REPORT

ON

Case Study: Seven-Eleven Japan Co.BY:

Contents

3EXECUTIVE SUMMARY

4BACKGROUND:

5ANALYSIS:

STERNGTHS & RISKS13

CONCLUSION14 EXECUTIVE SUMMARY With the proper utilization of proper supply chain practices Seven-Eleven had realized unique growth in the business.Seven-Eleven have found better ways of developing their CDC as well as DSD that is through information knowledge expertise with their business functions to deliver frequent product services of varied items and the engagement assurance given to the customers. The advantage of successful and improved implementation of chain Seven-Eleven effectively tripled the buying power and also accessed new products.. The distribution systems of Seven-Eleven were re-engineered and the Combined Distribution Centers (CDC) have been introduced by the company to better manage the flow of products into the stores. With the implementation of CDC and DSD (Door Store Delivery) centers allow smoothing of distribution operation to the stores and the provision of better quality and better information of supply and deliveries is available and the control of the supply chain is achieved. The implementation of technology POS (Point of Sales) helps to move ahead and give addational boost to the profit of seven-eleven.BACKGROUND: Seven-Eleven Japan Company was founded in the year 1973 and had its first store in Tokyo, and by the year 2004, Ito-Yokado group owned the company and thus, managed successful supermarkets in Japan and that, Seven-Eleven had realized unique growth in the business sector. This report will be focusing and deal with several discussion and case analysis of Seven-Eleven Japan Company within the rising truth of Seven-Eleven as a leading convenience store chain as it can be within Japanese retail business functions. The critical analysis will incur as to how the company does its business operation reflecting their supply chain management as well as upon valuing their logistics into a more effective and reliable perspective. The understanding and execution of supply chain process and outcomes have to be present and supply chain analysis of Seven-Eleven is given more weight and value. The utilization of supply chain strategy of Seven-Eleven and such performance drivers upon the balance nature business responsiveness and the awareness of certain risks involved.

ANALYSIS:According to seven-eleven filling in the entire map of Japan is not our priority. Instead, we look for demand where Seven-Eleven stores already exist, based on our fundamental area dominance strategy of concentrating stores in specific area

Seven Eleven continues to grow during the prolonged 1990s downturn. From 1991 to 2002 the stores increased from 19603 to 42000. As percentage of all retail stores in japan this shows an increase from 1.2% to 3.2%. By 2004 its operating income reaches to 165.7 billion yen, positioned it as a leader not only in convenience store but also in Japans retail industry. Extensive franchise network played a key role in the daily operations. With the help of franchise network they:

Boosted distribution efficiency

Improved brand awareness

Increased system efficiency Enhanced efficiency of franchise support services

Improved advertising effectiveness Prevent competitors entrance into the dominant area

Thus improved franchise networking helps seven-eleven to increase their profit allow it to continue its domination.

Fiscal year ending in February (in BILLION YEN)2000 (billion yen)2004(billion yen)ANALYSIS

(% INCREASE)

Net sales1,9642343.219.31%

Revenue327.0445.436.21%

Ordinary income140.2168.920.47%

Net Income68.291.534.16%

Number of stores8,153 (in 2000)10,303(in 2004)26.38%

With the leading domination in the market Seven-Eleven in 2004 change the standard size of new stores from 125 square meters to 150 square meters.

Seven-Eleven starts too emphasized more on regional merchandising to attract the local preferences in terms of food items, beverages, magazines etc. This helps them to increase the sales:ITEMS2002 (Sales in billion yen)2004(Sales in billion yen)ANALYSIS (% INCREASE)

Processed Foods681.5725.46.45%

Fast Foods642.2704.49.69%

Fresh Foods264.9305.015.14%

Non Foods540.2624.015.52%

Total2,128.72,358.810.81%

Thereafter seven eleven join hands with NEC. This helps them to design with better information system that was ISDN enabled with e-commerce. NEC develops graphic order terminals, scanner terminals, store computer and pos register. With the help of graphic order terminal implementation seven eleven equipped itself with better visibility and networking.With combined delivery system they have reduced the delivery time, reduced number of vehicles. They have managed the vechiles in such a way that in :Vehicles in 1974Vehicles in 1994ANALYSIS (% Decrease ) Cost saving in transport

701184.28%

Supply Chain Strategy by Seven-Eleven

Efficiency

Supply Chain Structure

Effectiveness

Logistical Drivers

Cross-Functional DriverIn short we can say that Seven-Eleven have done the following: Store assessment that increased productivity of inventories and store space within consumer interface Optimized time and cost in with the help of Seven-Eleven replenishment system Efficient promotion in maximizing total system efficiency of trade and consumer promotion Product introduction reflect effectiveness of new product development and introduction activitiesSTRENGTHS & RISKSStrengths:

DSD (Direct store delivery) and CDC (Combined distribution centre) makes seven eleven networking strong. Combined distribution system saves time.

Seven Eleven effectively does Micro matching of demand and supply. Seven Eleven have various Franchises which also help in stronger branding. Implementation of IT like connecting through ISDN, wide screen graphic display helps in smoothning of flow of information. Seven Eleven have very effective store management and transportation system.

Risk:

Dedicated employees needed as there is a hard work for the inventory movement. Improving ability means reducing constraints is the biggest risk. As seven eleven had drastically reduced the vehicles they dont have any backup plans. If the vehicle . breaks down the system of delivery breaks down. Seven eleven is connected through IT systems if IT system breaks down their whole system breaks down which is the biggest risk in their networking.

CONCLUSION:Thus we realize that by integrating the supply chain certain constraints of business can be minimized and customer service levels can be improved through executing information technology systems. Thus, with the help of models like CDC and DSD incorporate better, more valuable supply chain network expecting solid store chain ground. Moreover, adaptation of IT implementation incurs a substantial use for Seven-Eleven. The company in its business services can require precise infrastructure within their distribution centers enabling effective information flows and streamline supply logistics. Thus right logistics and collaboration upon providing imperative business operation benefits considering the majority of customers worldwide. Competitive Strategy

Supply Chain Strategy

Transportation

Inventory

Facilities

Pricing

Sourcing

Information

8

_1309083176.xlsChart1

2128.7

2228.2

2358.8

Total sales of products (billion yen)

Sheet1

Total sales of products (billion yen)34

20022,128.70

20032,228.204.42

20042,358.801.83

Category 44.52.85

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0.7

4.8

17.4

39.8

72.5

109.8

153.6

202.1

256.5

319

386.7

453.6

521.9

599.1

686.3

780.3

931.9

1081.8

1194.9

1281.9

1392.3

1477.1

1609

1740

1848.1

1963.9

2046.6

2114

2213.2

2343.2

Annual Sales (Billion Yen)

Sheet1

Annual Sales (Billion Yen)Series 2Series 3

19740.74567

19754.84.42

197617.41.83

197739.82.85

197872.5

1979109.8

1980153.6

1981202.1

1982256.5

1983319

1984386.7

1985453.6

1986521.9

1987599.1

1988686.3

1989780.3

1990931.9

19911,081.80

19921,194.90

19931,281.90

19941,392.30

19951,477.10

19961,609

19971,740

19981,848.10

19991,963.90

20002,046.60

20012,114.00

20022,213.20

20032,343.20

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8

12

46

65

74

78

257

261

345

460

488

491

808

1179

2861

3680

5798

10615

Global Store Distribution for Seven-Eleven in 2004

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Global Store Distribution for Seven-Eleven in 2004Series 2Series 3

Guam82.42

Puerto Rico124.42

Denmark461.83

Turkey652.85

Sewden74

Norway78

Philippines257

Singapore261

Australia345

Malaysia460

Canada488

Mexico491

China808

South Korea1,179

Thailand2,861

Taiwan3,680

United States5,798

Japan10,615

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15

69

199

375

591

801

1040

1306

1643

2001

2299

2651

2964

3304

3653

3954

4270

4629

5058

5475

5905

6373

6875

7314

7732

8153

8602

9060

9690

10303

Number of Stores

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197419751976197719781979198019811982198319841985198619871988198919901991199219931994199519961997199819992000200120022003

Number of Stores15691993755918011,0401,3061,6432,0012,2992,6512,9643,3043,6533,9544,2704,6295,0585,4755,9056,3736,8757,3147,7328,1538,6029,0609,69010,303

Category 22.54.42

Category 33.51.83

Category 44.52.85

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681.5696725.4

642.2674.7704.4

264.9284305

540.2573.6624

2002

2003

2004

Sheet1

200220032004

Processed Foods sales (billion yen681.5696725.4

Fast Food sales (billion yen)642.2674.7704.4

Fresh Foods sales (billion yen)264.9284305

Non foods sales (billion yen)540.2573.6624

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19642046.621142213.32343.2

327346.9365.9400.7445.4

140.2147.2153.8159.6168.9

68.278.483.286.591.5

2000

2001

2002

2003

2004

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20002001200220032004

Net sales( billion yen)1,9642,046.602,114.002,213.302,343.20

Revenue (billion yen)327346.9365.9400.7445.4

Ordinary income (billion yen)140.2147.2153.8159.6168.9

Net income (billion yen)68.278.483.286.591.5

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