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澳洲代写--澳洲墨尔本大学论文代写 H&M Strategic Supply Chain Management Report

澳洲代写--澳洲墨尔本大学论文代写   H&M Strategic Supply Chain Management Report
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详细描述

   H&M Strategic Supply Chain Management Report

 

 

Table of Contents

1.0 Executive Summary...............................................................................................2

2.0 Introduction............................................................................................................3

3.0 Situational Analysis................................................................................................4

3.1 H&M Material Quality Problem in China........................................................5

3.2 Labor cost & lead time VS marketing..............................................................5

4.0 Mission Statement................................................................................................6

5.0 Strategies...............................................................................................................6

5.1 Supplier sourcing and specialization.................................................................6

5.2 3D virtual samples for marketing.......................................................................6

6.0 ACTION PLAN....................................................................................................7

7.0 Control and Review..............................................................................................7

8.0 References.............................................................................................................8

 

  

1.0 Executive Summary

This report is intended to design a new the Supply Chain Strategy to support H&M, it includes material supplier and garment OEM sourcing, decreasing marketing cost and shortening development lead time.

 

H&M was set up by Erling Persson in 1947, at the end of 2012,after 65 years of hard working, it became the second largest global clothing retailer, next only to Spain-based Inditex (parent company of ZARA), and exceed the third class United States based GAP Inc.[1]

 

H&M mainly deals with fashion clothing, the business concept of H&M is to give the customer unbeatable value by offering fashion and quality at the best price,[2] it means small profit and quick return, which leaves little margin for the material suppliers and garments OEM. Besides, all companies dealing with fashion needdevelop as many styles as possible, because only few of these styles can catch customers’ eyes, the research and development department needs to prepare many styles and samples in a very short time for designers and marketing’s checking before production, who wins in the lead time will have the larger chance in wining customers.   

 

As the material and labor cost is keeping rising, and customers never stop the steps for fashion and individuality pursuing, H&M is facing great pressure in meeting customer’s standard and keeping the profit margin, quality issues happened again and again in China.[2]

 

In order to face this kind of situation and maintain the business, this strategy is designed make up weakness and improve the lead time shortening.

 

2.0 Introduction

H & M Hennes & Mauritz AB is a Sweden-based company active in the clothing industry. It is engaged in the design, manufacture and marketing of clothing items and related accessories. The Company's product range comprises clothing, including underwear and sportswear, for men, women, children and teenagers, as well as cosmetic products, accessories and footwear. The Company has approximately 16 production offices worldwide and also buys its goods from approximately 700 independent suppliers, primarily in Asia and Europe. The Company markets its products through approximately 2,200 stores spread across 40 markets. Additionally, H & M Hennes & Mauritz AB has online shopping operations in Sweden, Norway, Denmark, Finland, the Netherlands, Germany, Austria and the United Kingdom.

 

3.0 Situational Analysis

 

Small profit and quick return is the business philosophy that keeping H&M growing to today’s scale, how to do costing saving plays a very important role in H&M’s business history. In order to explain H&M’s current strategy, here garment costing calculation formula is prented :

 

H&M Garment final selling price = material cost (fabric, accessory, label & packaging, etc.) + labor cost ( cutting, making, trimming) + logistic cost (until fabric arriving at retailers) + marketing & retail running cost  +  profit

Supplier Garment FOB price = material cost (fabric, accessory ,label & packaging etc.) + labor cost ( CUTTING,MAKING,TRIMMING)+ logistic cost( factory to port)

 

Supplier Analysis: In order to decrease the cost as much as possible, H&M only set up liaison offices all over the world to sourcing suppliers instead of setting up factories of its own. Considering labor cost, selling regions all over the world and the logistic cost for delivery goods from factories to retailer, 60% of suppliers are located in southeast of Asia, 30 % of suppliers are located in Europe, one in Africa, the rest are allocated in CENTR-SOUTH AMERICAN, the liaison offices are in charge of sourcing suppliers, production monitoring, quality control, goods delivery, logistic arrangement.[3]

 

Material Analysis: Material accounts for 70% at least of garment FOB price, the most effective way to control cost is to control the material cost. H&M handles material in two solutions: a) H&M placed fabric order directly to fabric suppliers and fabric suppliers send fabric to garments supplier; b) garments handles material according to H&M’s specification and target price and make choice of material suppliers by their own selves.

 

Garment lead time: Lead time consists of three components, set up time, production time and shipping time.[5] For garments , it divided in to two parts, development lead time and production lead time. H&M did its best to push garment suppliers to shorten the garment lead time because garment is seasonal product, especially for fashion styles. However, for sample making and production lead time, garment suppliers nearly make their limitation. For Logistics, H&M nominated DHL & GREEN CARGO as forwarder, in order to make sure best delivery time and lowest cost.

 

3.1 H&M Material Quality Problem in China

In order to control the goods quality, H&M built a QC team to monitor the suppliers from material to finished garments; this team follows AQL rules to do randominspection for fabric, accessory and garments. H&M tried its best to do quality control, but it still can’t avoid the quality problems. Garment suppliers had little profitmargin, and material & labor costing is keeping rise, garments supplier can only keeping their profit by decrease the standard of material quality, and material and garment testing and inspection is performing by random. 100% inspection can’t befulfilled due to time and cost limitation. How to keep reputation, how to avoid quality case problem happening again and again?

 

3.2 Labor cost & lead time VS marketing

 

Before one style is finalized and put into production, the designer need to develop 5 styles or more, and make modifications 3 to 4 times for each style, which meansgarment maker need to order fabric, accessory for 3 or 4 times if large modification is made, in 5 times of usage. It is huge cost of time and money for material order , delivery, sample making, anything wrong happened in this progress will cause delay for garments delivery date. How to shorten development lead time and minimize the sample making plays a very important role for costing saving and marketing.

 

 

4.0 Mission Statement

The business concept of H&M is to give the customer unbeatable value by offering fashion and quality at the best price, the mission of this report is maintain H&M ‘s business philosophy, fix up the quality problem and shorten lead time.

 

5.0 Strategies

 

5.1 Supplier sourcing and specialization

H&M need to set up a specialized team to handle material, classify all the fabric and accessory and allocate them to the material suppliers developed by price, quality and location, and garment suppliers can only order fabric from nominated material suppliers.

战略供应链管理报告
内容表
1执行摘要............................................................................................... 2
2引言............................................................................................................ 3
3 ................................................................................................情景分析4
3.1 H&M在中国........................................................ 5材料质量问题
3.2劳动成本和生产时间与销售.............................................................. 5
4使命................................................................................................ 6
5策略............................................................................................................... 6
5.1供应商开发和专业化................................................................. 6
5.2三维虚拟样品的营销....................................................................... 6
6行动计划.................................................................................................... 7
7控制和审查.............................................................................................. 7
8参考文献............................................................................................................. 8
1执行摘要
本报告旨在设计一个新的供应链战略,以支持高和米,它包括材料供应商和服装代工采购,降低营销成本和缩短开发时间。
H&M是由埃佩尔森在1947成立,2012年底,经过辛勤工作了65年,成为全球第二大服装零售商,仅次于西班牙的Inditex(Zara的母公司),和超过第三类美国Gap Inc. [ 1 ]
H&M主要经营时尚服装,H&M的经营理念是以最好的价格提供时尚与品质的客户提供无与伦比的价值,[ 2 ]是薄利多销,这让小边的材料供应商和服装。此外,处理所有与时装公司需要开发多种风格的可能,因为只有很少的这些款式可以抓住顾客的眼睛,研究开发部门需要在很短的设计和营销的检查生产前的时间准备许多款式和样品,谁率先赢得时间就赢得客户更大的机会。
随着材料和劳动力成本的不断上升,客户永远不会停止追求时尚和个性的脚步,在满足客户的标准和保持利润率方面,面临着巨大的压力,中国的质量问题再次发生。
为了面对这种形势,保持企业的经营,这一战略的设计弥补了不足,提高了领导的时间缩短。
2引言
H&M Hennes & Mauritz AB是一家瑞典的公司在服装行业的积极。从事服装产品及相关配件的设计、制造和销售。该公司的产品系列包括服装,包括内衣和运动服,男人,妇女,儿童和青少年,以及化妆品产品,配件和鞋类。该公司拥有约16个生产办事处,在世界各地,也购买其产品约700个独立的供应商,主要在亚洲和欧洲。该公司的产品通过大约2200家商店的产品遍布40个市场。此外,H&M Hennes & Mauritz AB在瑞典,网上购物运营的挪威,丹麦,芬兰,荷兰,德国,奥地利,英国。
3情景分析
小利润和快速回报是保持企业的经营理念,在今天的规模不断增长,如何节约成本,在企业的经营历史中扮演着非常重要的角色。为了解释H&M目前的战略,在这里,服装成本计算公式的运用:
服装的最终销售价格=材料成本(面料,配件,标签和包装等)+人工成本(切割,制造,修剪)+物流成本(直到织物到达零售商)+营销和零售经营成本+利润
供应商服装交货价格=材料成本(面料,配件,标签和包装等)+人工成本(切割,制造,修剪)+物流成本(工厂到港口)
供应商分析:为了尽可能地降低成本,只有在世界各地的联络机构建立联络处,而不是建立自己的工厂。考虑到世界各地的劳动力成本,世界各地的销售区域和从工厂到零售商的物流成本,60%的供应商位于亚洲东南,30%的供应商位于欧洲,

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