Seven- Eleven case study
Seven-Eleven Japan( SEJ) has skilled a enormously growth between 1985 and 2009, it has increased via 2 . 299 to 12. 753 of stores. In year 2011 SJE was your largest planets largest dealer outlet.
By 1991 to 2002 the ease sector was one of the few organization areas, which in turn continued to grow. The gradually expand of comfort store triggered changes in the sector, bigger players on the market grew, and smaller sized players didn't want to keep up with your competition and was forced to close down. The bigger chains could provide effective service, improve operations and better cost effective of scale, which allowed them to grow, and to be competitive against the small stores, which will find it difficult to remain competitive against the larger chains. In year 08 SEJ was the leading convenience store in Japan, with 34. 4-percentage market share, SEJ had having its strong circulation and data system, obtained competitive advantages in the convenience sector in Japan. Meindl & Chopra (2013, s. 60-61)
The supply chain strategy
SEJ is known for it's successful and efficient source chain; competition try to replicate their supply chain strategy. Other opponents have been centering on developing their own private label brands, instead of centering on how it will be easy to have an successful and innovative supply cycle, and satisfy the customer's needs. SEJ had been focussing around the product selection, by delivering their suppliers brands, in a close cooperation with their supplier, and giving new products towards the customers. There exists a mix of the bottom products, and there are always presented new products intended for the customers, who want to try something totally new.
Being innovative and bringing out suppliers brands into the retail outlet, requires a close collaboration between SEJ as well as the suppliers. SEJ offers by way of example oven fresh bread, which requires usually deliveries through the suppliers and to build a competent supplier network....