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Case Study of Cisco: Transformation of Entire Supply Chain into an Extended Enterprise System

Cisco Systems of San Jose, California, is a company that develops networking devices such as switches, routers, network management software, and dial- up access servers. By the mid 1990s, realizing that growth depended on our ability to scale manufacturing, distribution and other supply chain processes quickly, Cisco managers decided to reinvent its business model and turn itself into a Web-enabled company . An ‘ecosystem’ which in fact transformed the entire supply chain into an extended enterprise system based on internet technology was created in order to links customers, prospects, partners, suppliers and employees in a multi-party, multi-location electronic network.

E-Business can be defined as all electronically mediated information exchanges, both within an organisation and with external stakeholders supporting the range of business processes. It links internal employees with external customers, suppliers through technology like Internet, intranets, and extranets.  E-commerce, conceived as a subset of e-business, can be categorized as buy-side e-commerce which are equivalent to upstream supply chain and sell-side e-commerce which equate to downstream supply chain. A ‘supply chain’ is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. An effective supply chain management can improve efficiency throughout e-business.

Cisco estimated that in financial year 2000, a total of US$695 million would be saved by adopting this interconnected supply chain. These solid figures prove the potential benefits e-business can bring into Cisco are enormous. Broadly speaking, it is argued that there are at least two primary ways in which the application of e-business technologies can improve the efficiency of a supply chain. First is known as disintermediation, which organisation eliminates the communication and coordination costs associated by eliminating links in the supply chain. The second way is by lowering the cost of communication and coordination among the various members of supply chain. In this case, Cisco adopted the second way by using information technology to communicate, which enable faster, more accurate, and lower cost information exchanges with its trading partners.

Upstream Issues (Buy-Side)

Upstream supply chain is the transactions between an organisation and its suppliers and intermediaries. In this particular case, Cisco outsourced most of the manufacturing and logistics activities as James Crowther, customer business solutions manager said, in order to increase production capacity enough to meet demand. Outsourcing is a business activity subcontracting a process,   product design or manufacturing, to a third-party company. Cisco’s suppliers not only make all of the components and perform 90 per cent of the sub-assembly work, but they also undertake 55 per cent of the final. By outsourcing production of 70 percent of its products, Cisco has quadrupled output without building new plants. Furthermore, through Cisco Manufacturing On-line, Cisco has created an extranet application that increases productivity and efficiency in the manufacturing, supply, and logistics functions among globally networked partners. The accomplishment not only increased the outputs but left Cisco free to concentrate on their real strengths: new product development , looking after customer needs and brand management .

Cisco Manufacturing Connection Online (MCO)

Since relationships with suppliers are especially critical in the E-conomy, Cisco has created an Extract application that leverages productivity and efficiency in the supply function through MCO, which can be viewed as supply chain portal that seamlessly connects Cisco to its contract manufacturers, distributors, and logistics partners. The core of MCO dealing with their supplier is centralizing the process control and as a consequence decentralizing actual execution. There is a three-part strategy to scale its upstream supply chain in a cost-effective manner in MCO:

• Auto test. To resolve the testing problem, Cisco has installed automated test cells on all Cisco-dedicated supplier production lines using Cisco-developed technology to automatically configure test procedures for each specific customer order so that the quality could be controlled and the cost of deploying a test engineer could be saved. However, although Cisco outsourced much of the physical test, the company retained the intelligence behind the testing.
• Direct Fulfillment. Cisco launched a global direct fulfillment model under which most of the company’s manufacturing partners can now ship directly to customers. This will reduced the distribution cost between Cisco and supply chain partners.
• Dynamic replenishment. By direct linking to the suppliers, Cisco could gain real-time access to supplier information so that delivery lead-times, errors and inventory will be cut and the productivity of its employees involved in purchasing will be improved. The purchasing teams can focus on more strategic activities such as partnership and business development.

The implication of increasing outsourcing of core activities is that companies will move towards the virtual organisation which leads to a more responsive and flexible company with great market orientation. As Pete Rukavina, Cisco’s director of global supply chain management, addressed: “For every Cisco manufacturing employee there are six virtual manufacturing employees who use Cisco processes, are measured against Cisco metrics, and are located around the world.”

Traditionally, a new product introduction had been a process in which engineering, procurement, manufacturing and marketing were performed sequentially in time-consuming steps. Cisco has networked these functions in order to extract real benefits with its partners. A perfect example could be car industry where car plants traditionally would be located nearby the raw material factory so that inputs directly from factory will be produced as a result of cars. However, there has been a trend to outsourcing more and more components such as lights, trim and even engine to third party. Just-in-time of Toyota was created base on the outsourcing strategy.

Downstream Issues (Sell-Side)

Downstream supply chain is the transactions between an organisation and its customers and intermediaries. There were some potential issues which Cisco has faced in the process of selling products in the past:

• One-third of all faxed orders. Due to the nature of fax, orders will inevitable contain errors sometimes so that it will delay the processing. In addition, 15 per cent of the number of orders required reworking.
• Sundry expenses. Delivering software purchases to its customers on CD by a freight forwarder will generate a cost of delivering.
• New product introduction. Time-to-market of new products is counted in months or years.

Cisco Connection Online is introduced in order to deal with these issues.

Cisco Connection Online (CCO)

Customer Connection Online is essentially a web portal to information stored in Cisco’s enterprise resource planning [ERP] databases, legacy systems and client/server systems, and acts as a comprehensive resource for our customers, resellers, suppliers and partners. In fact, it used the Internet as the prime customer contact channel so that customer information and decision-making feeds directly into the supply chain. Technology is vital to supply chain management since managing relationships with customers, suppliers and intermediaries is based on the flow of information and the transactions between the parties. Customers rely on CCO to answer questions, diagnose net work problems, and provide solutions and expert assistance worldwide based on four components of CCO:

• Market-place. It is a virtual shopping center in which customers can purchase items online. It also offers users tools for configure, price, route and submit orders. This function can be used to solved the first problem mentioned above which is lots of errors contained in fax. With the introduction of Market-place, customers rarely make purchasing mistakes by ordering online. Only 2 percentages are required rework.
• Status Agent. It gives Cisco’s sales force, as well as direct customers and sales partners, immediate access to critical information about the status of customers’ order. The sales force can not only prevent possible billing or shipment problems by accessing order information but also save time such as tracking order status in order to devote to building relationships with customers and seeking new business opportunities.
• Customer Service. It provides nontechnical assistance on a self-help basis for customer requests. No one is better motivated to help the customer than the customers themselves. The self-service model which Cisco is committed is argued to know as raising the customer satisfactory overall.
• Technical Assistance and Software Library. It enables customers and business partners to get online answers to technical questions and download software updates and utilities for Cisco hardware, which saved over US$500,000 per year in freight forwarding charges.

Specifically, the Web gives Cisco both a vehicle through which customers can find out about products and buy them and an automated support system that can reach a larger audience. Modern marketing philosophy requires that organisation be committed to customer orientation. It is important that introduce a new product earlier than competitors because customers intend to accept the first new item. In the response of the third problem identified above, Cisco automated the process for gathering product data information, thereby reducing the amount of time required to less than 15 minutes. It is believed that this type of positive impact on time-to-market generated an extra US$388 million in income during 2000.

Furthermore, it is recognized that building strong customer relationships is the key driver to sustainable profitability. CRM is therefore considered to be the most important element within e-business context. Essentially, CRM is an approach to building and sustaining long-term business with customers. It is about customer acquisition, customer retention and customer extension. It is recommended that the first step is to retain existing customer because the costs of acquiring new customers are so high that repeat business is essential. The next step is to acquire new customers on a profitable basis. It is argued that by giving customers tools for self-configuration and turning its back office into the customer’s front office could be one of the best ways Cisco do.

Cisco Employee Connection (CEC)

Cisco’s ecosystem looks inward as well as outward. Whereas CCO addresses the needs of Cisco customers, partners, suppliers, and employees, Cisco Employee Connection (CEC) is limited to information and services that address the unique needs of individual Cisco employees. In order to improve employee satisfaction and scale its workforce without incurring unnecessary overhead, Cisco re-engineered all its internal and external employee services. Applying the CEC, the following benefits can be provided.

• Ubiquitous communications. Every one of Cisco’s employees around the world is connected through the Cisco network.
• Streamlined business. The interactive tools reduce the time that employees spend handling repetitive tasks and streamline routine business process.
• Integrated business systems. The CEC home page serves as the launching pad, all of information sharing the same navigational tools and a common user interface.

E-Supply Chain (Both Upstream and Downstream Issue)

In today’s digital economy, flexibility, adaptation and responsiveness are critical to success. The Internet is the greatest ICT (information and communication technology) tool, and ‘integration’ is the key to efficiency and success. The company Cisco has opened up its internal information systems to suppliers and other supply chain partners, giving the employees the same access rights to information as Cisco employees, and as a result enabling the Cisco ecosystem to act as a distributed knowledge management network. This networked ecosystem that leverages the collective capabilities of all supply chain partners integrates all supply chain activities so that it achieved successful e-supply chain management. The reasons for that can be described as:

• Firstly the ecosystem standardizes and streamlines internal processes. The successful ERP system associated with CEC implementation forces Cisco to standardize, restructure and streamline the ‘internal’ functions. ERP systems enable organisational standardization, including the standardization among different locations belonging to the same enterprise.
• Secondly, the ecosystem streamlines external processes by seamless integration with suppliers and customers in terms of MCO and CCO. Materials and inventory position, product availability, price information, purchase orders and changes, vendor receipt/acceptance, Invoice payments and status reporting information are all visible among partners, including design-related information and sales forecasts
• Thirdly, Cisco has formed strategic alliances and long-term partnerships with suppliers and customers, basing on mutual trust and win-win strategy. Lack of mutual trust and unwillingness to share information among the partners appear to be the greatest obstacles in the way of e-collaboration.

Comparing the Cisco ecosystem with SIMON (Shell Inventory Managed Order Network) which applied by Shell Chemicals, SIMON enables the transfer of responsibility for inventory management from customer to supplier. In other words, there is no need for customer to place an offer since vital inventory will be on customer. Customers pay only for what they consume. The SIMON is so successful in the downstream process that it was then applied to the upstream processes which are acquiring raw materials from supplier. Both Ecosystem and SIMON works in some extent due to the mutual trust and a belief that there are significant benefits to be realized on both side. The shared information between all parties in the supply chain is also critical to succeed. However, e-business does not always lead to organisation success. For instance, Webvan, a top internet grocer based in the US, went bankrupt in 2001, because of poorly implemented e-business and over depending on technology and missed out the customers and inter-organisation management.

To sum up, the ability to engage in collaborative planning and making joint decisions with both suppliers and customers are critical components of forming e-supply chain. Moreover, lack of integration between members of a supply chain results in operational inefficiencies that compromise the performance of the supply chain .

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How Cisco transformed its supply chain

The Cisco supply chain is highly diverse, extensive, and global. With more than 300 product families, Cisco has a wide range of gear targeted at a spectrum of customers with vastly different expectations and fulfillment requirements.

Most Cisco products use a configure-to-order (CTO) production model. Products are built based on confirmed customer orders. A large percentage of Cisco growth comes through acquisitions, and they bring their own supply chain requirements and processes that need to be integrated into Cisco core operations.

Like many large enterprises in today’s fiercely competitive climate, Cisco looked toward optimizing its supply chain to increase business scale and agility. Throughout the planning and execution, supply chain stakeholders and Cisco IT kept a laser focus on business requirements and the capabilities needed to support them.

It simplified and consolidated supply chain business processes and its ERP system, and created a standardized, automated, end-to-end workflow. Today, 85 percent of the US$43 billion Cisco revenue is captured on the new platform. The transformation has enabled:

● Nimble expansion into new and emerging markets

● Shorter time to market for new products and offers

● Rapid acquisition integration

● Freight savings

● Intelligent scheduling

● Improved customer and partner experience.

Jun Kim, APJC Supply Chain and Manufacturing Operations VP at Cisco will attend Manufacturing Supply Chain Officer Summit as a keynote speaker and share how Cisco is harnessing the power of digitization. The summit will be staged in Singapore on 08 June 2017.

Find further information at: http://manufacturing.sco-summit.com/2017/index.php

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Cisco Blogs / Corporate Social Responsibility / People Behind Purpose at Cisco: In the supply chain, where it’s sourced matters

Corporate Social Responsibility

People behind purpose at cisco: in the supply chain, where it’s sourced matters, shelley d. harper.

This blog is part of our People Behind Purpose at Cisco series that focuses on employees driving Cisco’s purpose to Power an Inclusive Future for All. Each blog highlights a different Cisco employee whose work positively impacts people, communities, or the planet.   The series was formerly known as people behind Corporate Social Responsibility (CSR) at Cisco.

Where the materials in a company’s supply chain come from matters; to customers, to global communities, and to us at Cisco. Cisco´s purpose is to Power an Inclusive Future for All . We have a long-standing commitment to uphold and respect the human rights of all people, wherever we operate, including those who work in our supply chain. Our dedication to human rights is embedded in our due diligence system, which is consistent with our Global Human Rights Policy , the United Nations Guiding Principles on Business and Human Rights (UNGPs), and the Organisation for Economic Co-operation and Development (OECD) Due Diligence Guidelines for Responsible Business Conduct .

That’s why Cisco employee Chrysantha Davis, project specialist for responsible sourcing on Cisco’s Supply Chain Sustainability team, dedicates herself to supporting our suppliers’ consistency across our supply chain in regard to our policies and standards for ethical and responsible sourcing of minerals.

Here’s what you should know about Chrysantha and the critical work she does at Cisco.

Q: How did an internship at Cisco lead to your current position?

Chrysantha: In college, I studied a curriculum with a lot of touchpoints on sustainability. After graduating, I accepted an internship on Cisco’s Global Manufacturing Operations team at a time when internship opportunities in the sustainability field were still limited but growing. During that time, I entered a Cisco Supply Chain case study competition with a project on recycled tin, having no idea that one day I would segue into the minerals space. I have always had an interest in sustainability, and through working on my project, I gained a lot of exposure to sustainability at Cisco, and specifically to the work the Supply Chain Sustainability team does.

Later on, I applied for a position as Project Specialist on the team, which I’ve been in for a little over two and a half years. In my current role, I manage the due diligence of our Responsible Minerals program, specifically for sourcing “3TG” — tantalum, tin, tungsten, and gold — found in Cisco’s hardware products. I engage with our suppliers across the supply chain and work with them to source minerals in a manner consistent with our values around human rights, business ethics, labor, health and safety practices, and environmental responsibility.

Q: When suppliers do not meet Cisco’s expectations, why does Cisco prefer to work with them to improve performance, rather than seek out other suppliers?

Chrysantha: Minerals are essential to manufacturing our products, and so is upholding our Responsible Minerals Policy , which requires our suppliers to source 3TG and cobalt from smelters and refiners that conform to an audit assurance process. We want them to understand the importance of practicing responsible sourcing, as well as the benefits to them. If we immediately switched suppliers instead of working with them, they might not improve their performance.

Having good relationships with suppliers matters, and since I’ve been on board, we’ve been able to work with them successfully to switch to alternative sourcing as necessary.

Q: How does Cisco leverage industry and other stakeholder groups?

Chrysantha: In addition to exercising leverage directly with our suppliers, we also collaborate with industry peers. Cisco has been a member of the Responsible Business Alliance (RBA) since April 2008, and is a participant in RBA’s Responsible Materials Initiative (RMI). The RMI is a collaborative forum and provides tools and resources to Cisco and peer companies to move forward as an industry vis-à-vis responsible sourcing in the minerals space.

The Cisco Supply Chain Sustainability team utilizes the Conflict Minerals Reporting template (CMRT) , a standardized survey template RMI provides without charge. We use this survey when onboarding a new supplier to help determine whether smelters or refiners in their supply chain can pose risk. We also require hardware suppliers across our supply chain to complete an updated CMRT annually. If a supplier reports smelters that are not conformant to a third-party audit scheme, we work directly with them to help switch to alternative sourcing.

Other organizations we work closely with include the European Partnership for Responsible Minerals , whose Scalable Trade in Artisanal Gold project focuses on establishing a commercially viable pathway to selling responsibly sourced artisanal gold. And as mentioned previously, there’s also the OECD, an intergovernmental agency, some of whose guiding principles on human rights and environmental sustainability are incorporated into Cisco’s Responsible Minerals Policy.

Q: What are some of the challenges you face in your day-to-day work?

Chrysantha: Reviewing and interpreting new regulations and requirements from a range of stakeholders (e.g. customers, partners, investors, governments) before they take effect.

We make sure our suppliers provide us with their most current information, such as changes to a smelter’s status, which may impact dozens of our suppliers. We must also stay in close communication with the RMI, which has monthly sessions to announce upcoming changes to conformance listings.

Q: What can you share about working collaboratively with other Cisco internal organizations to integrate risk mitigation into operations?

Chrysantha: The Cisco Global Supplier Management team owns the relationship with our suppliers, so we work very closely with them to help keep them informed on current compliance guidelines and issues, which in turn they can communicate to suppliers.

We also work closely with the Cisco Business and Human Rights and Government Affairs teams regarding new guidelines and regulations that can impact our supply chain operations.

Q: Where do you find your purpose in doing your day-to-day work?

Chrysantha: I find purpose in knowing that my team is doing what we can to positively impact the lives of the people and communities in our supply chain. Also, being surrounded by thoughtful and passionate people helps me stay motivated and is a great reminder we are all trying to accomplish the same goal.

Q: Do you have any specific advice for anyone interested in a career in responsible sourcing for a supply chain?

Chrysantha: There may be a perception that the sustainability field is a challenging career choice, and I think in some ways it can be. But, as I mentioned earlier, this is my first job out of college, and I’ve been able to learn a lot from my team by just performing my job. Opportunities in sustainability are growing tremendously right now. It doesn’t matter at what point in your career you get into this field; sustainability is a space that can be accessible to everyone.

For those still in college, internships are a great way to dip your toes into this field. As an intern, I had the opportunity to grow my network within my team and learn more about what Cisco is doing in sustainability. If you’re already at a company with a sustainability program and want to get involved doing that work, consider taking on a sustainability stretch assignment, a project that challenges you to go beyond what you already know or your skill level.

Cisco is actively recruiting for its Supply Chain group. For more information, visit Cisco Careers .

Learn more about Cisco’s long-standing commitment to human rights in the supply chain at Cisco´s environmental, social, and governance (ESG) Reporting Hub and by reading our calendar year 2021 Cisco conflict minerals report .

You can find People Behind Purpose and other Cisco Corporate Social Responsibility blogs at https://blogs.cisco.com/csr .

Digital Content Specialist & Consultant

Corporate affairs, one comment.

Way to go Chrysantha!!! You are so right about the Internship route and we are so proud of you!!! So happy to see a few folks that spent that summer with us in Austin hit the big time!!!!

Comments are closed.

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Book description

This new case study examines how leading network technology provider Cisco responded to a tsunami in Japan that could have disrupted delivery from 250 key "Tier 1" suppliers. In addition to natural disasters, it shows how Cisco manages lean supply chain risks associated with political upheavals, regulatory mandates, economic uncertainty, rapid technological and customer change, capacity constraints, globalization, and more. Focusing on realistic issues and challenges throughout, it offers exceptional value to both students and practitioners. Authors: Maria Jesus Saenz, MIT-Zaragoza International Logistics Program; Elena Revilla, IE Business School.

Table of contents

• About This eBook
• Copyright Page
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Product information

• Title: Cisco Systems, Inc.: Supply Chain Risk Management
• Author(s): Chuck Munson
• Release date: September 2013
• Publisher(s): Pearson
• ISBN: 9780133757736

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Supply Chain Risk Management at Cisco: Response to H1N1

By: ravi anupindi.

Core Disciplines: International Business , Operations Management/Supply Chain

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Description

Cisco’s story will expose students to supply chain risk management (SCRM). Cisco’s simulation of a flu outbreak in Asia will leave students with a better understanding of how to utilize SCRM programs.

Teaching Objectives

After reading and discussing the material, students should:

• Understand the nature/consequences of disruptions in a supply chain.
• Appreciate the need for a supply chain risk management framework in a firm.
• Understand the key elements of a supply chain risk management system, including metrics, mitigation strategies, etc.
• Appreciate the nature of risk that a pandemic represents.
• Learn how to act based on a simulation drill framework.
• Test the robustness of the SCRM framework by considering other types of risks (e.g., Toyota-Aisin fire, hurricanes, tsunamis) and asking How would Cisco have responded?.

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Exam of Business, Operation and Management - Supply Chain Realignment and Internationalization

Subject: Business and finance

Age range: 16+

Resource type: Assessment and revision

Last updated

20 March 2024

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The assignment requires students to conduct a strategic analysis of a supply chain management based on a provided real case study by Krishna G. Palepu. It is structured around four main questions derived from the case study. Students are expected to provide detailed responses to each question.

The expected outcome of the assignment is for students to demonstrate their understanding of key supply chain management concepts, theories, and strategies. Additionally, students should showcase their ability to critically analyze the provided case study, identify relevant problems and factors, evaluate risks and challenges, and provide well-reasoned recommendations based on their analysis. The assignment aims to enhance students’ strategic thinking, analytical skills, and ability to apply theoretical concepts to real-world business scenarios.

The assignment is suitable to Business and Management modules, particularly Operation Managemnt, Project Management subjects.

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Supply Chain: IKEA Case Study Analysis Research Paper

The Ikea case concerns the assessment of the steps the corporation is taking to strengthen supply chains and reduce the negative impact on the environment in the context of the COVID-19 pandemic. The issues of environmental safety, sustainability strategies, and food waste are part of the discussion. The Ikea example proves that by adapting operational processes to specific socio-economic factors, it is possible to maintain an efficient business and address current problems through rational optimization solutions.

Significant impacts on traditional aspects of life have become the result of the spread of coronavirus infection. Based on the Ikea case described by Simchi-Levi et al. (2021), one might note that the habitual and convenient ways of delivering household goods have been transformed by COVID-19. Prior to the pandemic, the level of carbon emissions was a serious topic of discussion due to the continuous aggravation of the situation. Against the background of a significant decline in buying activities, the need for increased opportunities for green production has increased, which, as Gaubert et al. (2021) state, is the result of the persistence of pollutants in the atmosphere despite a decrease in the average traffic dynamics. Conventional production methods are difficult to replace quickly, and even despite the current situation, the world cannot switch to alternative methods of energy production at lightning speed.

At the same time, the COVID-19 pandemic can be seen as a significant incentive to move towards green production and reduce the share of harmful emissions. Balsalobre-Lorente et al. (2020) note a critical decrease in the proportion of pollutants in the atmosphere due to limited citizens’ activities and little use of transport due to quarantine deterrents. Ikea, as many other companies, has begun to produce fewer products, which directly correlates with a reduced share of harmful emissions. The carbon footprints that have always accompanied the activities of large enterprises have declined, and the pandemic has become an impetus for this. As a result, while ignoring the acute socio-economic problems that the coronavirus infection has brought to the world, from an ecological perspective, COVID-19 has become a driver for improving the environmental situation and more actively applying green production principles.

In light of the numerous constraints and barriers related to both socio-economic and business nuances, constructing supply chain risk management strategies can be coordinated with sustainability strategies. Settembre-Blundo et al. (2021) pay particular attention to flexible forms of work and the ability to adapt appropriate corporate mechanisms to external factors. Based on the Ikea example, Simchi-Levi et al. (2021) argue that the company is shaping its supply chains during the pandemic by assessing the optimal cost-benefit ratio not to lose money and, at the same time, maintain the image of a strong market participant. Therefore, any risk management initiatives can and sometimes even should be part of sustainability enhancement programs.

Sustainability standards may differ depending on relevant criteria and drivers. For instance, according to Liang and Renneboog (2017), companies pursuing corporate social responsibility initiatives often formulate appropriate programs based on economic data from a particular target region. In a general context, the combination of risk management and sustainability projects can be achieved through partnerships with other enterprises involved in environmental protection. In addition, while addressing current sustainability objectives, companies simultaneously analyze the financial means to spend, which is an essential part of risk management procedures. Therefore, the combination of two types of tasks is possible and sometimes necessary.

The task of reducing food waste for a retailer implies finding and eliminating specific waste drivers. One of the factors behind excess waste may be an inefficient recycling system and hence an increase in the share of waste. By using Walmart as an example, Simchi-Levi et al. (2021) show that operational improvements, such as the optimization of automated systems, can help strengthen the technical base and achieve better green production results, which is a trend today. Keller and Alsdorf (2012), in turn, cite poor shipping and storage as the causes of food spoilage and unnecessary costs. To reduce waste, a sustainable recycling system must be put in place. Martin-Rios et al. (2018) note that those organizations who experience the issue in question should engage with third parties or adopt appropriate innovative solutions to reduce waste. A weak technical base can be strengthened through investment in infrastructure and improved sustainability and performance of dedicated equipment. Through these steps, there will be less waste in large volumes of food products supplied to retailers, which is in line with the current trend toward green production.

The Ikea example has shown that competent actions to reduce harmful emissions and maintain supply chains during the COVID-19 pandemic are real, but they require additional efforts. Sustainability, as a significant criterion, can be coordinated along with supply chain management if objective information is used as a background for analytical work and the necessary investment policies are promoted. Food waste can be minimized through the optimization of technical bases and interaction with third parties.

Balsalobre-Lorente, D., Driha, O. M., Bekun, F. V., Sinha, A., & Adedoyin, F. F. (2020). Consequences of COVID-19 on the social isolation of the Chinese economy: Accounting for the role of reduction in carbon emissions . Air Quality, Atmosphere & Health , 13 (12), 1439-1451. Web.

Gaubert, B., Bouarar, I., Doumbia, T., Liu, Y., Stavrakou, T., Deroubaix, A., Darras, S., Elguindi, N., Granier, C., Lacey, F., Müller, J.-F., Shi, X., Tilmes, S., Wang, T., & Brasseur, G. P. (2021). Global changes in secondary atmospheric pollutants during the 2020 COVID‐19 pandemic . Journal of Geophysical Research: Atmospheres , 126 (8), e2020JD034213. Web.

Keller, T. & Alsdorf, K. (2012). Every good endeavor: Connecting your work to God’s work . Penguin Random House.

Liang, H., & Renneboog, L. (2017). On the foundations of corporate social responsibility . The Journal of Finance , 72 (2), 853-910. Web.

Martin-Rios, C., Demen-Meier, C., Gössling, S., & Cornuz, C. (2018). Food waste management innovations in the foodservice industry . Waste Management , 79 , 196-206. Web.

Settembre-Blundo, D., González-Sánchez, R., Medina-Salgado, S., & García-Muiña, F. E. (2021). Flexibility and resilience in corporate decision making: A new sustainability-based risk management system in uncertain times . Global Journal of Flexible Systems Management , 22 (2), 107-132. Web.

Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2021). Designing and managing the supply chain: Concepts, strategies and case studies (4 th ed.). McGraw-Hill Education.

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2024, March 24). Supply Chain: IKEA Case Study Analysis. https://ivypanda.com/essays/supply-chain-ikea-case-study-analysis/

"Supply Chain: IKEA Case Study Analysis." IvyPanda , 24 Mar. 2024, ivypanda.com/essays/supply-chain-ikea-case-study-analysis/.

IvyPanda . (2024) 'Supply Chain: IKEA Case Study Analysis'. 24 March.

IvyPanda . 2024. "Supply Chain: IKEA Case Study Analysis." March 24, 2024. https://ivypanda.com/essays/supply-chain-ikea-case-study-analysis/.

1. IvyPanda . "Supply Chain: IKEA Case Study Analysis." March 24, 2024. https://ivypanda.com/essays/supply-chain-ikea-case-study-analysis/.

Bibliography

IvyPanda . "Supply Chain: IKEA Case Study Analysis." March 24, 2024. https://ivypanda.com/essays/supply-chain-ikea-case-study-analysis/.

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