+ 44 20 8144 3706Part A
(1) Four Vs analysis:
Operation of the business is concerned with conversion of raw materials into the finished goods so that customer’s satisfaction and needs are effectively met. The operations are same among all the product related organisation but they differs on the basis of certain dimensions. In the current 4 dimensions are being explored that are generally the Four Vs (Palepu and Healy, 2013). The comparison is mainly given on the basis of such dimensions and the differences are being explored.
Volume Dimension: Organisation follows the typology of operations in terms that impact business in low and high terms. The dimensions consider the repeatability and costing of the business. Businesses that operate with high volume in the market are able to maintain competitive advantage in the business.
Variety Dimension:In such typology, the business success in terms of offering variety of products or service in the market. The business with high variety is flexible and is able to meet needs of the customers effectively (Rothaermel, 2017). Generally it is measured in terms of offering convenient services to the customers.
Variation Dimension:The operations with such dimensions mean the ability of business to anticipate with the demand in the market. It is also the assumptions on which business takes decisions to reduce the delivery time in handling logistics.
Visibility Dimension:This is referred to the visibility of the business in the market. The operations with such dimensions are handled with having skilled and trained staff that would deal with providing convenient services to the customers (Zhang et.al. 2012).
Conclusions:
From the above analysis of the report, it can be concluded that the process of supply chain of Starbucks is high specialised that has lead Starbucks to hold competitive market share. In addition, there are some challenges identified in the report that can be overcome with the future recommendations given. However, suppliers are always required to be integrated with the operations and necessary suggestions can be taken from them to improve the suppliers and production process. Thus, with the growing trend of technology in the market, Starbucks need to 80% rely on operating with the technologies. Therefore, it will optimise the cost of production and that cost can be used to bring improvement in other business aspects.
References:
Books and Journals:
Alderman, L., 2012. In Europe, Starbucks adjusts to a café culture. New York Times.
Ayers, J.B. and Odegaard, M.A., 2017. Retail supply chain management. CRC Press.
Brooks, B.W., 2012. Starbucks: maintaining a clear position. Journal of the International Academy for Case Studies, 18(3), p.39.
Chua, A.Y. and Banerjee, S., 2013. Customer knowledge management via social media: the case of Starbucks. Journal of Knowledge Management, 17(2), pp.237-249.
Elgazzar, S.H., Tipi, N.S., Hubbard, N.J. and Leach, D.Z., 2012. Linking supply chain processes’ performance to a company’s financial strategic objectives. European Journal of Operational Research, 223(1), pp.276-289.
Estampe, D., Lamouri, S., Paris, J.L. and Brahim-Djelloul, S., 2013. A framework for analysing supply chain performance evaluation models. International Journal of Production Economics, 142(2), pp.247-258.
Garthwaite, C., Busse, M., Brown, J. and Merkley, G., 2017. Starbucks: A story of growth. Kellogg School of Management Cases, pp.1-20.
Geereddy, N., 2013. Strategic analysis of Starbucks corporation. Harward [Електронний ресурс].–Режим доступу: http://scholar. harvard. edu/files/nithingeereddy/files/starbucks_ case_analysis. pdf.
Heizer, J., Render, B. and Munson, C., 2017. Operations management. Sustainability and Supply Chain Management, 12th Ed., USA.
Hugos, M.H., 2018. Essentials of supply chain management. John Wiley & Sons.
Ivanov, D., Tsipoulanidis, A. and Schönberger, J., 2017. Global supply chain and operations management. A Decision-Oriented Introduction to the Creation of Value.
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