GATEWAY: A DIRECT SALES MANUFACTURER

Gateway is a manufacturer of PCs that was founded in 1985 and started as a direct sales
manufacturer with no retail footprint. In 1996, Gateway was one of the first PC manufacturers to
start selling PCs online. Over the years Gateway expanded its operations worldwide, with sales and
manufacturing presence in Europe and Asia Pacific. In 1999, the company had three plants in the
United States, a plant in Ireland, and one in Malaysia. In the late 1990s, Gateway introduced an
aggressive strategy of opening Gateway retail stores throughout the United States. By January 2002,
Gateway had approximately 280 retail stores in the United States. Gateway's strategy was to avoid
carrying any finished-goods inventory at the retail stores and simply use these stores for customers
to try the PCs and obtain help in deciding on the right configuration to purchase. When customers
placed their order, PCs were manufactured to order and shipped from one of the assembly plants.
Initially, investors rewarded Gateway for this strategy and raised the stock price to more than $80
per share in late 1999. However, this success did not last. By November 2002, Gateway shares had
dropped to less than $4 and Gateway was losing a significant amount of money. Plants in Salt Lake
City, Ireland, and Malaysia were shut. By April 2004, Gateway had closed all its retail outlets and
reduced the number of configurations offered to customers. The company was looking to sell its PCs
through electronics retailers such as Best Buy and Circuit City. As you can imagine, this was quite a
transition for the company to experience. The following questions highlight supply chain decisions
that have a bearing on Gateway's performance:

1. Why did Gateway have multiple production facilities in the United States? In the last few years
Dell has also increased the number of facilities in the United States to four. What advantages or
disadvantages does increasing the number of production facilities offer? How does Gateway
decide which production facility will produce and ship a customer order?
Answer: Gateway strategy was to avoid any carrying cost of the finished-goods inventory at the retail
store, the facilities will assemble the product then send it to the retail store upon the customer orders.

2. What factors did Gateway consider when deciding which plants to close?
Answer: The plant with the most difficulties in transporting the products and the plant with the most
loss.

3. Why did Gateway choose not to carry any finished-product inventory at its retail stores?
To avoid carrying cost and For the customer to get the right configurations and the desired PC therefor
make sure the customer is satisfied with the finished product.

4. Should a firm with an investment in retail stores carry any finished-goods t': inventory? What
are the characteristics of products that are most suitable to be carried in finished-goods
inventory? What characterizes products that are best manufactured to order?
It depends on the finished product and if the cost of manufacturing of it is high and the product life
cycle overall some simple and easy to assemble product should be in the inventory.
If the product takes time and money to manufacture and assemble and transport it is best not to have
a finished product inventory.
5. Is the Dell model of selling directly without retail stores always less expensive than a supply
chain with retail stores?
Yes, The retail store will be costly so to some degree it is less expensive Model as it reduces the
carrying cost.

6. What are the supply chain implications of Gateway's decision to offer fewer configurations?
Less profit and high manufacturing cost.

ZARA: APPAREL MANUFACTURING AND RETAIL

Zara is a chain of fashion stores owned by Inditex, Spain's largest apparel manufacturer and retailer.
In 2004, Inditex reported sales of 13 billion euros from more than 2,200 retail outlets in 56 countries.
The company opened a new store for each day in 2004. In an industry in which customer demand is
fickle, Zara has grown rapidly with a strategy to be highly responsive to changing trends with
affordable prices. Whereas design-to-sales cycle times in the apparel industry have traditionally
averaged more than six months, Zara has achieved cycle times of five to six weeks. This speed allows
Zara to introduce new designs every week and to change 75 percent of its merchandise display every
three to four weeks. Thus, Zara's products on display match customer preferences much more
closely than the competition. The result is that Zara sells most of its products at full price and has
about half the markdowns in its stores compared to the competition. Zara manufactures its apparel
using a combination of flexible and quick sources in Europe (mostly Portugal and Spain) and low-cost
sources in Asia. This contrasts with most apparel manufacturers, who have moved most of their
manufacturing to Asia. About 40 percent of the manufacturing capacity is owned by Inditex, with the
rest outsourced. Products with highly uncertain demand are sourced out of Europe, whereas
products that are more predictable are sourced from its Asian locations. More than 40 percent of its
finished-goods purchases and most of its in-house production occur after the sales season starts.
This compares with less than 20 percent production after the start of a sales season for a typical
retailer. This responsiveness and the postponement of decisions until after trends are known allow
Zara to reduce inventories and forecast error. Zara has also invested heavily in information
technology to ensure that the latest sales data are available to drive replenishment and production
decisions. Until 2002, Zara centralized all its European distribution and some of its global distribution
through a single distribution center (DC) in Spain. It also had some smaller satellite DCs in Latin
American countries. Shipments from the DCs to stores were made twice a week. This allowed store
inventory to closely match customer demand. As Zara has grown, it has built another distribution
center in Spain. The following questions raise supply chain issues that are central to Zara's strategy
and success:

1. What advantage does Zara gain against the competition by having a very responsive supply
chain?
• They can introduce new design every week and thus change 75% display every 3-4 weeks.

• Reduce inventory overhead and forecast errors.

• Sell most products at full price and only half the markdowns in stores compared to
competition.
• Multiple weekly shipments allow close match to demand.
2. Why has Inditex chosen to have both in-house manufacturing and outsourced manufacturing?
Why has Inditex maintained manufacturing capacity in Europe even though manufacturing in Asia
is much cheaper? \
• Outsourced manufacturing is for the production of products with predictable demand
• In-house manufacturing is for the production of products with highly uncertain demand.
• 40% in-house production allows added responsiveness to trends and postponement of
decision until after trends.
A strong IT department helps them make quick product decisions and drive replenishment
• Maintained large fraction of manufacturing capacity in Portugal and Spain (Europe), despite
the higher cost there, it allows Zara to respond quickly to changing fashion trends in Europe.
• For ZARA, speed and responsiveness are more important than cost. Manufacturing Capacity
in Europe helps manufacturers offer fast and flexible sourcing and such products are to be
delivered quick instead of at Asia
• The above helps Zara reduce inventories and forecast error.

3. Why does Zara source products with uncertain demand from local manufacturers and products
with predictable demand from Asian manufacturers? 18 PART I + Building a Strategic Framework
to Analyze Supply Chains
• Products with uncertain demand will most likely be produced at a lower volume to products
with a certain demand and therefore sourcing from local manufacturers provides ZARA the
speed it needs to test and deliver these products before they become obsolete and have to
be sold at a discount. It is part of a responsive pull strategy.
• Predictable demand products are made in Asia due to low labor costs and high volume of
products needed. It is more cost effective to manufacture in bulk due to the fact that
predictable demand products have a larger window with which to deliver products without
becoming obsolete. It also means that they can be made before the season starts as part of
a push strategy
• This allows for multiple weekly shipments and close match to demand.

4. Why is Zarabuilding a new distribution center as its sales grow? Is it better to have the new
distribution center near the existing one, or at a completely different location?
• Frequent replenishment allows Zara to match supply and demand more effectively than the
competitors. 
• This allows Zara to respond quickly to changing fashion trends in Europe
• Sell most products at full price and only half the markdowns in stores compared to
competition.
• This enhances ZARA’s supply chain speed and responsiveness
• The frequency of replenishment has made ZARA increase the size and also centralize its
distribution design by handling its global operations through 8 Distribution canters based in
Spain. 
• This centralized structure means that products can be distributed rapidly from in house
manufacturing in order to meet worldwide demands in as little time as possible.
5. What advantage does Zara gain from replenishing its stores twice a week compared to a less
frequent schedule? How does the frequency of replenishment affect the design of its distribution
system?
 • Whilst its quick distribution system allows ZARA to respond to trends very quickly its lack of
decentralized distribution means that it is better suited to retail as online sales tend to have
more a diverse product demand and customers expect quicker delivery times. 
• Companies such as Amazon are able to respond quicker to online sales due to the fact that
they have distribution centers all around the world and can offer same day delivery. ZARA’s
24 hour delivery times from Spain to outlets all around the world may not be as efficient
with online sales as it is with retail sales.
• Reiterating it in the online sales will be extremely challenging as the Point-of-Sale is different

6. What information infrastructure does Zara need in order to operate its production, distribution,
and retail network effectively?

W.W. GRAINGER AND McMASTER-CARR: MAO SUPPLIERS

W.W. Grainger and McMaster-Carr sell maintenance, repair, and operations (MRO) products. Both
companies have catalogs, as well as Web pages through which orders can be placed. W.W. Grainger
also has several hundred stores throughout the United States. Customers can walk into a store, call
in an order, or place it via the Web. W.W. Grainger orders are either shipped to the customer or
picked up by the customer at one of its stores. McMaster-Carr, on the other hand, ships almost all its
orders (though a few customers near its DCs do pick up their own orders). W.W. Grainger has nine
DCs that both replenish stores and fill customer orders. McMaster has DCs from which all orders are
filled. Neither McMaster nor W.W. Grainger manufactures any product. They primarily serve the role
of a distributor or retailer. Their success is largely linked to their supply chain management ability.
Both firms offer several hundred thousand products to their customers. Each firm stocks more than
100,000 products, with the rest being obtained from the supplier as needed. Both firms face the
following strategic and operational issues:

1. How many DCs should be built and where should they be located?
Grainger have 9 DCs and 100s of stores which means at least 11 stores for one DC. If they increase
the no of DC, then faster order fulfilment is possible. Since McMaster Carr uses DC as both DC and
Retail store ; They just need to increase the no of stores drastically 

2. How should product stocking be managed at the DCs? Should all DCs carry all products?
The product stocking should be according to the historical data and a proper forecast. There should
be a vast inventory for fast moving products. The DCs should have all products and stores should
have fast moving goods. If a slow moving part is ordered , It can be fulfilled through DC.

3. What products should be carried in inventory and what products should be left with the
supplier?
Should use an ABC analysis for the inventory. More for Fast moving, Less for Moderate moving, and
much less for slow moving. But, goods should be from reliable supplier since if a large quantity of
Slow moving goods is required, they should be able to deliver it on time. Inventory aggregation for
slow moving items. Inventory disaggregation for moving goods

4. What products should W.W. Grainger carry at a store?

There’s no room for waste when it comes down to your inventory. Inventory- More for Fast moving,
Less for Moderate moving, and much less for slow moving. But the sales should be divided into 2:
Shipping and Retail. And according to both order forecast, Inventory should be maintained. Also,
Since they have website; Use it as a tool: Deal of the Day, Bonus Items, Put the Items on Sale on Slow
moving goods.

5. How should markets be allocated to DCs in terms of order fulfilment? What should be done if an
order cannot be completely filled from a DC? Should there be specified backup locations? How
should they be selected?
The markets should be allocated according to the historical data, since it has been more than 80
years in market, they will definitely have the data. Also when there is data, they can change
inventory. For eg: Industrials hubs need machine spares while Neighbourhoods need small home
appliance parts. If an order cannot be fulfilled by a DC, So DCs should be in a proximity that one will
act as another’s Backup. i e : DCs in the country should have some equal proximity; which will help
when problem with orders arises. With certain substitutions, orders can be fulfilled such as product
substitution, Manufacturer substitution and Location substitution.

6. How should replenishment of inventory be managed at the various stocking locations?

 Since there are 1000s of suppliers, MRO Suppliers should use DCs as Cross Docking Centers, So that
suppliers only have to deliver it to one DC.  This DC has to be in a quadrant, or a group of 5 or 10
states.  This will also reduce transportation cost, and Decrease Suppliers burden.  Also a criticality
method has to be used, So that there is provision for Critical and Strategic products.  And both
Continuous and Periodic review of Inventory should be implemented

7. How should Web orders be handled relative to the existing business? Is it better to integrate the
Web business with the existing business or to set up separate distribution?
Since there are dynamic changes in technology day by day, There is an increase of E-commerce.  So
it is good to Integrate the web orders with the normal orders.  Here the stores and DCs should have
an Electronic Data Interchange (EDI). So when a order is placed or a sale happens the whole stores in
US knows.  The information on paper invoices, purchase orders, requests for quotations, bills of
lading, and receiving reports will also be shared.  This is called Click and Mortar strategy

8. What transportation modes should be used for order fulfillment and stock replenishment?
The transport should be mixed.  The delivery of goods and Stock replenishment should be done
using same vehicles.  Whenever a delivery goes out, if it is the farthest from a DC and nearer to the
Supplier , that vehicle can be used for replenishment.  By this way, Supplier wont charge transit
cost and company will incur less cost.

TOYOTA: A GLOBAL AUTO MANUFACTURER

Toyota Motor Corporation is Japan's top auto manufacturer and has experienced significant growth
in global sales over the last two decades. A key issue facing Toyota is the design of its global
production and distribution network. Part of Toyota's global strategy is to open factories in every
market it serves. Toyota must decide what the production capability of each of the factories will be,
as this has a significant impact on the desired distribution system. At one extreme, each plant can be
equipped only for local production. At the other extreme, each plant is capable of supplying every
market. Toyota used specialized local factories for each market. After the Asian financial crisis in
1996/1997, Toyota redesigned its plants so that it can also export to markets that remain strong
when the local market weakens. Toyota calls this strategy "global complementation." Whether to be
global or local is also an issue for Toyota's parts plants. Should they be designed for local
consumption or should there be few parts plants globally that supply multiple assembly plants? For
any global manufacturer like Toyota, one must address the following questions regarding the
configuration and capability of the supply chain:

1. Where should the plants be located and what degree of flexibility should be built into each?
What capacity should each plant have?
The plants should be located in every regional market they serve, preferably in non-seismic zone. In
case a region has more than 2 plants, they should be built in geographically and climatically opposite
places. Flexibility of these plants should be guided by Toyota’s global complementation strategy that
allows plants to serve markets that are prospering when local market weakens. Capacity of each plant
should be guided by the demand in the regional market they serve with the flexibility to serve
additional demand from other export markets

2. Should plants be able to produce for all markets or only specific contingency markets?
All plants should be able to produce the common parts required across all markets. This would ensure
a plant’s ability to satisfy local demand as well as demand from other markets.

3. How should markets be allocated to plants and how frequently should this allocation be
revised?
Standard allocation should be optimized during the planning phase
Adjusted when necessary, reviewed annual or twice a year.

4. What kind of flexibility should be built into the distribution system?

Optimized regionally between the factories their supplying parts plants.
It will be necessary for cost effective distribution to occur between the plants and factories to non
local markets.

5. How should this flexible investment be valued?

Uniformity among global products for flexibility among market
Product design engineers should craft elements that both maximize uniformity and satisfy local
needs

AMAZON.COM: AN E-BUSINESS
Amazon.com sells books, music, and other items over the Internet and is one of the pioneers of
consumer e-business. Amazon, based in Seattle, started by filling all orders using books purchased
from a distributor in response to customer orders. This practice differs from that of a traditional
bookstore, which usually purchases directly from publishers and stocks books in anticipation of
customer orders. Today, Amazon has six warehouses where it holds inventory. Amazon stocks best-
selling books, though it still gets other titles from distributors or publishers. It uses the U.S. Postal
Service and other package carriers such as UPS and FedEx to send books to customers. Amazon has
continued to expand the set of products that it sells online. Besides books and music, Amazon has
added many product categories such as toys, apparel, electronics, jewelry, and shoes. After several
years of losses, Amazon has been profitable since 2003. Several brick-and-mortar players including
traditional booksellers such as Borders and Barnes & Noble have also started selling using the
Internet channel. Barnes & Noble has set up Barnes&Noble.com as a separate company, whereas
Borders uses Amazon to fulfill its online orders after initially trying to operate an online business. In
the case of Barnes & Noble, the retail store and the online supply chains share warehousing and
transportation to some extent. This is a departure from the company's original strategy, when
Barnes&Noble.com was not visible in any Barnes & Noble bookstore. Several questions arise
concerning how Amazon is structured and how traditional booksellers have responded:

1. Why is Amazon building more warehouses as it grows? How many warehouses should it have
and where should they be located?
As it grew, the company added warehouses, allowing it to react more quickly to consumer orders, It
is clear that when the no of warehouses increase the response time decrease, and when the no
of warehouses decrease the response time increases

2. What advantages does selling books via the Internet provide over a traditional bookstore? Are
there any disadvantages to selling via the Internet?
You can reach far more potential customers than your geographic area. If you are selling a niche
product, like technical books, it may be the only way to move enough product to be profitable

3. Should Amazon stock every book it sells?

No, it can stock books that have a high demand and source less popular ones from external
sellers. Amazon stocks deep and works with partners that carry what it does not carry.
Stocking every book it sells will result in a large inventory.

4. What advantage can brick-and-mortar players derive from setting up an online channel? How
should they use the two channels to gain maximum advantage? 20 PART 1 + Building a Strategic
Framework to Analyze Supply Chains
In fact, many businesses report that following the initial launch of their ecommerce site, their brick-
and-mortar stores benefit from a huge boost in sales as customers browse selections online and
make purchases at the physical stores.
For a fast and easy transition from brick-and-mortar to online, the best tool to have in place is a
point of sale system. An in-store POS system that links to an e-Commerce platform can do everything
from inventory updates to payments and tax collection for both your physical and online businesses
at the same time

5. Should traditional booksellers like Barnes and Noble integrate e-commerce into their current
supply chain or manage it as a separate supply chain?
 Integrating the two would be a good idea as there would be more co-ordination and thereby more
efficient/optimal management of low-demand and high demand book orders.

6. For what products does thee-commerce channel offer the greatest advantage? What
characterizes these products?
The e-commerce channel offers the greatest advantage for products that are not too popular and
have a low demand or demand which is hard to predict. Having such products sold online would help
save inventory costs. Some examples of these products are: electronics, books, clothing, office
supplies and household goods.