Mba Case Study

323 Words2 Pages
1. The Competition has increased for SAB distribution from the communitiesof its Retail customers. The following are the channels due to which market placechanged for SAB.a. The Customer service, for which the SAB thinks, is not as per the competitionand at the level which consumer wants. Wall mart buying advantage frommanufacturers had to be offsetb. The time constraints / limits in which the customer wants the products to bedelivered. As the consumer is too choosy now days, he/she want the rightproduct at right time and right place at the cheapest price.c. The transport expenses, which SAB thinks has to be decreased and areaffecting their Profit.2. Mr. Doug Thomas told his company senior staff.a. The founders of the SAB distribution and Central Transport’s founder werefriends.b. There is partnership approach between both the companiesc. The central grows with the growth of SAB, as the SAB expanded inPennsylvania and other states, Central also expanded along with to provide theservice.3. The SAB can improve its efficiency by:a. The Profit = Price – Cost. The price is in the hand of Market, as the marketfluctuates the price fluctuate, the cost can be controlled by the company, so as toincrease the profit. The expenses have to be controlled.b. As the transport solution/Support is provided by Central Transport the Centraltransport can reduce the rates by 10 %. By which the cost will come down.c. Manage the route of the supply of the materials in such a way that there is norepetition of transport on the same way for different Deliveries. Means ordersshould be delivered in one stretch, i.e. load all at once as much as possible andunload as the destination arrives, instead of loading and reloading again andagain for orders of same route and almost same date.d. Central also can think of providing the Large Capacity Transport vehicleFacility so that Central’s cost decreases
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