Strategic Process Management – Nabisco
Nabisco is 1 of Kraft’s billion-dollar brands which is dated back to as far as more than a century since 1898 when the United States Baking Company, the New York Biscuit Company and the American Biscuit & Manufacturing Company formed to become the National Biscuit Company. “Nabisco” first appeared on a new sugar wafer product in 1901, but the corporate name did not change from National Biscuit Company to Nabisco, Inc. until 1971. Kraft Food acquired the Nabisco business in December 2000. Today, Nabisco’s brands include some of the best-known cookies and crackers in the world, including Oreo, Chips Ahoy! and Ritz. Nabisco’s existence over such long history in the food industry also denotes that it have advantages over competitors in the behaviours of the consumers. Nabisco rid the wave of changing together with the traditional manufacturer focus push strategy of “We made it, you buy it” to the consumers focus pull strategy of “you make it; we’ll let you know about it”. The “We” as a seller, have switched its role; from a dominating to a submissive position empowering the consumers. In order to balance the empowerment, Nabisco knew it had to invest in its supply chain function! Only when its supply chain is in good function that it can ensure repeated business transaction continues and generates profits for the company. -------------------------------------------------
Here in this assignment, we will be looking into how Nabisco implemented Strategic Process Management to its supply chain function by analysing its business environment to reconstructive its mission and vision, what choices it made to enhance its strategy and built the company’s image and what measurements and control tools it have to sustain its success. -------------------------------------------------
Nabisco Corporate Philosophy
Nabisco created 1 wholesome vision which included the company, the customers and the anticipation. A vision that focused both on internal and external factors on doing things right the first time above all expectation.
To be First, Fast & Fresh
One that can create a focus on customers’ needs, the internal alignment that let Nabisco work towards common goals, and executive excellence to give them speed and ability to do things right the first time, better than the competition, and better than our customers’ expectations. In order to achieve the mission, Nabisco have to organize the company internally to achieve self-excellence through independence. Being Proactive, Nabisco promotes this proactive mindset by recognizing and rewarding its employees for demonstration of proactive qualities in the monthly town hall meeting. A simple step which encourages all employers to take ownership and dignity that they are responsible for. Next, Nabisco visualized; being with the end in mind, this meant, creating a sense of direction for the Nabisco. Being proactive in Nabisco’s development, employees of all departments and all levels form a team to create the “Mission” for the company. The mission for Nabisco created was to get the products from Nabisco to the customers First, Fast and Fresh. Being all armed with both proactive and a sense of direction, Nabisco embarked into ‘strategic management’, decision making which leads to actions taken that will determine if a corporation is going to excel, survive only or shuts down in future. This is a strategic plan which has to be somewhat different. This was 1 of the most important implementation in Nabisco, Strategic Management focus on and stays through a plan that is very important for Nabisco. And Nabisco started to build the framework of the plan into its operations, focusing on supply chain function.
Create Supply Chain to be Fast, Focus, Flexible and Fun. Fast; speed which also denotes for action oriented in Nabisco. Focus; taking care and understanding their customers well at the...
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Nabisco 's new product winning streak, www.allbusiness.com/marketing (accessed on 5Sep2010)
Nabisco centers on customers, http://www.bsu.edu/mcobwin/majb/uploads/pdf/vol15num2/executive.pdf (accessed on 5Sep2010)
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