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CASE STUDIES
2012
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When the product needs to be returned then due to the companies understanding with the courier companies it happens without any disputes or problems efficiently. Flipkart takes care of the after-sales needs of its customers with regard to delivery of an item or addressing grievances including delayed delivery by the logistics partner, or addressing issues when an incorrect product is delivered. In the case of electronics, warranty and after-sales service is largely the responsibility of the manufacturer. Flipkart does however facilitate interaction between the customer and manufacturer/service center as and when the need arises.
Campbell must avoid actions that would disrupt the supply chain. For example, retailers on the continuous replenishment program had to forgo forward buying, whereby retailers in the industry often buy excess stock at discounted prices so that they can offer price promotions.
Forward buying causes ripples in the supply chain, increasing everyones costs. That was the case of chicken soup. Campbell would offer deep discounts once a year and retailers would take advantage of them, sometimes buying an entire years supply. Because of the bulge in demand, the chicken boning plant would have to go on overtime. When this happened, costs in the entire supply chain increased Campbells production cost increased, and retailers had to pay for warehousing large stocks of chicken soup. With the continuous replenishment system, those extra costs are eliminated and everyone wins.
in less revenue in proportion to the produce. Moreover, the wastage level was higher, because the agents tended to throw away some grain while evaluating its quality. The intermediaries are not removed from the value chain. Their roles are redefined to samayojaks (coordinators), who assist ITC in setting up new e-choupals by conducting village surveys and by identifying the best sanchalaks. They manage the physical transportation of sales made at the e-choupal, collect price data from local auctions, and maintain records. These coordinators earn a 1 percent commission on product processed. Initial resistance to joining, because of commissions as low as 1 percent, was overcome once the increased volume of transactions became apparent. ITC coordinates its activities with institutions such as the national meteorological department and several universities to build useful Internet content, and also with companies supplying agricultural inputs (fertilizers and seeds) to enable ecommerce.