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Supply Chain Management Based on SAP Systems pp 161–188 Cite as

Supply Chain Management Case Studies

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Colgate-Palmolive Company is a global provider of consumer products that make lives healthier and more enjoyable in more than 200 countries and territories. The company focuses on strong global brands in its core businesses – oral care, personal care, home care, and pet nutrition. With ~70% of sales derived from international operations, Colgate-Palmolive maintains strong global growth. About 10 million tubes of toothpaste are sold worldwide every day.

The company is headquartered in New York and has about 36,000 employees. Its main research center is located in Piscataway, NJ. In 2007 Colgate made almost 14 billion USD in sales.

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© 2009 Springer-Verlag Berlin Heidelberg

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(2009). Supply Chain Management Case Studies. In: Supply Chain Management Based on SAP Systems. SAP Excellence. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-68739-9_5

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Amazon.com: Supply Chain Management

By: P. Fraser Johnson, Ken Mark

By early 2018, Seattle-based Amazon.com Inc. (Amazon), one of the world's most valuable companies and the largest online retailer in the world, had grown dramatically since its beginnings in 1994.…

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  • Publication Date: Jul 26, 2018
  • Discipline: Operations Management
  • Product #: W18451-PDF-ENG

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By early 2018, Seattle-based Amazon.com Inc. (Amazon), one of the world's most valuable companies and the largest online retailer in the world, had grown dramatically since its beginnings in 1994. The company that had started as an online bookseller now sold merchandise and digital content in more than 30 categories, including electronics, clothing, books, furniture, and streaming music and video. It sold its own products and listed products for sale by over two million third-party sellers. It provided on-demand cloud-computing services and offered fulfillment and shipping services to businesses, and it had recently entered grocery retailing through its purchase of Whole Foods Market. With 2017 shipping costs that exceeded $21 billion, the company was working to establish greater control over its supply chain network and capabilities. Amazon was selling a huge variety of products in many formats, and the chief executive officer needed to determine how to structure the company's supply chain in order to support its strategy and growth objectives. What supply chain capabilities would Amazon need as its business model continued to evolve?

Learning Objectives

This case can be used in an undergraduate or graduate course on operations management, supply chain management, logistics, business strategy, or marketing. After completing the case, students will be able to assess Amazon's supply chain, and identify its key competitive advantages; quantify Amazon's ability to generate value from its supply chain; identify potential opportunities and challenges for Amazon in improving its supply chain; and analyze the effects of the opportunities and challenges facing Amazon on its growth and evolution.

Jul 26, 2018 (Revised: Nov 11, 2021)

Discipline:

Operations Management

Geographies:

United States

Industries:

E-commerce industry, Telecom

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Success Stories: Case Studies in Supply Chain Engagement

Leading companies employ varied methods to engage with their supply chains depending upon sector and company-specific goals. The EPA Center for Corporate Climate Leadership has interviewed leaders in supply chain engagement across a range of industries and developed the following case studies that highlight the leaders’ achievements and successful approaches. These companies have developed and deployed innovative strategies to engage their supply chains, reduce their greenhouse gas emissions, understand their shifting supply chain risks, and take advantage of market opportunities. The Center will continue posting case studies to this page as they are finalized.

Clif Bar & Company

Clif Bar & Company (Clif Bar), an organic food and drink company with 33% of the health and lifestyle bar revenue in the United States in 2016, has been tracking greenhouse gas emissions since 2002 and is driven by five bottom lines: sustaining the business, the brands, employees, communities, and the planet. Clif Bar has developed an innovative supply chain engagement approach: the company hires independent energy experts to provide consulting to suppliers at Clif Bar’s expense. The experts help suppliers assess how much electricity they use on Clif Bar’s behalf and develop methods for installing on-site renewable energy or purchasing green power to supply this electricity. Clif Bar’s drive to treat energy as an ingredient and to follow the standards they require of suppliers will be instructive to companies looking to new approaches for supply chain engagement.

  • Clif Bar Supply Chain Case Study (pdf) (563.7 KB, 1/2/2018)

Founded in 1911 and one of the largest global tech companies, IBM has been a pioneer in corporate responsibility for over four decades. IBM helped found the Electronic Industry Citizenship Coalition, now called the Responsible Business Alliance, to extend the commitments of individual companies to environmental and social responsibility leadership across the electronics industry’s suppliers by establishing an industry-wide Code of Conduct. Further, in 2010, IBM expanded its supply chain environmental management program to require all suppliers with whom IBM has a direct relationship to establish a management system that addresses their social and environmental responsibilities and to cascade these requirements to their suppliers. IBM believes that sound social and environmental management can help suppliers maintain a competitive edge. IBM wants to help suppliers appreciate that meeting its requirements can contribute to more efficient and sustainable operations and aid in decreasing operational costs and improving margins.

  • IBM Supply Chain Case Study (pdf) (363.3 KB, 10/12/2018)

Ford Motor Company

As an auto manufacturer with approximately 11,000 suppliers in over 60 countries, Ford’s supply chain largely influences its environmental and social impacts and values. In 2003, Ford became the first automaker to develop a code of conduct, which outlines policies for employees, contractors, and suppliers on topics such as health and safety, anti-corruption and anti-trust, workplace ethics, asset and data safety, and product quality, and environmental issues. Ford’s environmental supply chain engagement strategy focuses on suppliers with the highest impact on the environment. To create an environment for shared learning, Ford encourages suppliers to communicate openly with Ford and to identify vulnerabilities so that both parties can work to mitigate risks. Though supplier participation in Ford’s initiatives remains voluntary, Ford strongly encourages and culturally fosters participation, and acknowledges the efforts of suppliers pursuing excellence in environmental stewardship.

  • Ford Supply Chain Case Study (pdf) (290.4 KB, 10/12/2018)
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Case Study of Tesla: Supply Chain Challenges and Enablers

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This paper provides an evaluation and analysis of the supply chain configuration of Tesla, the challenges faced, and the enablers needed to deal with them. The present supply chain with respect to the processes, facilities, transportation, inventories, information system and people is touched upon. The key findings show that Tesla have suppliers not conventional to the auto-world as it deals with the electric powertrain. Tesla has a ‘vertical integration approach’ which can help in few aspects with regards to not being reliant on suppliers and lowering the cost of the final products, but the downsides being loss in flexibility and focus. The challenges with respect to climate change, political instability, raw materials scarcity and labor aspects is covered with potential enablers being the implementation of Sustainable Supply Chain Management by triple bottom line approach and Technological developments in the field of Material Science, IoT, Robotics, AI and sustainable energy sources. Initiatives for enabling a wholistic supply chain in a networked economy without silos between business teams and partners are enabled with new business models and recommendations

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Case 2. Li & Fung

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