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The board realises that there remains firm misunderstanding in the landscape between the Logistics and Supply chain as concepts. As a result, you are asked to provide an overview on the difference between the two concepts (i.e. Logistics and Supply Chain) to ease the Board’s understanding.

The board realises that there remains firm misunderstanding in the landscape between the Logistics and Supply chain as concepts. As a result, you are asked to provide an overview on the difference between the two concepts (i.e. Logistics and Supply Chain) to ease the Board’s understanding.

Principles Of Marketing
Principles Of Marketing
17th Edition
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Kotler, Philip, Armstrong, Gary (gary M.)
Chapter1: Marketing: Creating Customer Value And Engagement
Section: Chapter Questions
Problem 1.1DQ
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The board realises that there remains firm misunderstanding in the landscape between the Logistics and Supply chain as concepts. As a result, you are asked to provide an overview on the difference between the two concepts (i.e. Logistics and Supply Chain) to ease the Board’s understanding. b. Explain what performance management is from management perspective and how can RCL benefit from implementing performance management in the organisation. c. Performance measures enables forecasting, improvement, incentives, accountability, and communications benefits. Provide four (4) ways in which performance measures can be used within RCL Foods? d. The RCL Foods have a measurement system and you are required to comment on the effectiveness of these performance measurement systems
00:01 O A NI ul ll 52% BACKGROUND OF THE BUSINESS I. RCL FOODS is a leading South African food manufacturer. We are a leading South African food manufacturer employing over 21 000 people, producing a wide range of branded and private label food products which we distribute through our own route-to-market supply chain specialist, Vector. Our strategy is founded on a clear sense of who we are and where we are going as a business. We aim to create the future Our Way - driven by Our Passion and Our Ambition and guided by Our Values. Who we are? %3D I. Our Passion We believe in doing more.with a single-minded passion to provide more food to more people, more often. We believe that by nourishing people while sustaining our resources, everyone wins. Communities will be enriched, employees inspired, and our customers and shareholders will enjoy the benefits. In our Passion to do "more", we are driven by a desire to improve people's access to nourishing food while achieving sustained business growth. The three "mores" of our Passion express our interlinked social and business agenda. More food WHAT: We wil provide more nourishing food, better value and greater choice HOW: We aim to provide more nourishing food, better value and greater choice. We will do this through building our portfolio with strong brands, gaining a bigger share of meals by driving added-value products, and relentless innovation More people WHAT: We will make food choices available to all people. HOW: We strive make food choices available to all people by increasing our market share in existing categories and finding new consumers in new categories and markets More often WHAT: We strive to make fod choices available to all people by increasing our market share in existing categories and finding new consumers in new categories and markets HOW: We will provide affordable food to everyone, every day, everywhere. We'll do this be reaching new consumer meal occasions through increased distribution and better penetration Page 23 of 38 BPLLMB1 II. Our Ambition To build a profitable business by creating food brands that matter, brands that make an impact on people's lives and cater to their needs. IV. . Our Strategic Thrusts Grow through strong brands • Extend our leading value chain Partner with strategic customers • Expand into Africa v. Our Business Model Guided by Our Passion and underpinned by Our Values, we strive to create value for our stakeholders through the manufacture and distribution of a wide range of branded and private label food products. In line with our business model, our business activities centre on growing our revenue and profit across both our core and added-value categories, through the effective and balanced use of our capitals.
Transcribed Image Text:00:01 O A NI ul ll 52% BACKGROUND OF THE BUSINESS I. RCL FOODS is a leading South African food manufacturer. We are a leading South African food manufacturer employing over 21 000 people, producing a wide range of branded and private label food products which we distribute through our own route-to-market supply chain specialist, Vector. Our strategy is founded on a clear sense of who we are and where we are going as a business. We aim to create the future Our Way - driven by Our Passion and Our Ambition and guided by Our Values. Who we are? %3D I. Our Passion We believe in doing more.with a single-minded passion to provide more food to more people, more often. We believe that by nourishing people while sustaining our resources, everyone wins. Communities will be enriched, employees inspired, and our customers and shareholders will enjoy the benefits. In our Passion to do "more", we are driven by a desire to improve people's access to nourishing food while achieving sustained business growth. The three "mores" of our Passion express our interlinked social and business agenda. More food WHAT: We wil provide more nourishing food, better value and greater choice HOW: We aim to provide more nourishing food, better value and greater choice. We will do this through building our portfolio with strong brands, gaining a bigger share of meals by driving added-value products, and relentless innovation More people WHAT: We will make food choices available to all people. HOW: We strive make food choices available to all people by increasing our market share in existing categories and finding new consumers in new categories and markets More often WHAT: We strive to make fod choices available to all people by increasing our market share in existing categories and finding new consumers in new categories and markets HOW: We will provide affordable food to everyone, every day, everywhere. We'll do this be reaching new consumer meal occasions through increased distribution and better penetration Page 23 of 38 BPLLMB1 II. Our Ambition To build a profitable business by creating food brands that matter, brands that make an impact on people's lives and cater to their needs. IV. . Our Strategic Thrusts Grow through strong brands • Extend our leading value chain Partner with strategic customers • Expand into Africa v. Our Business Model Guided by Our Passion and underpinned by Our Values, we strive to create value for our stakeholders through the manufacture and distribution of a wide range of branded and private label food products. In line with our business model, our business activities centre on growing our revenue and profit across both our core and added-value categories, through the effective and balanced use of our capitals.
00:00 O ООО A NI ll # ll 52% Page 25 of 38 BPLLMB1 RCL STRATEGIC PERFOMANCE Strategic Area 2019 Deliverables Next Year Targets GROW THROUGH STRONG N1 MARKET LEADERS BRANDS INITIATED KEY BRAND EXTENSIONS INTO NEW CATEGORIES FOR FUTURE GROWTH Intensify our investment into the full restoration of the Rainbow brand. We will further drive exciting innovation into the market through expansion of our Pies manufacturing facilities to further entrench Pie man's as market leader. DOUBLE DIGIT GROWTH IN PROGRESS IN EXTENDING continue to strengthen our GROCERY, PIES AND BEVERAGES BUSINESS UNITS DUE TO INNOVATIVE PRODUCTS LAUNCHED IN PARTNERSHIP WITH OUR CUSTOMERS PARTNER WITH STRATEGIC CUSTOMERS OUR INTEGRATED OFFERINGS AS ONE RCL FOODS PORTFOLIO IN partnerships with Foodservice customers and strategically pursue joint business partnerships with retailers in key categories OUR FOODSOLUTIONS BUSINESS, SPECIFICALLY IN GROCERY EXTEND OUR LEADING VALUE CHAN SEAMLESS TAKE-ON OF SIQALO FOODS BUSINESS INTO OUR SHARED SERVICE PLATFORM INITIATED EXPANSION OF PIES MANUFACTURING CAPACITY WITH A R80 MILLION CAPEX PLAN accelerate our route-to- market initiatives across our entire portfolio to improve customer service, drive efficiencies and allow RCL FOODS to capitalize on new opportunities in the digital arena. INSPIRE GREAT PEOPLE LAUNCHED LET'S TALK MOBILE PLATFORM FOR AUTHENTIC RELATIONSHIP BUILDING ACROSS THE EMPLOYEE R44,4 MILLION WAS SPENT maintain the momentum TRAINING OVER 10 000 ΕMPLOYEES gained in inspiring great leaders of tomorrow across every level of employee in the organization CHAIN EXPAND INTO THE REST OF AFRICA ACQUIRED 45% OF LSA LOGISTICS IN ZAMBIA GROWTH IN SOUTH AFRICAN EXPORTS continue our low risk expansion strategy into THROUGH OUR LOGISTICS Africa. We are cognizant of our healthy balance sheet and low gearing profile and believe we are well placed to consider strategic expansion and acquisition opportunities that may be forthcoming in South Africa and the rest of PARTNERS IN AFRICA Africa. Page 26 of 38 BPLLMB1 RAPID PROGRESS IN RUSTENBURG WASTE-TO- VALUE PROJECT EXPECTED TO BE COMMISSIONED IN THE FIRST HALF OF THE 2020 FINANCIAL YEAR DRIVE SUSTAINABLE BUSINESS "A RATING IN THE CDP 2018 CLIMATE CHANGE SURVEY, LEADING THE SA FOOD AND BEVERAGE continue to drive the transformation agenda in the Chicken and Sugar value chains SECTOR CEO REPORT REVIEW OF OPERATIONS
Transcribed Image Text:00:00 O ООО A NI ll # ll 52% Page 25 of 38 BPLLMB1 RCL STRATEGIC PERFOMANCE Strategic Area 2019 Deliverables Next Year Targets GROW THROUGH STRONG N1 MARKET LEADERS BRANDS INITIATED KEY BRAND EXTENSIONS INTO NEW CATEGORIES FOR FUTURE GROWTH Intensify our investment into the full restoration of the Rainbow brand. We will further drive exciting innovation into the market through expansion of our Pies manufacturing facilities to further entrench Pie man's as market leader. DOUBLE DIGIT GROWTH IN PROGRESS IN EXTENDING continue to strengthen our GROCERY, PIES AND BEVERAGES BUSINESS UNITS DUE TO INNOVATIVE PRODUCTS LAUNCHED IN PARTNERSHIP WITH OUR CUSTOMERS PARTNER WITH STRATEGIC CUSTOMERS OUR INTEGRATED OFFERINGS AS ONE RCL FOODS PORTFOLIO IN partnerships with Foodservice customers and strategically pursue joint business partnerships with retailers in key categories OUR FOODSOLUTIONS BUSINESS, SPECIFICALLY IN GROCERY EXTEND OUR LEADING VALUE CHAN SEAMLESS TAKE-ON OF SIQALO FOODS BUSINESS INTO OUR SHARED SERVICE PLATFORM INITIATED EXPANSION OF PIES MANUFACTURING CAPACITY WITH A R80 MILLION CAPEX PLAN accelerate our route-to- market initiatives across our entire portfolio to improve customer service, drive efficiencies and allow RCL FOODS to capitalize on new opportunities in the digital arena. INSPIRE GREAT PEOPLE LAUNCHED LET'S TALK MOBILE PLATFORM FOR AUTHENTIC RELATIONSHIP BUILDING ACROSS THE EMPLOYEE R44,4 MILLION WAS SPENT maintain the momentum TRAINING OVER 10 000 ΕMPLOYEES gained in inspiring great leaders of tomorrow across every level of employee in the organization CHAIN EXPAND INTO THE REST OF AFRICA ACQUIRED 45% OF LSA LOGISTICS IN ZAMBIA GROWTH IN SOUTH AFRICAN EXPORTS continue our low risk expansion strategy into THROUGH OUR LOGISTICS Africa. We are cognizant of our healthy balance sheet and low gearing profile and believe we are well placed to consider strategic expansion and acquisition opportunities that may be forthcoming in South Africa and the rest of PARTNERS IN AFRICA Africa. Page 26 of 38 BPLLMB1 RAPID PROGRESS IN RUSTENBURG WASTE-TO- VALUE PROJECT EXPECTED TO BE COMMISSIONED IN THE FIRST HALF OF THE 2020 FINANCIAL YEAR DRIVE SUSTAINABLE BUSINESS "A RATING IN THE CDP 2018 CLIMATE CHANGE SURVEY, LEADING THE SA FOOD AND BEVERAGE continue to drive the transformation agenda in the Chicken and Sugar value chains SECTOR CEO REPORT REVIEW OF OPERATIONS
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