This report analyzes Starbucks' operational challenges, turnaround strategies, and supply chain objectives. It begins by examining the crisis Starbucks faced from an operations perspective, focusing on planning, staffing, and controlling. The report then discusses how Starbucks was turned around using the principles of the 4Ds (Do, Delay, Delegate, Analysis) and the 5 Performance Objectives, highlighting key decisions made by Schultz, including the acquisition of Starbucks by Giornale and subsequent strategic changes. It also covers the rise of competitors, the financial crisis of 2008, and the return of CEO Schultz. The analysis includes significant operational changes, such as Verismo machines, central roasting, and standardized store designs. The report also touches on the importance of performance-based objectives, such as focusing on business development and providing employee benefits, to drive the company's growth and expansion. The report highlights the importance of strategic decision-making and adaptation to market changes for Starbucks' success.
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