Harvey Norman & JB Hi-Fi: E-Business Supply Chain Management Report

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This report explores the integration of information technology and e-business and its transformative effect on supply chain management, evolving the process from mass production to mass customization. It assesses the impact of supply chain strategies on Harvey Norman and JB Hi-Fi, detailing their business models, customer and supplier relationships, and supply chain management approaches. Harvey Norman employs a complex model focusing on diversification and franchise organization, while JB Hi-Fi follows a franchise-based model emphasizing legal compliance. The report recommends JB Hi-Fi implement a logistics tracking system and Harvey Norman expand its website's user-friendliness. Ultimately, the report concludes that effective supply chain management is crucial for e-business success in the 21st century, highlighting the interdependence of business models and the advantages of proper tracking.
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SUPPLY CHAIN
MANAGEMENT &
E-BUSINESS
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INTRODUCTION
The integration of information technology with e-business has completely transformed the aspects of
supply chain.
It is a process through which products from suppliers reach the customers and implementation of
technology has evolved the process from mass production to mass customization.
The importance of e-business on this two organizations can thoroughly is accessed through the help
of this report.
This report aims to access the impact of the supply chain on two organizations known as Harvey
Norman and JB Hi-Fi.
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COMPANY OF HARVEY NORMAN
Retailer of furniture, computers and electrical products among others
Consists of 57 franchise
Has about 280 stores
One of the core leaders in the technological market
(Source: harveynorman.com.au)
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COMPANY OF JB HI-FI
Retail company which mainly focuses on electronic goods and
communications
Has 10 stores in Melbourne as well as Sydney
Provides latest gadgets and technologies
(Source: jbhifi.com.au)
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BUSINESS MODEL OF HARVEY
NORMAN
Follows a complex business model
Focuses on its different aspects such as diversification of items
Focuses on its multiple franchises so that the orders received can be
organised properly for its customers
Pays adequate interest in its marketing aspects as well as property
development.
Main focuses is improvement of e-business
Harvey Norman Business model
Diversified range of
items Competitive prices Franchise ownership People engaged with
its work
Advertising and
promotions
Property investment
and development
(Source: Influenced by Tatoglu et al. 2016)
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BUSINESS MODEL OF JB HI-FI
Follows a franchise-based
business model
Its motto is to abide by the
legal requirements of
business
Essentially helps the
company to support its
various franchises and
growing their in store as well
as e-business
(Source: Influenced by Brandenburg et al. 2014)
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CUSTOMERS AND SUPPLIERS OF HARVEY NORMAN AND JB HI-FI
Harvey Norman
Customers
Customers of all age range
Suppliers
Domus, Havit Lighting, Eglo, PHL, Hermosa Lighting, Brightgreen and
Gerard Lighting and many others
JB Hi-Fi
Customers
Young-generation
Suppliers
LG, Apple and Samsung
(Source: https://www.qualitydigest.com/inside/quality-insider-article/supply-chain-savvy.html)
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SUPPLY CHAIN MANAGEMENT OF HARVEY NORMAN
Follows a traditional model
of a supply chain
products are delivered to
different storage facilities
these products are supplied
to various stores of Harvey
Norman
Same application goes for
its e-business as well
(Source: Influenced by Vanpoucke, Vereecke and Muylle, 2017)
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SUPPLY CHAIN MANAGEMENT OF JB HI-FI
Follows Customer-
centric supply chain
Keep its products
tagged so that they are
easier to transfer to
respective stores
Provides an effective
tracking system for its
customers through
(Source: Influenced by Popa, Soto-Acosta and Loukis, 2016)
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RECOMMENDATIONS
Harvey Norman
Implementation of
Logistics tracking
system
Integration of unique
tracking ID
JB Hi-Fi
Need for expanding its
niche
website should be user-
friendly for everybody to
use
(Source: https://www.mbaskool.com/business-concepts/marketing-and-strategy-terms/1676-e-business.html)
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CONCLUSION
The aspect of e-business is booming in the 21st century
It is incomplete without adequate implementation of supply chain management
The aspect of supply chain management is interdependent on the business model of
organisations
Supply chain management depends on the nature of the business
Proper tracking provides adequate advantage to supply chain management in e-business
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REFERENCES
Boonjing, V., Chanvarasuth, P. and Lertwongsatien, C., (2015). An Impact of Supply Chain Management Components on Firm Performance. In Proceedings of the 6th International
Conference on Engineering, Project and Production Management, 2(1), pp.555-565.
Brandenburg, M., Govindan, K., Sarkis, J. and Seuring, S., (2014). Quantitative models for sustainable supply chain management: Developments and directions. European Journal of
Operational Research, 233(2), pp.299-312.
Christopher, M., (2016). Logistics & supply chain management. 2nd ed. Pearson UK.
Fahimnia, B., Sarkis, J. and Davarzani, H., (2015). Green supply chain management: A review and bibliometric analysis. International Journal of Production Economics, 162(4),
pp.101-114.
harveynorman.com.au, (2018), Contact Us, Available at: https://www.harveynorman.com.au/contact-us [Accessed on: 28-09-2018]
ideas.repec.org, (2018), The impact of e-business technologies on supply chain operations: A macroeconomic perspective, Available at: https://ideas.repec.org/p/fip/feddwp/04-04.html
[Accessed on: 28-09-2018]
jbhifi.com.au, (2018), Contact Us, Available at: https://www.jbhifi.com.au/General/Contact-Us/ [Accessed on: 28-09-2018]
McElheran, K., (2015). Do market leaders lead in business process innovation? The case (s) of e-business adoption. Management Science, 61(6), pp.1197-1216.
Pagell, M. and Shevchenko, A., (2014). Why research in sustainable supply chain management should have no future. Journal of supply chain management, 50(1), pp.44-55.
Popa, S., Soto-Acosta, P. and Loukis, E., (2016). Analyzing the complementarity of web infrastructure and eInnovation for business value generation. Program, 50(1), pp.118-134.
Soto-Acosta, P., Popa, S. and Palacios-Marqués, D., (2016). E-business, organizational innovation and firm performance in manufacturing SMEs: an empirical study in
Spain. Technological and Economic Development of Economy, 22(6), pp.885-904.
Tatoglu, E., Bayraktar, E., Golgeci, I., Koh, S.L., Demirbag, M. and Zaim, S., (2016). How do supply chain management and information systems practices influence operational
performance? Evidence from emerging country SMEs. International Journal of Logistics Research and Applications, 19(3), pp.181-199.
Touboulic, A. and Walker, H., (2015). Theories in sustainable supply chain management: a structured literature review. International Journal of Physical Distribution & Logistics
Management, 45(1/2), pp.16-42.
Vanpoucke, E., Vereecke, A. and Muylle, S., (2017). Leveraging the impact of supply chain integration through information technology. International Journal of Operations &
Production Management, 37(4), pp.510-530.
Wang, G., Gunasekaran, A., Ngai, E.W. and Papadopoulos, T., (2016). Big data analytics in logistics and supply chain management: Certain investigations for research and
applications. International Journal of Production Economics, 176(2), pp.98-110.
Wiengarten, F., Bhakoo, V. and Gimenez, C., (2015). The impact of host country regulatory quality on the value creation process in e-business supply chains. International Journal of
Production Research, 53(16), pp.4963-4978.
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