Pros And Cons Of The Supply Chain Of IKEA

* IKEA’s low cost structure has been the very core of its success. It’s low-cost and high-quality strategy fits with the current state of the economy. Offering convenience factors within IKEA’s stores would fit well with IKEA’s low cost structure. It maintains its low-cost business model by creating a different furniture shopping experience. IKEA supplies customers with all possible materials needed to complete their shopping when they enter the store (that are, measuring

IKEA’s products like the PAX wardrobe, the BILLY bookshelf, the LACK table and the SULTAN bed, sold in IKEA store are to a large scale sourced from a global network of suppliers. To take the sliding doors of PAX wardrobe as an example, IKEA just sourced different parts of the door form different countries but within consideration of total cost. Table 1 shows an overview of 8 major component of the

Today IKEA is progressing towards being one of the top furniture retailers in the world. In 2002, they served 286 million customers through 154 stores resulting in $12 billion in revenue. Although IKEA has several stores placed around the world, they are not always thought of as the most popular furnishing store in America. All the stores are self-service and are based on a do-it-yourself shopping experience. There are few contacts with customer service representatives within the stores, except for when the customer enters the transaction phase of their buying experience.

Once IKEA identified and understood the consumers (i.e. abandoning metric measured appliances and beds for American standards of size and comfort), they were able to double revenues, from $600 million in 1997 to $1.27 billion in 2002. From this analysis, it is possible to infer that IKEA combined their already successful cost leadership strategy with the properly identified needs of its target market, the American consumer. With this modification of the value chain, IKEA increased revenues and is pointed in the right direction to achieve their growth goals for 2013. As seen in Appendix 1, their projected growth is well into 8% per year, in relation to total projected growth.

The size of IKEA’s stores is also an important feature. With their large centralised combined stores and warehouses IKEA can take advantage of economies of scale. This leads to lower costs in every part of their supply chain (e.g. facility costs, inventory costs, transport, procurement). From the IKEA concept and their supply chain strategy they have managed to reduce their prices to a minimum.

IKEA 's store network has a worldwide spread with developing deals and acquiring in every significant area of the world. What makes its production network truly complex is that its stores are spread crosswise over numerous nations, that it has 1220 suppliers in 55 unique nations making its furniture and that the stores are supplied from 31 focal appropriation

In this case study I am discussing how the functions of the operation are carried out in IKEA and ACME. It was interesting to know how the two extremely different company’s one a very large firm with big brand name I.e. IKEA and another one ACME very old historic British company caring the values and culture till date. I have also explain how IKEA and ACME carry out their supply chain

Operations management is not only important for IKEA, but this is important forco most companies. And this is important for IKEA because the company aims to reduce wastages, increase productivity, time, and resources management in order to make sure that the production cost is low and at the stores the company aims to make sure that their warehouse is utilised properly, customers are explained the details and finally the product is delivered without issues so that the shifting cost is low. So this indicates that there will be set of operations irrespective of what field a business is in and at the end of the day successfull businesses are those which manage their operations effectively and efficiently. Besides, the firm relies significantly on its supply chain, which entails a range of processes from raw materials acquisition to the delivery of their products to their costumers. The key operational processes from raw materials acquisition to the delivery of their products to their costumers. The key operational processes are managed and controlled at the firm’s head quarters in Almhult, Sweden. Nevertheless, there are some operational problems that have been reported at the organization including costumers’ frustations because of overcrowding in its retails stores and product availability and wait times. Some of the measures that Ikea has implemented to address these operational problems include establishment of checkouts for costumers with small items and increasing the

Ikea is a multinational group of companies operating on a global scale in the furniture industry, offering a wide range of ready to assemble (Do It Yourself) furniture, appliances, and accessories worldwide. The company is well known and recognized for its modern designs, functionality of their products, quality services, and their eco-friendliness. Within the competitive market, Ikea aims at being better than its competitors in the market, and offers the best standards of services to its customers, as well as a wider range of products for low prices.

Franchise model does not usually guarantee success. As failure rates may be under reported (Pilling, 1991) IKEA can explore other modes of entry into a new

IKEA is the largest furniture chain in the world, and in 2011 the Swedish company operated over 270 stores in 25 countries. In 2011 IKEA sales soared to over $35 billion, or over 20% of the global furniture market. Most of its stuffs believed IKEA will massive growth throughout the world in the coming decade because IKEA could provide what customer wanted: good design, and good made contemporary furniture with an affordable price. In one word, IKEA’s global approach focuses on simplicity, attention to detail, cost consciousness, and responsiveness in every aspect of its operations and behavior. (Jones, 2013)

At the outset, it may be useful to characterise IKEA in terms of the characteristics of demand (also known as the four Vs, see Slack et al. p 20). First, IKEA is clearly a high volume operation – as indeed most international retailers are – which lends to systematising operations but which implies capital intensive processes and therefore cost considerations will be crucial. Second, IKEA offers a large number of products (up to 14000 depending on the country/store) so there is high variety in the

IKEA’s strategy before the mishaps in America could be characterized as going against the norm charting their own path to success using low priced manufactures to secure lower selling prices aimed to target those who were of older age and of middle class standing. Their new strategy was to target those of a younger demographic, young married couples, college students, and 20-30 something singles. By reemphasizing design, promoting through hip quirky advertisements, and encouraging consumers to do away with their old furniture, IKEA revenues doubled in a four-year period. IKEA today has adapted somewhat of a local customization strategy where their store layouts will resemble that of many local household layouts as proven by their success in China where they failed to expand beforehand. They also keep their prices extremely low in some areas as China by sourcing a large percentage of products in the area of operation.

IKEA has adapted to the operations function of a business. This function is the main function of every company. This key function, of which IKEA has adapted to, is the business function responsible for managing the process of creation of goods and services. The operations function is responsible for organising, coordinating, planning, and controlling the resources that are required in the production of goods and services. IKEA has effectively implemented this function by understanding the needs of customers. In particular, this applies to those who have a lower income, and/or, limited space. IKEA’s employees within the product design and product development departments, focus directly on the price and quality, as well as the design and function of products. Elements of the design are typically agreed on within the factory itself, this is where manufacturers and designers work together, to create a product with regard to the greatest use of raw materials and manufacturing opportunities. IKEA’s operations have proved effective as in 2013 it earned $35.5 billion. IKEA has a large amount of suppliers, greater than 1300. IKEA purchases most of their

Swedish company IKEA is a mass market producer of cheap and stylish home furnishings that appear to transcend national boundaries. The company was founded in 1943 by Ingvar Kamprada small town handyman from southern Sweden, who devised the company name by combining his initials with the first initials of his farm (Elmtaryd) and the parish (Agunnaryd) where he was raised. Today IKEA’s business mission is clear. In the words of the company founder, “We shall offer a wide range of furnishing items of good design and function, at prices so low that the majority of people can afford to buy them.”