Thesis (MComm)--University of Stellenbosch, 2008. / Bibliography. Also available via the Internet.

Thesis (Ph. D.)--Syracuse University, 2005. / Vita. Includes bibliographical references (leaves 59-63).

Thesis (doctoral)--Kyoto University, 2005. / Includes bibliographical references (p. 189-208).

CAPES / Um dos mais importantes aspectos a ser considerado pelos Centros de Distribuição é a melhoria do processo com relação aos atributos de seus serviços. O objetivo deste trabalho é propor um método para definição de um Centro de Distribuição com a utilização do método multicritério de apoio à decisão. Para isto, foi realizada uma revisão bibliográfica sobre sistema de armazenagem, Centro de Distribuição e Análise Hierárquica do Processo. Para a obtenção dos critérios e subcritérios fez-se necessário uma análise das medidas de desempenho. Além da literatura levantada sobre o assunto, foi feito um estudo de campo no Centro de Distribuição de uma empresa multinacional de grande porte do ramo alimentício de redes fastfood. O método de apoio à tomada de decisão distingue-se, principalmente, pela capacidade de analisar situações de decisão incorporando critérios quantitativos e qualitativos, conflitantes ou não. Quanto à estrutura do método, utilizou-se o método multicritério de Análise Hierárquica do Processo para a atribuição e ponderação dos níveis de importância para a estruturação do centro de distribuição. O estudo buscou demonstrar a aplicação do método multicritério de Análise Hierárquica do Processo, para a seleção da melhor estrutura para Centro de Distribuição. O método permitiu identificar a melhor estrutura entre três alternativas, que foram avaliadas pela Análise Hierárquica do Processo a partir da definição dos critérios e subcritérios voltados a esse contexto de decisão. Os resultados apresentados mostram que o fator custo e qualidade são os principais responsáveis para escolha da alternativa. O estudo identificou a alternativa C como a melhor estrutura para melhorar e gerenciar o Centro de Distribuição. / One of the most important aspects to be considered by the Distribution Centers is the improvement of the process in relation to the attributes of its service. The objective of this work is to purpose a method to a definition of a Distribution Center, using multi-criteria support method to the decision. For this, it was carried out a bibliographic revision to Warehouse system, distribution Center and hierarchical analysis of the process. In order to obtain criteria and sub-criteria it was necessary an analysis of the performance measures. Besides the researched literature about the subject it was made a field study in the distribution Center of a big multinational industry of fastfood. The supported method to take decision distinguishes itself mainly for the capacity of analyzing situations of decisions incorporating quantitative and qualitative criteria, conflicting or not. It was used the mult criterion method of analytic hierarchy process to the attribution and consideration of the levels to a structure of distribution center. This study tried to demonstrate the utility of the mult criterion method of Analytic Hierarch Process, to the atribution and consideration of the levels importance to a structure of the Distribution Center. This study tried to demonstrate l with variants and give results that may be the support to decisors to take the decision, so well manage the distribution center. The study sought to demonstrate the application of the method of multi criterion Analytic Hierarchy Process for selecting the best structure for Distribution Center. The method allowed identifying the best structure among three alternatives that were evaluated by Analytic Hierarchy Process based on the definition of criteria and sub criteria facing this decision context. The results show that the cost factor and quality are the main responsible for choosing the alternative. The study identified the alternative C as the best structure to improve and manage the Distribution Center.

M.Com. (Business Management) / The last mile distribution is the final link of successful supply chain operations. The high demand for products, lead time uncertainties and replenishment time complicate the distribution task. In order to achieve a competitive business edge, suppliers need to work at developing and improving their last mile distribution link. The aim of this study was to investigate the effectiveness of the last mile wine distribution in Lagos Island, Nigeria, and to determine appropriate improvement strategies that can be recommended to wine suppliers. A qualitative research design was used in order to address the key research questions. Wine suppliers in Lagos Island, Nigeria were sampled for the study and mainly surveyed using open-structured interviews. The results of the research suggest that human resources factors influence the effectiveness of the last mile distribution. In addition, management-related factors also affect it. It was also noted that the effectiveness of last mile distribution for the wine suppliers is hampered by supply chain and logistics limitations. However, the findings indicate that the suppliers were able to contend with these challenges by applying some logistics strategies and personal initiatives to keep making profit. The study is expected to not only add value to current wine suppliers in Lagos Island, Nigeria, but also to potential investors interested in the Nigerian wine market. Recommendations for future research conclude the minor dissertation.

Luxury fashion brands seem to contradict sustainability. The values of sustainability are commonly associated with terms such as sharing, collaboration, austerity, and collective thinking. Luxury, however, is associated with excess, self-indulgence, delight and decadence (Kapferer & Bastien, 2012:360). Further paradoxes exist where the apparel of the luxury consumer is often manufactured by labourers in low wage-paying producing countries. High wastage is evident in the seasonality of the fashion industry. However, work opportunities are created by the fickleness of the fashion industry and the constant need to own the most current designs (Black, 2012:8). Owing to the high visibility of luxury fashion and the contractions between one -- on the one hand -- supplying income to families by way of employment and -- on the other hand -- not complying to sustainable international human resource practices, fashion brands are the focus of many non-governmental organisations (NGOs) that use the mass media to expose any social wrongdoing in the industry. Luxury fashion brands are constantly in the spotlight, as highlighted in articles posted by the Clean Clothes campaign, a custodian for employees in the global garment industries; Greenpeace; and People for the Ethical Treatment of Animals (PETA). An example of such practices was when Greenpeace reported in 2009 that shoe brands such as Timberland and Clarks were manufactured from leather sourced from the hides of cattle in illegally deforested areas in Brazil. This provided negative publicity for these luxury shoe brands as well as for the Brazilian government that was financing this project (Vurro, Russo & Perrini, 2009:609). The luxury fashion brand industry, as well as the consumers of luxury fashion labels, are accused -- often only for the sake of sensationalism -- of living in the lap of luxury whilst maintaining a supply chain that is riddled with unsustainable practices. The social structure and hierarchy of patrons within a community have, since the Middle Ages, been signalled by the clothes they wore. Social class was a birthright. Today, sporting luxury brands continues to serve as status symbols, but unlike mediaeval times, it is not limited to people with a high social standing at birth as one can work for status, and purchase the items because one deserves them. (Han, Nunes, & Drèze, 2010:15). In 2009, during the International Herald Tribune (IHT) Suzy Menkes, the fashion editor at The Herald, called for “luxury”’ and “fashion” to be separated. Luxury prides itself in its handcrafted garments manufactured by respected tradesmen in the industry. The outcome is that the manufactured goods are made to last a lifetime (Gibson, 2012:23).

Doctorat en sciences sociales, politiques et économiques / info:eu-repo/semantics/nonPublished

In a globalized and competitive world, logistics is receiving a lot of attention from business managers because of its importance concerning the fidelity of customers and their participation in the total costs of the company. Therefore, this paper aims to develop a model to the management of the services of physical distribution based on the six sigma strategy in an agroindustry that produces canola oil and it is located in the northwest of the state of Rio Grande do Sul, Brazil. The data were collected by using a questionnaire which refers to the level of satisfaction and the importance of the services offered by the company concerning the customers attendance; the kind of ordering, invoice service and payment; logistic of transports and the information given. In order to analyze the data it was used the descriptive statistics and the techniques of analyses Cluster hierarchic and Cluster k-means. The six customers who buy unmanufactured canola oil from this company took part on this study. The results showed that the customers are satisfied with most of the services offered by the company. It was also observed that the customers demonstrated a lot of satisfaction referring to the kind of ordering, invoice service and payment. However, the clients consider the attendance service as being the most important feature of the company. Based on these results, a model to the management of the services of physical distribution based on the six sigma strategy was proposed with the purpose of guaranteeing the quality of services offered. / Em um mercado globalizado e competitivo a logística começa a receber maior atenção por parte dos gestores empresariais, devido à sua importância quanto a fidelização de clientes e sua participação nos custos totais da empresa. Por isso, este trabalho tem por objetivo propor um modelo para o gerenciamento dos serviços de distribuição física, com base na estratégia seis sigma, em uma agroindústria produtora de óleo bruto de canola situada na região noroeste do Estado do Rio Grande do Sul. Os dados foram coletados por meio de um questionário, referentes ao grau de satisfação e importância dos serviços prestados pela empresa quanto ao atendimento; tomada de pedido, faturamento e pagamento; logística de transportes e informações prestadas. Para a análise dos dados utilizou-se a estatística descritiva e a técnica da análise de Cluster hierárquico e Cluster k-means. Fizeram parte deste estudo os seis clienteadquirem o óleo bruto de canola da empresa estudada. Os resultados mostraram que os clientes estão satisfeitos com a maioria dos serviços prestados pela empresa. Observou-se, também, que os clientes estão mais satisfeitos com os serviços referentes à tomada de pedidos, faturamento e pagamento. Porém, quanto ao grau de importância, eles consideram mais importante os serviços prestados no atendimento. Com base nestes resultados foi proposto um modelo de gerenciamento para os serviços de distribuição física baseado na estratégia seis sigma, visando garantir a qualidade dos serviços prestados.

D.Com. (Transport Economics) / The international scheduled airfreight industry is showing a major discrepancy when compared to other public transport services namely that the demand and need for it is growing at a lower rate compared to that of passenger transport. Various factors are contributing to this phenomenon ...

The underlying objective of this research was to assess the extent to which an efficient supply chain can help retail businesses; particularly liquor businesses to manage their business risks. The case study firm for the research was Big Daddy’s Group, one of the leading independent liquor distribution and retailing firms in South Africa. In order to achieve the objective of the research, a review of relevant literature was done. It began with literature review of retailing in general, highlighting on the major roles they play and the modern trends in the industry. Afterwards the literature was narrowed down to liquor retailing. This was done to ascertain the unique characteristics of that aspect of retailing including the regulations guiding the industry and the specific business risks in that business. The final part of the literature review was on specific concepts and management models such as value chain, supply chain as well as business risk and its management. The literature highlighted the means by which the retailer creates value for the customer and the inherent risks in the industry. There was the indication of supply chain being a key component of the value creating activities (value chain) of the business, and serving as a tool in mitigating possible risks. The literature provided the theoretical proposition (hypothesis) for the assessment of the case study findings from the Big Daddy’s Group. The data collection exercise was done by means of a questionnaire complimented by personal interview. Due to the nature of the firm, in terms of structure and operations, two persons, with considerable insight into the business, the director and the sales/area manager were interviewed for the exercise. The questions posed were categorised into seven key areas of retail operations such as product range, imports, customer awareness, marketing and advertising, supply chain and human resource. The findings were compared with the theoretical propositions developed in the literature review, and the pattern matching logic technique was used to determine the existence or not of any similar predictions or differences. The risks identified in the findings were analysed with the logic of an efficient supply chain as the mitigating tool. The conclusion was that supply chain management is key to the value creation activities and hence the survival of the business. The recommendation therefore is that the retailer should ensure the efficient management of the supply chain network since it has the potential to reduce the inherent risks in their operations.