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Second Tier Market

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Second Tier Market
The number one concern with Americans this election year is the economy. (CNN, 2012) Between rising unemployment rates, and declining businesses people around the world are feeling the economic pinch. It has caused politicians to shout about reform, growth and stimulus packages. Meanwhile businesses are scrambling to find different way to reduce costs and to ensure that their company is still viable. Besides all of the norms of laying off people, outsourcing, closing factories, downsizing, companies have really begun to develop and manage their supply chains. Realizing that most of a company’s cost it their supply chain, companies have been really scrutinizing their supply chain, to make it as stream lined and efficient as possible. One way that companies have found a way to reduce costs in a supply chain is through second tier marketing. Second tier marketing is basically an answer to the economic slump. Primary markets are reefing to major cities such as Chicago, L.A., New York which gather international shipments, and then package them to be shipped throughout the United States. These sites have virtually monopolized the distribution system for decades, which allows for charging companies premium process to have products shipped to those sites. (Sowinski, August) Meanwhile a second tier market would be considered another city that has the ability to quickly move products throughout the United States. An example would be Indianapolis; it is a city that is beginning to become a viable hub for companies. It has become the second-largest FedEx hub in the world, it has four major interstates, and a gateway for Europe’s largest air cargo carrier. (Sowinski, August) Though Indianapolis is not as glamorous as say New York, but products that do arrive to Indianapolis is able to be moved throughout the country quickly. Like with any new idea there are advantages and disadvantages that must be looked at carefully before any company would try a new

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    1.0 Introduction Christopher (2005, p.5) describes supply chain management as follows: “The management of upstream and downstream relationships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole” Until recently, supply chain management has been largely viewed as a necessary evil and the focus has been strictly on cost reductions. Today however, many are coming to the realization that supply chain management can be much more strategic, affording a company the opportunity to out-perform competitors. With supply chains becoming more elongated as they become more global, the pace of demand changes increasing and product lifecycles shrinking, the responsiveness of a company’s supply and fulfillment networks to change is becoming a more substantial determinant of company success. As such, companies must view their supply networks as a competitive weapon that can not only deliver low costs but impact top-line growth through superior responsiveness and best-in-class customer service. If these and other similar strategies as will be described in this write-up are available for only one company at the markets, this company has competitive advantage over its competitors (Barney, 1991; ketchen, 2004; Rungtusanatham et al., 2003). Another way to gain competitive advantage is to optimize one or several activities. However, a consideration has to be taken so that optimization does not end in optimizing one function at the expense of the others (Lumsden, 1998; Porter, 1985). Porter (1985) argues that competitive advantage is gained by being the lowest costcompetitor or by differentiating. However, within the supply chain domain, competitive advantage is gained by two facts: reducing costs and increasing responsiveness (agility) to customers’ needs (Martin & Grbac, 2003). If the company strives to meaningful cost reductions, more efforts on cross-firm…

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