Sport Obermeyer, Ltd. Sport Obermeyer’s core business problem is that an optimal sourcing decision needs to be made. By the way that things are currently run, the company’s lead-time for each product line is 2 years. The design process begins in January and ends when products are delivered and stocked in Denver stores in September almost two years later. The company is dealing with a few key issues that need to be addressed. First, it operates a complex supply chain with thousands of SKUs as shown in Exhibit 2 of the case. Components like zippers, snaps, fabric, or thread are sourced from 10 different countries. Another issue is that company faces is that it incurs a revenue loss every season when not enough of its most popular products sell out and it can no longer replenish its retailers. Finally, the company currently manufactures an excess of sample products. Obermeyer incurs another large expense by creating samples for each one of the company’s products once their design and prototyping has been finalized. First thing for Sport Obermeyer to do is to cut down its number of suppliers. By consolidating the supply chain, they would have more time to complete the manufacturing process. Another potential result from this is that the total cost of materials for parkas could decrease dramatically. Less sources would mean less lead times, less costs, and less minimum orders. Next, Sport Obermeyer should implement Electronic Data Interchange with its suppliers. With this new EDI system, the company could begin to track sales data as early as September when the first products are being purchased. Early trends in demand can be tracked much more easily and would allow it to prepare for better restocking the retailers. Once Wally has this information, he can request for popular products in high demand to be produced in Hong Kong, which can put together a production run of a particular item with no issues. Hong Kong has a minimum order quantity of 600 units but because the popular product shows high demand trends, we will most likely be asking for more than
study of “CUSTOMER SERVICE AT SINGAPORE AIRLINES”. This case study is totally about the customer service providing by Singaporvices in Singapore, Kuala Lampur, Ipoh and Penang (on the western shore of the Malay Peninsula). After the Second World War, Malayan Airlines grew rapidly, and by 1955 it flew nearly 200000 passengers a year. When the Federation of Malaysia was created in 1963, the airline was renamed “Malaysian Airlines” and in 1966, as “Malaysian- Singapore Airlines” (MAS) to reflect the carrier’s…
Organization Audit 5 6. Strategic positioning for SIA 8 7. An ability to think strategically for SIA 10 BCG’s growth / share matrix 11 8.Strategic plan for SIA 12 9.Conclusion 14 10.References 14 1.Introduction This report will outline Singapore Airlines (SIA) business’ environment to aid in its future strategy formulation and planning. Firstly, this report will analyze the business environment of the organization, which is to be considered in its strategy formulation. Next this report will…
When contemplating investing in any industry, much less one as complex as the airline industry, one must take into account several factors, one of which is depreciation. It is especially important to look at depreciation, and the specific method of depreciation that a company uses, if that company has a considerable amount of fixed assets. This is because in that instance, the chosen method of depreciation will create a larger impact on that company’s apparent earnings. A company’s earnings and net…
The history of Singapore Airlines dates back to 1 May 1947, when the first scheduled flight of Malaysian Airlines took off from Singapore and then landed in Penang. It was on 16 September 1963, the Federation of Malaysia was born and the Airline became known as Malaysian Airways. In May 1966, it became Malaysia-Singapore Airlines. However in 1972, Malaysia-Singapore Airlines split up to become two entities - Singapore Airlines (SIA) and Malaysian Airline System (MAS). The “Singapore Girl” theme was…
last century, the business model of low cost airline represented by Southwest Airlines has been spreading all over the world, has influence and changed the framework and development of the world airline industry. This report is the analysis of the youngest airlines companies of Low Cost Carriers (LCC) Tiger…
1. British and Singapore Airlines strategic management overview 1.1 Concepts of Strategic Management According to the book ‘Business Strategy and policy’ (Smith, Arnold & Bizzell, 1991) “strategic management is the process of examining both present and future environments, formulating the organization's objectives, and making, implementing, and controlling decisions focused on achieving these objectives in the present and future environments”. An enterprise achieving its goals means that the firm…
in Sydney in 2012. (Tigerair, n.d) Acquirer: Virgin Australia Virgin Australia, as part of the Virgin Group, was established in 2000 and rapidly developed into the second largest airline company in Australia. It currently has its headquarter based in Bowen Hills, Brisbane, Queensland. Before Acquisition, the airline owned 108 variety aircrafts fleet flying over routes that reaches 29 domestic cities and more than 400 worldwide destinations. Previously, Virgin Australia innovated the concept of…
Singapore Airlines (SIA) is internationally recognized as one of the world’s leading carriers. Singapore Airlines operates a hub at Changi Airport and has a strong presence in the Southeast Asia, East Asia, South Asia, and "Kangaroo Route" markets. On 15 December 2010, Singapore Airlines was announced by the International Air Transport Association as the second largest airline in the world by market capitalisation with a worth of 14 billion US dollars In 2003 SIA obtained 5 long range Airbus A340-500…
The mainly economic impacts of the Changi Airport which directly and indirectly generated the number of jobs of the Singapore. Due to the number of employment of an airport which is according to some factors, including the volume and mix of passenger traffic, the amount of freight and the actual capacity utilisation of the airport (Graham, 2014), and Changi Airport currently is the seventh busiest airport for international passenger traffic and it is a one of the world's busiest airport for air cargo…
