Wal-Mart ’s Chinese Suppliers Bill Reagor Mid-Continent University International Business Week Two MGT 6013 Dr. Sila Tuju 5/3/2012 Wal-Mart ’s Chinese Suppliers Question One Is it legitimate for an enterprise like Wal-Mart to demand that its suppliers adhere to a code of ethics? What are the benefits of this practice to Wal-Mart? What are the cost? Wal-Mart is the world’s largest retailer‚ and with that distinction there is an obligation to act as an example to the
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millions of dollars in advertising‚ behind the scenes‚ workers who manufacture its products still earn the bare minimum. In the last three years‚ China Labor Watch (CLW) has been monitoring the conditions of PUMA’s suppliers in China. During an investigation on Taiway Sports Ltd.‚ a supplier that “has enjoyed an “A” ranking for years now” according to PUMA’s 2005/2006 Sustainability Report‚ CLW has found deplorable conditions. Conveniently‚ on March 19th‚ after CLW notified PUMA about Taiway’s conditions
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World Business Council for Sustainable Development Case Study 2007 Ledesma Local Supplier Development Program Ledesma’s Local Supplier Development Program aims to strengthen job-creation in and the economic development of the province of Jujuy‚ in Argentina‚ and particularly in the area where its employees live. In doing so‚ the company designed a program in which the growth of local suppliers could also provide benefits for the company. In this way‚ the sustainability of the program
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There are three potential suppliers available to Platinum to replace the existing machinery; JabaKing‚ the existing supplier‚ who enjoys a very close strategic relationship with Platinum‚ Merakuri – a supplier out of South Korea who offers cutting edge technology‚ and Pnutype – a relatively new supplier in the market who offers preferable financing options‚ service and superior technology. In order to arrive at a decision on choice of supplier (or mix of suppliers) I have taken the approach
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What is the most effective strategy for building customer loyalty in business-to-business (B2B) relationships? In today’s highly competitive business environment‚ the remarkable increase in the number of companies is becoming a problem. Due to this situation and also diversity in customer demand‚ business people are required to contemplate how to establish strategies to gain new potential customers or to maintain existing customers. Caceres and Paparoidamis (2007) identify that the cost of acquiring
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Seven Steps to Measure Supplier Performance Introduction: The aim of the supplier assessment tool is to estimate the total quality environment of the supplier. Measuring supplier performance is an important purchasing tool. Organizations have attempted to measure supplier performance in a number of ways as a part of their quality management program‚ based on customer requests‚ or as part of the effort to manage supply chain risk. Companies who evaluate their suppliers find that they have better
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Suppliers provide an essential service for any industry.Whether a company is product or service oriented‚ it usually relies heavily on suppliers in order to meet their customers’ demands. Companies today rely more on suppliers than ever before to cut down costs and improve quality. Because of this‚ every company’s approach to suppliers should be part of their strategic plan. Unfortunately‚ many business owners do not see the value in developing strong relationships with their suppliers. They
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In most organizations‚ supply chain collaboration between the organization and suppliers can reduce inventory costs with the use of information technology (IT). Laudon and Laudon (2007) suggest that IT consists of all hardware and software that a firm needs to use in order to achieve its business objectives. Computers‚ printers‚ and handheld personal digital assistants are considered hardware components. Software includes operating systems such as Linux or Windows‚ the Microsoft Office desktop productivity
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TITLE PAGE SUPPLIER DEVELOPMENT: A NISSAN-COGENT CASE-STUDY (M25EKM) PRESENTED BY EMEKA ANTHONY EKPOKOBA 4664871 TABLE OF CONTENT. Introduction Chapter One: Supplier Development. 1.1: Definitions of Supplier development. 1.2: Organizational structures that support the Supplier development scheme. 1.3: Objectives of entering into a partnership with Suppliers 1.4: The role of Leadership in supporting Supplier Development. Chapter Two: Implementing the Supplier Development scheme
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Introduction to customer relations 2. Core concepts 3. Facets of customer relationship management 4. Importance of customer relations 5. Global perspective on customer relationship management 6. Role of Human Resources in Customer Relationship Management PART II –CUSTOMER RELATIONS‚ CUSTOMER SERVICE & PUBLIC RELATIONS 1. Customer Relations and Customer Service 2. Customer Relations and Public Relations PART III – CUSTOMER RELATIONS
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