurplus;ifathirdpartycanhelpthechainachievegreatersurplus,thenthefunctionisaprimecandidateforoutsourcing.Motorolawaswillingtogiveupsomecontrolandpossiblysomeofitsdesigntalentandassemblyexpertisebecauseitfeltthatthesuppliercouldprovideproductofanappropriatelevelofqualitywiththeresponsivenessnecessary.Productsandservicesthatareoutsourcedarerarelybroughtbackin-houseandshouldneverbetiedtoocloselytotheoutsourcingparty’scorecompetency.HowcanahomedeliverycompanylikePeapodusepricingofitsdeliveryservicestoimproveitsprofitability?Pricingistheprocessbywhichafirmdecideshowmuchtochargecustomersforitsgoodsandservices.Pricingaffectsthecustomersegmentsthatchoosetobuytheproductaswellasthecustomer’sexpectations.Peapodcanuseeverydaylowpricingofitsproductstoensurestabilityinthesupplychain,butcaninfluencedemandbyvaryingthedeliverycharges.Forexample,byestablishingaminimumorderamountof$50andcharging$10todeliveranorderunder$75,Peapodprovidesanincentiveforacustomertopileonadditionalitemstosaveonperunitshipping.Anorderover$100incursadeliveryfeeof$7,whichisthelowestdeliverychargeforaresidentialcustomer.Peapodalsovariesdeliverychargesbytimeofday;eveningdeliverytimesonweekdaysandmorningdeliveriesonSundaywithinnarrowwindowscostanextradollar,widerdeliverywindowsare$1less.ThedeliverylatitudeallowsPeapod’sdeliverydriverstoschedulemoreefficientlytherebyincreasingprofitability.Howhasglobalizationmadestrategicfitevenmoreimportanttoacompany’ssuccess?Thekeytoachievingstrategicfitisacompany’sabilitytofindabalancebetweenresponsivenessandefficiencythatbestmatchestheneedsofitstargetmarket.Supplychainstodayaremorelikelythanevertobeglobal,whichincreasesthedifficultyofcoordinationbutopensupamuchbroaderselectionofpotentialsupplychainmembers.Thisglobalizationalsoresultsinincreasedcompetitionfromothersupplychainsthatwerenotaconcernadecadeago.Thisincreasedcompetitionamongsupplychainsbenefitsconsumers,butincreasesthepressureoneachsupplychaintocarefullyselectmembersthatbestfittheoverallstrategy.Whataresomeindustriesinwhichproductshaveproliferatedandlifecycleshaveshortened?Howhavethesupplychainsintheseindustriesadapted?Theauthorscitetheexampleofrunningshoesincreasingfromfivestylesintheearly70stoalmost300bythelate90s.Otherproductsthathaveseenanexplosioninvarietyincludepersonalelectronics,beverages,snackandpreparedfoods,entertainment,tires,andpersonalservices.Supplychainshaveleveragedinformationsystems,recognizedtheneedtocollaborateonproductandprocessdesign,andsupplychainexecution.Thesupplychainstancehasshiftedtowardsapartnershiporientationfromafocusonpricenegotiations.Howcanthefullsetoflogisticalandcross-functionaldriversbeusedtocreatestrategicfitforaPCmanufacturertargetingbothtimesensitiveandpriceconsciouscustomers?Thelogisticaldrivers,facilities,inventory,andtransportation,andthecross-functionaldrivers,information,sourcing,andpricing,mustbeusedinconcerttoachievetheappropriatebalanceofefficiencyandresponsivenessforthesupplychaintobesuccessful.APCmanufacturerthatwantstodeliverproductbothquicklyandefficientlycanmakecostandtimetrade-offsamongthesedriverstoachievetheirgoals.Thesetradeoffsacrossdriversaffordmoreflexibilitybutrequireconstantvigilanceasthetrade-offswithineachdriverchange.Inaddition,somedriversmaybealteredmoreeasily,e.g.,orderquantityandtransportationmedia,thanotherdrivers,e.g.,locationandsourcing.Thetrade-offswithineachdriveraresummarizedinthetable:DriverMoreResponsiveMoreEfficientFacilitiesMultiplePlantsFlexiblePlantsSinglePlantDedicatedPlantInventoryHigherInventoryLowerInventoryTransportationHigherSpeedLowerSpeedInformationAccurateRealTimeTransmissionLessAccurateBatchedTransmissionSourcingResponsivesupplierEfficientsupplierPricingDifferentialPricingEverydayLowPricingCHAPTERFOURDiscussionQuestionsWhatdifferencesintheretailenvironmentmayjustifythefactthatthefast-movingconsumergoodssupplychaininIndiahasfarmoredistributorsthanintheUnitedStates?Indiaisalandofshopkeeperssellingtooverabillionconsumers.IndiaisbecominglyincreasinglyWesternized,butitwillbequiteawhile(ifnotforever)beforeshopkeepersaresupplantedbylargeretailers.Thesheervolumeofsmallstoreownersrequiresalargenumberofdistributorstoservicethem.TheyoungergenerationinIndia,particularlytheITrichareasofBangaloreandChennai,havefarhigherdisposableincomethantheoldergenerationandtherestofthecountry.TheseyoungworkershaveverydifferentretailhabitsandarecausingchangesinIndia’sshoppingandsupplychainneeds.Poorinfrastructure,althoughnotentirelyaretailconcern,isanotherreasonwhyIndiamayneedfarmoredistributorsthanintheU.S.AspecialtychemicalcompanyisconsideringexpandingitsoperationsintoBrazil,wherefivecompaniesdominatetheconsumptionofspecialtychemicals.Whatsortofdistributionnetworkshouldthiscompanyutilize?IftheexpansionintoBrazilismerelyasalesoperation,thendistributorstoragewithlastmiledeliveryisthebestnetworkdesign.Iftheexpandedoperationsincludemanufacturingcapabilities,thenmanufacturerstoragewithdirectshippingisastrongpossibility.Giventhenatureoftheproduct,packagecarrierdeliveryisnotanoptionandretailstoragewithcustomerpickupisoutofthequestionsincethisisaB2Bscenario.In-transitmergewouldbeanoptiononlyifthemanufacturerestablishedanetworkofplantsinBrazil,perhapsfocusedfactoriesrelativelyclosetoeachcustomer.Thechemicalcompanyhasonlyfivecustomerstoserve;itwouldnotrequiretoolargeaninvestmentinlogisticalinfrastructuretoeffectivelyserveallfivewithoutinterventionbyadistributor.TheirshortsupplychainwouldbeeasiertocoordinateduetothestabledemandsandinformationsharingthatispossibleinaB2Bscenario.Adistributorhasheardthatoneofthemajormanufacturersfromwhichitbuysisconsideringgoingdirecttotheconsumer.Whatcanthedistributordoaboutthis?Whatadvantagescanitofferthemanufacturerthatthemanufacturerisunlikelytobeabletoreproduce?Thetwosupplynetworkdesignsthatthedistributorcanproposetocounterthemanufacturer’sproposalarethedistributorstoragewithpackagecarrierdeliveryandthedistributorstoragewithlastmiledelivery.Bothofthesecounter-proposalsofferhigherordervisibilityforthecustomerwhilehavingsimplerinformationinfrastructurethanwithmanufacturerstorage.Theresponsetimeforbothisexcellent,andthecustomerexperienceisalsosuperiortothedirectmodel.Ifthemanufactureristryingtoprovideexcellentcustomerservice,theincreasedcostsintransportationandpotentiallyhigherlevelsofinventorymaybeacceptabletradeoffs.Whattypesofdistributionnetworksaretypicallybestsuitedforcommodityitems?Commodityitemsareavailablefrommanysourcesandcustomersexpectthemtobedeliveredquickly;ifasupplychaincan’tberesponsive,thecustomerswillmoveontothenextsource.Adistributionnetworkdesignedforretailstoragewithcustomerpickupachievesquickresponseforhighdemand,lowvarietyproducts.Othercommodityproductscanbeeffectivelydistributedusingdistributorstoragewithlast-miledelivery,whichisalsosuitedforhighdemand,quickresponseproducts.Whattypeofnetworksarebestsuitedtohighlydifferentiatedproducts?Thenetworksthatarebestsuitedtohighlydifferentiatedproductsarethemanufacturerstoragewithdirectshippingandthemanufacturerstoragewithin-transitmerge.Bothapproacheshavetheabilitytoaggregateinventoriesandpostponeproductcustomization,whichwouldhelpsupportawidervarietyofproducts.Inthefuture,doyouseethevalueaddedbydistributorsdecreasing,increasing,orstayingaboutthesame?Itisdoubtfulthatvalueaddedbydistributorswilldecreaseovertime;thenatureofcompetitioninallareaswouldsuggestthatdistributorsthataddlessvaluewouldbewinnowedout.Itismorelikelythatdistributorswillbeaskedtodomoreormayvolunteertodosoasameansofdifferentiatingthemselvesfromthecompetition.Whyhase-businessbeenmoresuccessfulinthePCindustrycomparedtothegroceryindustry?Inthefuture,howvaluableise-businesslikelytobeinthePCindustry?ThePCindustryissellingahighlycustomizedproductthatispurchasedonaper-householdbasis,lessroutinelythanthecommodityproductsthatmakeupgroceries.AcompanylikeDellcanleveragetheInternetasamarketinganddistributiontooltoadvertisenewcapabilitiesandoptionsbeforebricksandmortarretailerscan.Dellalsoremoveswhateverintimidation(orfrustration)factormightbeexperiencedbyconversingwithin-storesalesrepresentatives.Computershaveaveryhighvaluetoshippingcostratio,sotheincreasedshippingcostswhencomparedtoatraditionalstorearenegligible.Grocerieshaveamuchlowerratio;althoughin-storeshoppersareincurringcoststopickuptheirgroceries,thosecostsarehiddenincomparisontothedeliverychargeonanitemizedbillfromPeapod.E-businesswillcontinuetobeavaluabletoolinthePCindustry;noneoftheadvantagescurrentlybeingenjoyedbyDellandGatewayarelikelytochangesignificantly.Ise-businesslikelytobemorebeneficialintheearlypartorthematurepartofaproduct’slifecycle?Why?E-businessismorelikelytobemorebeneficialintheearlypartofaproduct’slifecycle.E-businessstrengthsincludeflexiblepricing,promotions,andproductportfoliosandgreaterspeedindisseminatingproductinformation.Laterinthelifecycle,aproductislikelytobeacommodity,whichdoesn’tplaytothestrengthsofthischannel.Considerthesaleofhomeimprove