Transportation: A Global Supply Chain Perspective
9th Edition
ISBN: 9781337406642
Author: Robert A. Novack, Brian Gibson, Yoshinori Suzuki, John J. Coyle
Publisher: Cengage Learning
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Central Transport, Inc.
Jamie Corman, the new president and CEO of Central Transport, recently met with Susan Weber, the current president and CEO of SAB Distribution. Jaime was promoted from CMO at Central Transport to CEO. Her predecessor had worked closely with the former CEO of SAB Distribution when SAB had transformed its operations about 10 years earlier to respond to changes in its competitive marketplace. Now, Ms. Weber was faced with new challenges and again needed the collaboration of Jaime and Central Transport to meet some new challenges.
Susan has met extensively with the members of her executive team to develop a tentative plan for modifying the strategic direction of SAB and thwart the buyout of the company by a private investment firm.
Susan was convinced that SAB could attract additional retailers in the mid-Atlantic states if it added to and improved its logistics services, namely, warehousing, transportation delivery, and inventory management. However, Susan…
Central Transport, Inc.
Jamie Corman, the new president and CEO of Central Transport, recently met with Susan Weber, the current president and CEO of SAB Distribution. Jaime was promoted from CMO at Central Transport to CEO. Her predecessor had worked closely with the former CEO of SAB Distribution when SAB had transformed its operations about 10 years earlier to respond to changes in its competitive marketplace. Now, Ms. Weber was faced with new challenges and again needed the collaboration of Jaime and Central Transport to meet some new challenges.
Susan has met extensively with the members of her executive team to develop a tentative plan for modifying the strategic direction of SAB and thwart the buyout of the company by a private investment firm.
Susan was convinced that SAB could attract additional retailers in the mid-Atlantic states if it added to and improved its logistics services, namely, warehousing, transportation delivery, and inventory management. However, Susan…
Your small orthopedic implant company has traditionally distributed its products through wholesalers and distributors. Your vice president of marketing has recommended adding a direct web-based distribution channel. As the CEO, you are concerned that this change will result in channel conflict. What are the benefits and drawbacks of this strategy? How do you think different types of customers, wholesalers, distributors, and competitors will react if this strategy is implemented (from Kotler, p. 285)?
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- A. An Electrical Company has three workshops in Koforidua, Accra and Kumasi. These workshops produce the following quantities of electric fan. Workshops Monthly production (units) Koforidua 130 Аccra 70 Kumasi 100 The monthly demand for these fans in three towns: Sunyani, Cape Coast and Ho is given below: Destination Weekly Demand (units) Sunyani 80 Саре Сoast 110 Но 60 The unit transportation costs per unit (in GH¢000) from the sources to the destinations are as shown: To From Sunyani Саре Сoast Но Koforidua 9. 14 12 Accra 11 10 6. Kumasi 12 15 00arrow_forwardThis page is related to Transportation and freight forwarding Project two Dalia, the CEO of ExpressMove, a 3PL, provides trucking-based transportation services as well as warehousing and distribution centres. The main focus of her company is on providing freight management and contract logistics. However, ExpressMove is a 3PL that does not own assets, so the managed services are provided by other providers. According to Dalia, the core competence of ExpressMove is in innovation, tech, people, and building and managing great relationship with both suppliers and customers. Dalia is considering a move to 4PL to serve a select set of customers. She has supply chain planning service in mind. This would be added to the more traditional services they are offering as a 3PL such as transportation and contract logistics. She believes that the next logical step for her company, given her track-record with the great customer service they are offering, would be towards a more consultation role,…arrow_forwardProvide a real-world (or scholarly) example of a transportation problem and a. describe the problem b. identify the supply and demand c. identify/describe the costs associated with the supply and demandarrow_forward
- Since the late 1990s, travel distribution has seen a considerable shift from offline to online channels. Many entrepreneurs who were quick to recognise the potential of new technologies have since become major travel intermediaries. Priceline.com was originally set up in 1997 as a travel auction site where consumers offered a price and traders chose whether or not to accept it. In 1999 the company was offered for public sale and valued at US$12.9 billion. Since 2004, The Priceline Group has acquired several online travel retail sites: Booking.com (2005), agoda.com (2007), TravelJigsaw (now rentalcars.com; 2010), KAYAK (2013), OpenTable (2014), Rocketmiles (2015). In addition it acquired reservation-management technology companies that provide revenue and marketing solutions to hotels or restaurants that sell via Booking.com or OpenTable: PriceMatch and AS Digital (2015). The Priceline Group operates six brands, employs 18,500 staff and operates in 224 countries. In 2016 it handled…arrow_forward5. Effects of Channel Distribution Strategy on Customer Service.6. Effects of Channel Disruption Strategies on Organizational Performance.7. Effective Distribution Channel:- Its Evaluation- Importance8. Top Marketing Channels to Boost Sales for 2022-2023.arrow_forwardExplain the possible innovations that may be added in the Corporate Travel Policy to ensure its relevancy in the ‘new normal’. Provide strong justifications. Access the Corporate Travel Policy here:arrow_forward
- Frank Johnson was outbound logistics manager for sudsy Soap.Inc. He had held the job for the past five years and had just about every distribution function well under control. His task was made easier because shipping patterns and volumes were unchanging routines. The firm’s management boasted that it had a steady share in “a stable market” although a few stock holders grumbled that sudsy soap had a declining share in a growing market. The sudsy soap plant was in Akron, Ohio. It routinely produced 100,000 (1.5 Kg) cartons of powdered dish soap each week each carton measured about 16 cm ,and each working day 15 to 20 railcar loads were loaded and shipped to various food chain warehouses and to a few large grocery brokers. Johnson worked with the marketing staff to establish prices , so nearly all soap was purchased in railcar –load lots .shipments less than a full carload did not occur very often . Buyers relied on dependable deliveries and the average length of time it took for a…arrow_forwardLUXURY PRODUCT MANUFACTURER TURNS TO PENSKE TO IMPROVE WAREHOUSE AND DISTRIBUTIONOPERATIONSA leading producer of fine luxury products required a partner who could improve their warehouse and distribution operationsand reduce the theft they were encountering with their high-value products. The organization does the bulk of their businessthroughout the Midwest and Eastern United States, which includes over 30 retail stores and 400 wholesale accounts.Due to the high dollar value and small size associated with their products, they struggled with theft. Implementing strictersecurity and inventory management plans to protect inventory and control costs was a priority.Because they serve customers in the luxury market, the company offers many value-added services that provide apersonalized touch, including monogramming, gift-wrapping, engraving and even handwritten gift cards. The providerneeded to build these offerings into the solution as well. And because nearly 50% of the manufacturer's…arrow_forward1) Explain the potential risks that have to be shared between the government and a private company in a BOT project. 2)Do you agree that the concept of “total logistics cost” is critical in determining logistics solutions?arrow_forward
- Federal Express (FedEx) is a US-based company which is involved in the air freight business. FedEx is able to secure significant market share despite intense competition posed from much lower freight rates offered through belly spaces of combination carriers and passenger airlines. (a) In your own words, describe the business of FedEx and how it competes in the air freight market. (b) Examine three (3) possible reasons that FedEx is able to secure significant market share despite the intense competition. What lessons can you learn? (c) What do you think are the attractions and challenges for FedEx to operate large-sized freighters?arrow_forwardDiscuss the ways in which air carriers compete with each other. How haveregulatory changes affected this competition?arrow_forwardExplain multi-channel distribution systems while also describing the advantages of disadvantages of this system.arrow_forward
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