2013년 11월 30일 토요일

오전 11:46

By Pablo Noble

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About 'first aid suppliers'|...to go up. Beginning in 2015, the first large-scale natural gas export facilities...will be among the world's largest suppliers of natural gas, around the world. Imagine the...







About 'first aid suppliers'|...to go up. Beginning in 2015, the first large-scale natural gas export facilities...will be among the world's largest suppliers of natural gas, around the world. Imagine the...








Ｋｎｏｗｎ               ｔｏ               ａｌｌ               ｃｕｓｔｏｍｅｒｓ,               ｉｎｖｅｎｔｏｒｙ               ｉｓ               ｔｈｅ               ｋｅｙ               ｔｏ               ｇｏｉｎｇ               ｔｏ               ａｎｙ               ｓｔｏｒｅ.

Ｉｆ               ｔｈｅ               ｓｕｐｐｌｉｅｓ               ａｒｅ               ｎｏｔ               ｔｈｅｒｅ,               ｃｕｓｔｏｍｅｒｓ               ｌｏｓｅ               ｆａｉｔｈ               ｉｎ               ｔｈｅｉｒ               ｓｕｐｐｌｉｅｒ               ａｎｄ               ｌｏｏｋ               ｅｌｓｅｗｈｅｒｅ               ｆｏｒ               ｔｈｅ               ｍｅｒｃｈａｎｄｉｓｅ.

Ｐｅｒｈａｐｓ               ｔｈｅ               ｂｉｇｇｅｓｔ               ｐｒｏｂｌｅｍ               Ｋ-ｍａｒｔ               ｈａｓ               ｉｓ               ｉｔｓ               ａｂｉｌｉｔｙ               ｔｏ               ｋｅｅｐ               ｓｔｏｃｋ               ｏｎ               ｔｈｅ               ｓｈｅｌｖｅｓ.

Ｋ-ｍａｒｔ               ｉｎ               2001               ｗａｓ               ａｂｌｅ               ｔｏ               ｋｅｅｐ               ｉｔｓ               ｇｏｏｄｓ               ｆｕｌｌｙ               ｓｔｏｃｋｅｄ               ｏｎ               ｓｈｅｌｖｅｓ               ｏｎｌｙ               86%               ｏｆ               ｔｈｅ               ｔｉｍｅ.

Ｉｎ               ｔｈｅ               ｉｎｄｕｓｔｒｙ,               ａｎｙｔｈｉｎｇ               ｌｅｓｓ               ｔｈａｎ               90%               ｉｓ               ｃｏｎｓｉｄｅｒｅｄ               ｕｎａｃｃｅｐｔａｂｌｅ.

Ｗａｌ-Ｍａｒｔ,               ｈｏｗｅｖｅｒ,               ｒｕｎｓ               ｃｌｏｓｅ               ｔｏ               100%.

Ｗａｌ-Ｍａｒｔ               ａｎｄ               ｏｔｈｅｒｓ               ｈａｖｅ               ｅｍｐｈａｓｉｚｅｄ               "ｅｖｅｒｙｄａｙ               ｌｏｗ               ｐｒｉｃｅ"               ｓｅｌｌｉｎｇ,               ｗｈｉｃｈ               ｉｓ               ｍｏｒｅ               ｐｒｅｄｉｃｔａｂｌｅ               ｆｏｒ               ｂｏｔｈ               ｃｕｓｔｏｍｅｒｓ               ａｎｄ               ｔｈｅ               ｄｉｓｔｒｉｂｕｔｉｏｎ               ｓｙｓｔｅｍ.

Ｉｎｖｅｎｔｏｒｙ,               ｆｏｒ               ｓｕｃｈ               ｒｅｔａｉｌｅｒｓ               ａｓ               Ｋ-ｍａｒｔ               ｉｓ               ｈａｖｉｎｇ               ａ               ｎｅｇａｔｉｖｅ               ｅｆｆｅｃｔ.

Ｏｎ               ｔｈｅ               ａｖｅｒａｇｅ,               Ｋ-ｍａｒｔ'ｓ               ｉｎｖｅｎｔｏｒｙ               ｓｗｅｌｌｓ               ｕｐ               ａｓ               ｓａｌｅｓ               ｆａｌｌ.

Ｉｎ               ｔｈｅ               ｂｅｇｉｎｎｉｎｇ               ｏｆ               2002,               ｆｏｒ               ｅｘａｍｐｌｅ,               ｉｎｖｅｎｔｏｒｉｅｓ               ｒｏｓｅ               ｂｙ               5.6%               ａｓ               ｓａｌｅｓ               ｆｅｌｌ               ｆｏｒ               Ｋ-ｍａｒｔ.

Ｉｔ               ｉｓ               ｅｓｔｉｍａｔｅｄ               ｔｈａｔ               Ｋ-ｍａｒｔ'ｓ               ｃａｓｈ               ｆｌｏｗ               ｗｏｕｌｄ               ｄｒｏｐ               ｂｙ               $40               ｍｉｌｌｉｏｎ               ｆｏｒ               ｅａｃｈ               1%               ｉｎｃｒｅａｓｅ               ｉｎ               ｉｎｖｅｎｔｏｒｙ               ｉｆ               ｔｈｉｓ               ｐｒｏｂｌｅｍ               ｐｅｒｓｉｓｔｅｄ.

Ｔｈｅ               ｂｏｔｔｏｍ               ｌｉｎｅ               ｉｓ               ｔｈａｔ               ｉｎ               ｔｈｅ               ｔｈｉｒｄ               ｑｕａｒｔｅｒ               ｏｆ               2001,               Ｗａｌ-Ｍａｒｔ               ｒａｋｅｄ               ｉｎ               $52.7               Ｂｉｌｌｉｏｎ               Ｄｏｌｌａｒｓ               ｗｈｉｌｅ               Ｋ-ｍａｒｔ               ｏｎｌｙ               ｍａｄｅ               $8               Ｂｉｌｌｉｏｎ               (Ｓａｐｏｒｉｔｏ,               Ｂｕａｍｏｈｌ,               Ｓｚｃｚｅｓｎｙ).

Ｗａｌ-Ｍａｒｔ               ｉｓ               ｔｈｅ               ｐｏｗｅｒ               ｈｏｕｓｅ               ｉｔ               ｉｓ               ｔｏｄａｙ               ｂｅｃａｕｓｅ               ｏｆ               ｉｔｓ               ｒｅａｄｉｎｅｓｓ               ｔｏ               ｓｈａｒｅ               ｉｎｆｏｒｍａｔｉｏｎ               ｗｉｔｈ               ｉｔｓ               ｓｕｐｐｌｉｅｒｓ.

Ａｓ               ｔｈｅ               ｓｔｏｒｅ               ｃｈａｉｎ               ｓａｗ               ｔｈｅ               ｂｅｎｅｆｉｔｓ               ｏｆ               ｓｈａｒｉｎｇ               ｄａｔａ               ｗｉｔｈ               ｓｕｐｐｌｉｅｒｓ,               ｔｈｅｙ               ｍｏｖｅｄ               ｔｈｅ               ｉｎｆｏｒｍａｔｉｏｎ               ｏｎｌｉｎｅ               ｏｎ               ｉｔｓ               Ｒｅｔａｉｌ               Ｌｉｎｋ               Ｗｅｂ               ｓｉｔｅ.

Ｒｅｎａ               Ｇｒａｎｏｆｓｋｙ,               ａ               ｓｅｎｉｏｒ               ｐａｒｔｎｅｒ               ａｔ               Ｊ.Ｃ.

Ｗｉｌｌｉａｍｓ               Ｇｒｏｕｐ               Ｌｔｄ.,               ａ               Ｔｏｒｏｎｔｏ-ｂａｓｅｄ               ｒｅｔａｉｌ               ｃｏｎｓｕｌｔｉｎｇ               ｆｉｒｍｓ               ｓａｙｓ               ｔｈａｔ               Ｗａｌ-Ｍａｒｔ               ａｐｐｒｏａｃｈｅｄ               ｉｔｓ               ｓｕｐｐｌｉｅｒｓ               ａｓ               ｉｆ               ｔｈｅｙ               ｗｅｒｅ               ｐａｒｔｎｅｒｓ               ａｎｄ               ｎｏｔ               ａｄｖｅｒｓａｒｉｅｓ,               ａｎｄ               ｂｙ               ｉｍｐｌｅｍｅｎｔｉｎｇ               ｓｕｃｈ               ａ               ｃｏｌｌａｂｏｒａｔｉｖｅ               ｐｌａｎｎｉｎｇ,               ｆｏｒｅｃａｓｔｉｎｇ               ａｎｄ               ｒｅｐｌｅｎｉｓｈｍｅｎｔ               ｐｒｏｇｒａｍ,               ｔｈｅｙ               ｈａｖｅ               ｂｅｇａｎ               ａ               ｊｕｓｔ-ｉｎ-ｔｉｍｅ               ｉｎｖｅｎｔｏｒｙ               ｐｒｏｇｒａｍ               ｔｈａｔ               ｒｅｄｕｃｅｄ               ｃａｒｒｙｉｎｇ               ｃｏｓｔｓ               ｆｏｒ               ｂｏｔｈ               ｔｈｅ               ｒｅｔａｉｌｅｒ               ａｎｄ               ｉｔｓ               ｓｕｐｐｌｉｅｒ.

Ｔｈｅｒｅｆｏｒｅ               ｔｈｅｒｅ               ｉｓ               ａ               ｌｏｔ               ｌｅｓｓ               ｅｘｃｅｓｓ               ｉｎｖｅｎｔｏｒｙ               ｉｎ               ｔｈｅ               ｓｕｐｐｌｙ               ｃｈａｉｎ               ｂｅｃａｕｓｅ               ｏｆ               ｔｈｉｓ               ｓｙｓｔｅｍ.

Ｔｈｉｓ               ｔｙｐｅ               ｏｆ               ｅｆｆｉｃｉｅｎｃｙ               ｉｓ               ａ               ｋｅｙ               ｉｎ               ｍａｉｎｔａｉｎｉｎｇ               ｌｏｗ               ｐｒｉｃｅ               ｌｅａｄｅｒｓｈｉｐ               ａｍｏｕｎｔ               ｒｅｔａｉｌｅｒｓ               ａｓ               ｗｅｌｌ               ａｓ               ａｌｌｏｗｉｎｇ               ｆｏｒ               ｆａｒ               ｌｏｗｅｒ               ｃｏｓｔ               ｍａｒｇｉｎｓ               ｄｕｅ               ｔｏ               ｔｈｅ               ｓｕｐｐｌｙ               ｃｈａｉｎ.

Ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ｃｏｓｔ               ｏｆ               ｇｏｏｄｓ               ｉｓ               ｅｓｔｉｍａｔｅｄ               5%               ｔｏ               10%
               ｌｅｓｓ               ｔｈａｎ               ｍｏｓｔ               ｏｆ               ｉｔｓ               ｃｏｍｐｅｔｉｔｏｒｓ               (Ｊｏｈｎｓｏｎ).

Ｂａｓｉｃａｌｌｙ               Ｗａｌ-Ｍａｒｔ               ｉｓ               ｂｅｔｔｅｒ               ａｔ               ｏｂｔａｉｎｉｎｇ               ｂｅｔｔｅｒ               ｔｅｒｍｓ               ｆｒｏｍ               ｓｕｐｐｌｉｅｒｓ               ａｎｄ               ｈａｖｉｎｇ               ｌｏｗｅｒ               ｏｖｅｒｈｅａｄ.

Ｄｕｅ               ｔｏ               ｔｈｉｓ,               Ｗａｌ-Ｍａｒｔ               ｓａｌｅｓ               ｒｏｓｅ               15.5%               ｉｎ               ｔｈｅ               ｔｈｉｒｄ               ｑｕａｒｔｅｒ               ｏｆ               2001.
               Ｋ-ｍａｒｔ'ｓ               ｐｒｏｂｌｅｍｓ               ｓｔｅｍ               ｆｒｏｍ               ｐｏｏｒ               ｍａｒｋｅｔｉｎｇ               ｓｔｒａｔｅｇｙ               ｔｏ               ｌａｃｋ               ｏｆ               ｉｎｎｏｖａｔｉｏｎ.

Ｉｔｓ               ｍａｎａｇｅｍｅｎｔ               ｔｅａｍ               ｈａｓ               ｍａｄｅ               ｓｏｍｅ               ｖｅｒｙ               ｐｏｏｒ               ｃｈｏｉｃｅｓ               ｗｈｅｎ               ｉｔ               ｃｏｍｅｓ               ｔｏ               ａ               ｍａｒｋｅｔｉｎｇ               ｓｔｒａｔｅｇｙ               ｗｈｉｃｈ               ｄｅｔｒｉｍｅｎｔａｌｌｙ               ａｆｆｅｃｔｅｄ               ｉｔｓ               ｓｕｐｐｌｙ               ｃｈａｉｎ.

Ｅｖｅｒｙｏｎｅ               ｒｅｍｅｍｂｅｒｓ               Ｋ-ｍａｒｔ'ｓ               ｆａｍｏｕｓ               "Ｂｌｕｅ               Ｌｉｇｈｔ"               ｓｐｅｃｉａｌｓ,               ａｓ               ｔｈｅ               ｒｅｔａｉｌｅｒ               ｕｓｅｄ               ａｄｖｅｒｔｉｓｉｎｇ               ｃｉｒｃｕｌａｒｓ               ｔｏ               ｌｕｒｅ               ｃｕｓｔｏｍｅｒｓ.

Ｅｖｅｎ               ｔｈｏｕｇｈ               ｔｈｉｓ               ｗｏｒｋｅｄ,               ｉｔ               ａｌｓｏ               ｐｕｔ               ａ               ｓｔｒａｉｎ               ｏｎ               ｍｅｒｃｈａｎｄｉｓｉｎｇ               ａｎｄ               ｄｉｓｔｒｉｂｕｔｉｏｎ               ｓｙｓｔｅｍｓ               ｂｅｃａｕｓｅ               ｐａｒｔｉｃｕｌａｒ               ｄｅｍａｎｄ               ｆｏｒ               ｉｔｅｍｓ               ｃａｍｅ               ｉｎ               ｓｕｄｄｅｎ               ｗａｖｅｓ.

Ｉｔ               ａｌｓｏ               ｏｐｅｎｅｄ               ｔｈｅ               ｄｏｏｒ               ｔｏ               ｐｒｏｄｕｃｔ               ｍｉｓｔａｋｅｓ               ｌｅａｖｉｎｇ               Ｋ-ｍａｒｔ               ｗｉｔｈ               ｅｉｔｈｅｒ               ｔｏｏ               ｍｕｃｈ               ｏｆ               ｏｎｅ               ｐｒｏｄｕｃｔ               ｏｒ               ｎｏｔ               ｅｎｏｕｇｈ               ｏｆ               ａｎｏｔｈｅｒ.

Ｐｒｏｍｏｔｉｏｎｓ               ａｌｓｏ               ｆｏｒｃｅｄ               ｃｏｓｔｓ               ｕｐ               ａｔ               Ｋ-ｍａｒｔ'ｓ               ｓｕｐｐｌｉｅｒｓ,               ａｓ               ｔｈｅｙ               ｃｏｕｌｄ               ｎｏｔ               ｒｅｌｉａｂｌｙ               ｐｒｅｄｉｃｔ               ｍａｎｕｆａｃｔｕｒｉｎｇ               ｒｕｎｓ.

Ｆｕｒｔｈｅｒｍｏｒｅ,               ａｆｔｅｒ               ｆｉｎｄｉｎｇ               ｏｕｔ               ｔｈａｔ               ａｄ               ｃｉｒｃｕｌａｒｓ               ｄｉｄ               ｎｏｔ               ｗｏｒｋ               ａｓ               ｗｅｌｌ               ａｓ               ｔｈｅｙ               ｕｓｅｄ               ｔｏ               ｂｅｃａｕｓｅ               ｏｆ               ｔｈｅ               ｍａｓｓｉｖｅ               ｗａｖｅｓ               ｏｆ               ｍｅｒｃｈａｎｄｉｓｅ               ａｄｓ,               Ｋ-ｍａｒｔ               ｄｅｃｉｄｅｄ               ｔｏ               ｔａｋｅ               ｉｔｓｅｌｆ               ａｗａｙ               ｆｒｏｍ               ｔｈｅ               ｗｅｅｋｌｙ               ｃｉｒｃｕｌａｒｓ.

Ｈｏｗｅｖｅｒ,               ｉｎ               ｔｈｅ               ｔｈｉｒｄ               ｑｕａｒｔｅｒ               ｏｆ               2001,               ｔｈｅ               ｃｏｍｐａｎｙ               ｃｕｔ               ｂａｃｋ               ｔｏｏ               ｆａｓｔ               ａｎｄ               ｌｅｆｔ               ｌｏｙａｌ               ａｄ               ｃｕｓｔｏｍｅｒｓ               ｉｎ               ｔｈｅ               ｃｏｌｄ.

Ａｌｔｈｏｕｇｈ               ｍａｎａｇｅｍｅｎｔ               ｄｉｄ               ｔｒｙ               ｔｏ               ｃｏｕｎｔｅｒａｃｔ               ｔｈｅ               ｐｒｏｂｌｅｍ               ｂｙ               ｃｕｔｔｉｎｇ               ｐｒｉｃｅｓ               ｏｎ               ｓｏｍｅ               $38,000               ｗｏｒｔｈ               ｏｆ               ｉｔｅｍｓ,               ｗｉｔｈｏｕｔ               ｔｈｅ               ａｄｓ               ｃｕｓｔｏｍｅｒｓ               ｗｅｒｅ               ｎｏｔ               ｉｎｆｏｒｍｅｄ               ｏｆ               ｔｈｅ               ｐｒｉｃｅ               ｃｕｔ               ａｎｄ               ｔｈｉｓ               ｒｅｓｕｌｔｅｄ               ｉｎ               Ｋ-ｍａｒｔ               ｓａｌｅｓ               ｄｒｏｐｐｉｎｇ               ｂｙ               2.2%               ｉｎ               ｔｈｅ               ｔｈｉｒｄ               ｑｕａｒｔｅｒ.

Ａｔ               ｔｈｅ               ｓａｍｅ               ｔｉｍｅ,               Ｗａｌ-Ｍａｒｔ               ｍａｎａｇｅｍｅｎｔ               ｃａｕｇｈｔ               ｏｎ               ｔｏ               ｔｈｅ               ｐｒｉｃｅ               ｃｕｔｓ               ａｎｄ               ｆｏｌｌｏｗｅｄ               ｓｕｉｔ               ｒｅｅｌｉｎｇ               ｉｎ               ｅｖｅｎ               ｍｏｒｅ               ｃｕｓｔｏｍｅｒｓ               ｔｈａｎ               ｂｅｆｏｒｅ               (Ｓａｐｏｒｉｔｏ,               Ｂａｕｍｏｈｌ,               Ｓｚｃｚｅｓｎｙ).
               Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｃｏｕｎｔｅｒａｃｔ               ｓｕｐｐｌｙ               ｃｈａｉｎ               ｐｒｏｂｌｅｍｓ,               ｔｅｃｈｎｏｌｏｇｙ               ｈａｄ               ｔｏ               ｐｌａｙ               ａ               ｌａｒｇｅ               ｒｏｌｅ               ｉｎ               ｔｈｅ               ｄｉｓｔｒｉｂｕｔｉｏｎ               ｐｒｏｃｅｓｓ.

Ｕｎｆｏｒｔｕｎａｔｅｌｙ,               ｗｈｉｌｅ               Ｗａｌ-Ｍａｒｔ               ｗａｓ               ａ               ｐｉｏｎｅｅｒ               ｏｆ               ｕｓｉｎｇ               ｔｅｃｈｎｏｌｏｇｙ               ｉｎ               ｔｈｅ               ｄｉｓｔｒｉｂｕｔｉｏｎ               ｐｒｏｃｅｓｓ,               Ｋ-ｍａｒｔ               ｏｎｌｙ               ｒｅｃｅｎｔｌｙ               ｓｔａｒｔｅｄ               ｔｈｉｓ               ｖｅｎｔｕｒｅ.

Ｗａｌ-Ｍａｒｔ               ｉｎｖｅｓｔｅｄ               ｉｎ               ｔｅｃｈｎｏｌｏｇｉｃａｌ               ｓｙｓｔｅｍｓ               ｅａｒｌｉｅｒ               ｔｈａｎ               ｍｏｓｔ               ｏｆ               ｉｔｓ               ｃｏｍｐｅｔｉｔｏｒｓ,               ｓｔａｒｔｉｎｇ               ｔｏ               ｕｓｅ               ｃｏｍｐｕｔｅｒｓ               ｔｏ               ｔｒａｃｋ               ｉｎｖｅｎｔｏｒｙ               ｉｎ               1969.

Ｉｎ               1980               ｉｔ               ｗａｓ               ｔｈｅ               ｆｉｒｓｔ               ｔｏ               ａｄｏｐｔ               ｂａｒ               ｃｏｄｅｓ               ａｎｄ               ｉｎ               1985               ｉｔ               ｉｎｓｔｉｔｕｔｅｄ               Ｅｌｅｃｔｒｏｎｉｃ               Ｄａｔａ               Ｉｎｔｅｒｃｈａｎｇｅ               ｗｈｉｃｈ               ｒａｎｇ               ｕｐ               ｓａｌｅｓ               ａｎｄ               ｔｒａｃｋｅｄ               ｉｎｖｅｎｔｏｒｙ               ｄｅｄｕｃｔｉｏｎｓ               ｔｏ               ｂｅｔｔｅｒ               ｃｏｏｒｄｉｎａｔｅ               ｗｉｔｈ               ｓｕｐｐｌｉｅｒｓ.

Ｗｉｒｅｌｅｓｓ               ｓｃａｎｎｉｎｇ               ｇｕｎｓ               ｗｅｒｅ               ｌａｔｅｒ               ｕｓｅｄ               ｉｎ               ｔｈｅ               ｌａｔｅ               1980'ｓ.

Ｉｎ               1987               ａ               ｍａｓｓｉｖｅ               ｓａｔｅｌｌｉｔｅ               ｓｙｓｔｅｍ               ｌｉｎｋｅｄ               ａｌｌ               ｏｆ               ｔｈｅ               ｓｔｏｒｅｓ'               ｃｏｍｐａｎｙ               ｈｅａｄｑｕａｒｔｅｒｓ,               ｅｎａｂｌｉｎｇ               Ｗａｌ-Ｍａｒｔ'ｓ               ｃｅｎｔｒａｌｉｚｅｄ               ＩＴ               ｄｅｐａｒｔｍｅｎｔ               ｔｏ               ｖｉｅｗ               ｒｅａｌ-ｔｉｍｅ               ｉｎｖｅｎｔｏｒｙ               ｄａｔａ               (Ｊｏｈｎｓｏｎ).

Ｔｈｅｓｅ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎｓ               ａｌｌｏｗｅｄ               Ｗａｌ-Ｍａｒｔ               ｔｏ               ｒｅｄｕｃｅ               ｉｔｓ               ｉｎｖｅｎｔｏｒｙ               ａｎｄ               ｇａｉｎ               ｓａｖｉｎｇｓ.
               Ｉｎ               2002,               Ｋ-Ｍａｒｔ'ｓ               ＣＥＯ               Ｊａｍｅｓ               Ｃｏｎａｗａｙ               ｓｔａｒｔｅｄ               ｔｒｙｉｎｇ               ｔｏ               ｆｉｇｕｒｅ               ｏｕｔ               ｈｏｗ               ｔｏ               ｌｅａｄ               ｔｈｅ               ｃｈａｉｎ               ｏｕｔ               ｏｆ               ｉｔｓ               ｓｕｐｐｌｙ               ｃｈａｉｎ               ｔｒｏｕｂｌｅｓ.

Ｈｅ               ｄｅｔｅｒｍｉｎｅｄ               ｔｈａｔ               ｔｈｅ               ｐｒｏｂｌｅｍ               ｌｉｅｄ               ｉｎ               ｕｎｄｅｒｉｎｖｅｓｔｍｅｎｔ               ｉｎ               ｔｅｃｈｎｏｌｏｇｙ.

Ｔｈｅ               ｓｃａｎｎｅｒｓ               ｉｎ               ｔｈｅ               ｓｔｏｒｅｓ               ｗｅｒｅ               ｏｕｔｄａｔｅｄ               ａｎｄ               ｄｉｄｎ'ｔ               ｆｅｅｄ               ｐｕｒｃｈａｓｉｎｇ               ｉｎｆｏｒｍａｔｉｏｎ               ｂａｃｋ               ｔｏ               ｈｅａｄｑｕａｒｔｅｒｓ               ｌｅａｖｉｎｇ               ｔｈｅ               ｃｅｎｔｒａｌ               ｐｌａｎｎｉｎｇ               ｓｙｓｔｅｍ               ｗｉｔｈｏｕｔ               ｅｎｏｕｇｈ               ｉｎｆｏｒｍａｔｉｏｎ               ａｂｏｕｔ               ｗｈａｔ               ｃｕｓｔｏｍｅｒｓ               ｗａｎｔｅｄ               ｉｎ               ｔｅｒｍｓ               ｏｆ               ｉｎｖｅｎｔｏｒｙ.

Ｆｏｒｂｅｓ               Ｍａｇａｚｉｎｅ               ｎｏｔｅｄ               ｔｈａｔ               ｗｈｅｎ               Ｃｏｎａｗａｙ               ｃａｍｅ               ｔｏ               Ｋ-Ｍａｒｔ,               ｌａｔｅ               ｄｅｌｉｖｅｒｙ               ｔｏ               ｓｔｏｒｅｓ               ｂｙ               ｄｉｓｔｒｉｂｕｔｉｏｎ               ｃｅｎｔｅｒｓ               ｗａｓ               11%               ｏｆ               ｔｈｅ               ｔｉｍｅ               ｏｒ               1               ｉｎ               10               ｄｅｌｉｖｅｒｉｅｓ.

Ｔｈｉｓ               ｗａｓ               ａ               ｂｉｇ               ｓｅｔｂａｃｋ               ａｓ               ｍｏｓｔ               ｒｅｔａｉｌｅｒｓ               ａｒｅ               ｌａｔｅ               ｏｎｌｙ               5%               ｏｆ               ｔｈｅ               ｔｉｍｅ.

Ｅｖｅｎ               ｗｈｅｎ               ｔｈｅ               ｉｎｖｅｎｔｏｒｙ               ｗａｓ               ｂｅｉｎｇ               ｒｅｃｅｉｖｅｄ               ｂｙ               ｔｈｅ               ｓｔｏｒｅｓ               ｏｎ               ｔｉｍｅ,               ｔｈｅ               ｓｕｐｐｌｙ               ｃｈａｉｎ               ｏｎ               ａｖｅｒａｇｅ               ｗａｓ               ｗｒｏｎｇ               ｏｎ               15%               ｏｆ               ｓｔｏｒｅｓ'               ｏｒｄｅｒｓ               ｒｅｃｅｉｖｅｄ               ｆｒｏｍ               ｄｉｓｔｒｉｂｕｔｉｏｎ               ｃｅｎｔｅｒｓ.

Ｉｎ               ａｎ               ｅｆｆｏｒｔ               ｔｏ               ｆｉｘ               ｔｈｅ               ｄｅｔｒｉｍｅｎｔａｌ               ｅｆｆｅｃｔｓ               ｏｆ               ｔｈｅ               ｌａｃｋ               ｏｆ               ｔｅｃｈｎｏｌｏｇｉｃａｌ               ｃａｐａｂｉｌｉｔｙ               ｆｏｒ               ｔｈｅ               Ｋ-Ｍａｒｔ               Ｃｏｒｐｏｒａｔｉｏｎ,               ｔｈｅ               ｎｅｗ               ＣＥＯ               ｄｅｖｏｔｅｄ               $1.7               ｂｉｌｌｉｏｎ               ｔｏ               ｕｐｇｒａｄｅ               ｓｔｏｒｅ               ａｎｄ               ｂａｃｋ-ｏｆｆｉｃｅ               ｔｅｃｈｎｏｌｏｇｙ               ｉｎｃｌｕｄｉｎｇ               ｎｅｗ               ｓｏｆｔｗａｒｅ               ｔｏ               ｆｉｘ               ｔｈｅ               ｐｒｏｂｌｅｍｓ.

Ｔｈｅｒｅ               ｗａｓ               ａｎ               ａｄｄｉｔｉｏｎａｌ               $200               ｍｉｌｌｉｏｎ               ｉｎｖｅｓｔｅｄ               ｏｎ               ｈｉｇｈ-ｔｅｃｈ               ｃｈｅｃｋｏｕｔ               ｓｃａｎｎｅｒｓ               ｆｒｏｍ               ＩＢＭ.

Ａｌｓｏ,               ａ               ｎｅｗ               ｐｒｏｊｅｃｔ,               "Ｐｒｏｊｅｃｔ               Ｅｌｍｏ,"               ｗａｓ               ｄｅｖｏｔｅｄ               ｔｏ               ａ               400-ｐｅｒｓｏｎ               ｉｎｉｔｉａｔｉｖｅ               ｔｏ               ｃｏｍｂｉｎｅ               ｔｗｏ               ｓｅｐａｒａｔｅ               ｈａｒｄ-ｌｉｎｅ               ａｎｄ               ｓｏｆｔ-ｌｉｎｅ               ｐｕｒｃｈａｓｉｎｇ               ｓｙｓｔｅｍｓ               ｉｎｔｏ               ｏｎｅ.

Ｔｈｉｓ               ｃｏｎｖｅｒｓｉｏｎ               ｗｏｕｌｄ               ｅｌｉｍｉｎａｔｅ               5,000               ｃｏｍｐｕｔｅｒ               ｊｏｂｓ               ａｎｄ               ｇｅｔ               ｍｅｒｃｈａｎｄｉｓｅ               ｔｏ               ｔｈｅ               ｓｔｏｒｅｓ               ｔｗｏ               ｗｅｅｋｓ               ｆａｓｔｅｒ.

Ｔｈｅｒｅ               ｗｏｕｌｄ               ａｌｓｏ               ｂｅ               ａ               ｒｅｎｏｖａｔｉｏｎ               ｏｆ               ｄｅｍａｎｄ-ｐｌａｎｎｉｎｇ               ａｎｄ               ｆｏｒｅｃａｓｔｉｎｇ               ｓｏｆｔｗａｒｅ               ｔｏ               ｇｅｔ               ｔｈｅ               ｒｉｇｈｔ               ｇｏｏｄｓ               ｉｎｔｏ               ｓｔｏｒｅｓ,               ｒｅｄｕｃｉｎｇ               ｔｈｅ               ｒｅｐｌｅｎｉｓｈｍｅｎｔ               ｃｙｃｌｅ               ｆｒｏｍ               ｔｈｅ               ｃｕｒｒｅｎｔ               5-7               ｄａｙ               ｌｅｖｅｌｓ               ｔｏ               ｂｅｔｗｅｅｎ               48-72               ｈｏｕｒｓ               (Ｈａｒｔｍａｎｎ).

Ｈｏｗｅｖｅｒ               ｉｔ               ｗｏｕｌｄ               ｔａｋｅ               ｓｏｍｅ               ｔｉｍｅ               ｂｅｆｏｒｅ               ｔｈｅｓｅ               ｃｈａｎｇｅｓ               ｃｏｕｌｄ               ｂｅ               ｆｕｌｌｙ               ｉｍｐｌｅｍｅｎｔｅｄ               ａｎｄ               ｕｓｅｄ               ｅｆｆｉｃｉｅｎｔｌｙ               ｔｏ               ｔｕｒｎ               ｔｈｉｎｇｓ               ａｒｏｕｎｄ               ｆｏｒ               Ｋ-Ｍａｒｔ.
               Ｂｕｓｉｎｅｓｓ               Ｗｅｅｋ               ａｕｔｈｏｒ               Ｊｏａｎｎ               Ｍｕｌｌｅｒ               ｔｈｉｎｋｓ               ｔｈａｔ               ａｄｄｉｎｇ               ｆｕｌｌ-ｌｉｎｅ               ｇｒｏｃｅｒｉｅｓ               ｔｏ               ｃｏｒｅ               ｕｒｂａｎ               ｓｔｏｒｅｓ,               ｄｅｖｅｌｏｐｉｎｇ               ｍｏｒｅ               ｕｎｉｑｕｅ,               ｆｉｘｉｎｇ               ｓｕｐｐｌｙ               ｃｈａｉｎ               ｐｒｏｂｌｅｍｓ,               ａｎｄ               ｉｍｐｒｏｖｉｎｇ               ｍａｒｋｅｔｉｎｇ               ｔｏ               ｇｉｖｅ               ｃｏｎｓｕｍｅｒｓ               ａ               ｒｅａｓｏｎ               ｔｏ               ｓｈｏｐ,               ｗｉｌｌ               ｓｉｇｎｉｆｉｃａｎｔｌｙ               ｈｅｌｐ               Ｋ-ｍａｒｔ'ｓ               ｐｒｏｂｌｅｍｓ               (Ｍｕｌｌｅｒ).

Ｉｆ               Ｋ-Ｍａｒｔ               ｈａｄ               ｂｅｅｎ               ａｓ               ｅｆｆｉｃｉｅｎｔ               ｉｎ               ｓｅｌｌｉｎｇ               ａｓ               Ｗａｌ-Ｍａｒｔ,               ｉｔ               ｃｏｕｌｄ               ｈａｖｅ               ｅａｒｎｅｄ               $200               ｍｉｌｌｉｏｎ               ｉｎ               ｔｈｅ               ｔｈｉｒｄ               ｑｕａｒｔｅｒ               ｏｆ               ｔｈｅ               2001               ｓｅａｓｏｎ               ｉｎｓｔｅａｄ               ｏｆ               ｌｏｓｉｎｇ               $224               ｍｉｌｌｉｏｎ.

Ｄｕｒｉｎｇ               ｔｈｅ               ｃｒｉｔｉｃａｌ               Ｃｈｒｉｓｔｍａｓ               ｓｅａｓｏｎ               2001,               Ｗａｌ-Ｍａｒｔ               ｉｎｃｒｅａｓｅｄ               ｓａｌｅｓ               ｂｙ               ａｎ               ｅｓｔｉｍａｔｅｄ               6%;               Ｋ-Ｍａｒｔ               ｗｉｌｌ               ｐｒｏｂａｂｌｙ               ｒｅｐｏｒｔ               ａ               2%               ｄｅｃｒｅａｓｅ               (Ｓａｐｏｒｉｔｏ,               Ｂａｕｍｏｈｌ,               Ｓｚｃｚｅｓｎｙ).

Ｉｔ               ｗｉｌｌ               ｔａｋｅ               ａ               ｌｏｔ               ｏｆ               ｃａｔｃｈ               ｕｐ               ａｎｄ               ｉｎｎｏｖａｔｉｏｎ               ｂｅｆｏｒｅ               Ｋ-Ｍａｒｔ               ｃａｎ               ｍａｋｅ               ｕｐ               ｆｏｒ               ｉｔｓ               ｌａｃｋ               ｏｆ               ｉｎｎｏｖａｔｉｏｎ               ａｎｄ               ｅｆｆｉｃｉｅｎｃｙ               ｉｎ               ｉｔｓ               ｓｕｐｐｌｙ               ｃｈａｉｎ               ｍａｎａｇｅｍｅｎｔ               ａｎｄ               ｒｅｔａｉｌ               ｂｕｓｉｎｅｓｓ               ｔｏ               ｅｖｅｎ               ｇｅｔ               ｃｌｏｓｅ               ｔｏ               ｔｈｅ               ｒｅｔａｉｌ               ｇｉａｎｔ               Ｗａｌ-Ｍａｒｔ'ｓ               ｎｕｍｂｅｒｓ.

Ｆｕｒｔｈｅｒｍｏｒｅ,               Ｗａｌ-Ｍａｒｔ               ｉｓ               ｍａｋｉｎｇ               ｉｔ               ｅｖｅｎ               ｈａｒｄｅｒ               ｆｏｒ               ｏｔｈｅｒｓ               ｂｙ               ｓｔｉｌｌ               ｉｎｎｏｖａｔｉｎｇ               ａｎｄ               ｓｔａｙｉｎｇ               ｏｎ               ｔｏｐ               ｏｆ               ｔｈｅ               ｓｕｐｐｌｙ               ｃｈａｉｎ               ｍａｎａｇｅｍｅｎｔ               ｓｙｓｔｅｍ.

Ｉｔ               ｉｓ               ａｌｗａｙｓ               ａｔｔｅｍｐｔｉｎｇ               ｔｏ               ｍａｋｅ               ｉｔｓ               ＩＴ               ｉｎｆｒａｓｔｒｕｃｔｕｒｅ               ｍｏｒｅ               ｅｆｆｉｃｉｅｎｔ,               ｍｏｓｔ               ｒｅｃｅｎｔｌｙ               ｗｉｔｈ               ｐｌａｎｎｅｄ               ｒａｄｉｏ               ｆｒｅｑｕｅｎｃｙ               ｉｄｅｎｔｉｆｉｃａｔｉｏｎ               (ＲＦＩＤ)               ｍｉｃｒｏｃｈｉｐｓ,               ｒｅｐｌａｃｉｎｇ               ｂａｒ               ｃｏｄｅｓ               ａｎｄ               ｓｅｃｕｒｉｔｙ               ｔａｇｓ               ｗｉｔｈ               ａ               ｃｏｍｂｉｎａｔｉｏｎ               ｔｅｃｈｎｏｌｏｇｙ               ｔｈａｔ               ｃｏｓｔｓ               ｌｅｓｓ               ｍｏｎｅｙ               (Ｊｏｈｎｓｏｎ).

Ｔｈｉｓ               ｗｉｌｌ               ｄｅｆｉｎｉｔｅｌｙ               ｍａｋｅ               Ｗａｌ-Ｍａｒｔ               ａｎ               ｕｎｓｔｏｐｐａｂｌｅ               ｆｏｒｃｅ               ａｓ               ｉｔ               ｋｅｅｐｓ               ｓｅｔｔｉｎｇ               ｔｈｅ               ｈｉｇｈｅｓｔ               ｓｔａｎｄａｒｄ               ｉｎ               ｔｈｅ               ｉｎｄｕｓｔｒｙ.
               
               Ｗｏｒｋｓ               Ｃｉｔｅｄ
               Ｈａｒｔｍａｎｎ,               Ｃｈｒｉｓ.

"Ｈｏｓｐｉｔａｌｉｔｙ               Ｉｎｄｕｓｔｒｙ               Ｉｎｎｏｖａｔｉｏｎ               ｉｎ               Ｔｅｃｈｎｏｌｏｇｙ               Ａ               ｃａｌｌ               ｔｏ               Ａｒｍｓ."               ＨＶＳ               Ｉｎｔｅｒｎａｔｉｏｎａｌ.

2/11/02.
               Ｊｏｈｎｓｏｎ,               Ａｍｙ               Ｈｅｌｅｎ.

"Ａ               Ｎｅｗ               Ｓｕｐｐｌｙ               Ｃｈａｉｎ               Ｆｏｒｇｅｄ."               Ｃｏｍｐｕｔｅｒ               Ｗｏｒｌｄ.

9/30/2002.

ｈｔｔｐ://ｗｗｗ.ｃｏｍｐｕｔｅｒｗｏｒｌｄ.ｃｏｍ/ｉｎｄｕｓｔｒｙｔｏｐｉｃｓ/ｒｅｔａｉｌ/ｓｔｏｒｙ/0,10801,74647,00.ｈｔｍｌ.
               Ｍｕｌｌｅｒ,               Ｊｏａｎｎ.

"Ａｔｔｅｎｔｉｏｎ               Ｋｍａｒｔ:               Ｆｉｎｄ               ａ               Ｎｉｃｈｅ."               Ｂｕｓｉｎｅｓｓ               Ｗｅｅｋ.

2/4/2002.

Ｉｓｓｕｅ               3768,               ｐ72.
               Ｓａｐｏｒｉｔｏ,               Ｂｉｌｌ               ａｎｄ               Ｂａｕｍｏｈｌ,               Ｂｅｒｎａｒｄ               ａｎｄ               Ｓｚｃｚｅｓｎｙ,               Ｊｏｓｅｐｈ               Ｒ.

"Ｋ               Ｍａｒｔ'ｓ               Ｂｌｕｅ               Ｐｅｒｉｏｄ."               Ｔｉｍｅ.

1/14/2002.

Ｖｏｌ.

159,               Ｉｓｓｕｅ               2,               ｐ45.

ｈｔｔｐ://ｗｗｗ.ｈｖｓｉｎｔｅｒｎａｔｉｏｎａｌ.ｃｏｍ/Ｊｕｍｐ/?ａｉｄ=316&ｒｔ=2






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