Wawa Case Summary

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The CEO of Wawa, Howard Stoeckel is an extremely ambitious businessman. The company had currently expanded its capacity to 564 stores. The company growth needed to be managed in order to maintain their level of service and products. With unplanned expansions to the current supply chain to the stores, the systems that were in place were reaching the limits and spreading themselves thin. He decided to continue reconfiguring a complex but disjointed supply chain to produce a strategic asset. He expressed his reasoning to create a path for the company independent of all competitors. Copying what the competition has already been done was not helpful in his eyes. Creating the atmosphere to help company goals and objectives while opening paths to improve other factions was a good initial approach to the problem. He wanted a brand supported by process, a path that would be able to consume the markets now to be able to have enough capitol for another market to relieve them of its pressure. The relationships built between suppliers and distributors would be able to help them with business practices in the future resulting in significant savings and service levels. This is achieved by maintaining communication with both Technical innovation and imagination from both parties, to develop the best possible system to satisfy both needs. The company used…show more content…
They would be able to go to each branch and saturate a market that was not within reach. They would be able to cover the investments they made on other projects like distribution and the NJDC project. The systems established would be able to monitor the bakers and accomplish two more valuable assets for the company. They would be able to attract newer customers that would prefer fresh food or deli type sandwiches all in one location, while satisfying the existing customers by showing them the active expansion to the family company they enjoyed

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