Remove 2010 Remove Operations Remove Retail Remove Supply Chain
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StrategyDriven Podcast Special Edition 50 – An Interview with.

Strategy Driven

Special Edition 50 – An Interview with Marshall Fisher, co-author of The New Science of Retailing examines the use of analytics to improve an organization’s supply chain performance in a way that ultimately enhances the bottom line. Thank you again for listening to the StrategyDriven Podcast !

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How Coty Reinvigorated Its Supply Chain

Harvard Business Review

where one of us is Vice President Supply Chain, suggests this “magic” can be repeatable. In 2010, Coty was rapidly expanding through acquisitions and internal growth and needed to align, integrate, and further accelerate improvements in its supply chain. Operations in a Connected World.

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How Retail Can Thrive in a World Without Stores

Harvard Business Review

To embrace this market shift, retailers will need to experiment with a range of technologies and strategies across marketing, supply chain, and merchandising. When eyeglass maker Warby Parker launched in 2010, its founders had $2,500 seed funding and impressive business school pedigrees.

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The Future of Retail Depends on Today's Policy Decisions

Harvard Business Review

This post is part of the HBR Forum, The Future of Retail. In order to assess the future of retail, we need to understand the sector's current impact on our entire economy, and the direction that Washington is taking the retail industry with policies that are being shaped today. Retail contributes $2.5

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China’s Slowdown: The First Stage of the Bullwhip Effect

Harvard Business Review

For the last two months, global supply chains have been experiencing the first stage of a bullwhip effect triggered by uncertainties about the severity of China’s economic slowdown. Here’s a hypothetical illustration of the bullwhip effect: A retailer might experience an X% drop in sales owing to some external event.

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Midsized Companies Can’t Afford Operational Glitches

Harvard Business Review

But they don’t think nearly enough about operational meltdowns – technological glitches and other problems that can put them out of business. They are usually quick to recognize operational problems and deal with them before they become disasters. Operational meltdowns at midsized companies can take much longer to notice and resolve.

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How to Quantify Sustainability’s Impact on Your Bottom Line

Harvard Business Review

For slaughterhouses and retailers (Brazilian operations), we also projected positive benefits: $20 million to $120 million (0.01% to 0.1% These ranges were wide due to the relative size of the different players in the supply chain (for example, a company that has higher revenues will realize greater benefits than a smaller firm).