BACHELOR OF BUSINESS ADMINISTRATION

By:

SYED SHARIM ROHAIL 70078216

HAMMAD AMJAD 70077339

ASSIGNMENT-3

11/12/2022

RETAIL SUPPLY CHAIN MANAGEMENT

Faculty of Management Sciences

Lahore Business School
Lahore, Pakistan
 BAMAN’S TECHNOLOGY – BUILDING SUPPLY CHAINS FOR
BOUNDARYLESS DINING
Question no. 1: Can you analyze Baman’s strategies for its restaurant and retail supply
chains from the perspective of product demand and supply characteristics? How could the
newly defined retail supply chain strategy help Baman out its excessive inventory
predicament?

Zhang re-examined supply chain management at Baman from a strategic perspective. The
company’s comparative advantages in the catering and food industry lay at each end with a
positive curve, product R&D, branding, and customer relationship management. Zhang aimed to
strategically position Baman as a brand owner and virtual manufacturer in the supply chain.

Baman reduced its retail SKUs in 2018 from nearly 40 to less than ten to eliminate excess
inventory and free up working capital. It also decreased some SKUs that produced sales,
nevertheless, at the charge of higher capital occupation as they required high minimum order
levels. The SKUs that were in demand were only retained. The company had economies of scale
through discounts from larger bulk orders, allowing it to forge better links with suppliers. The
best-selling SKUs ended up effectively with improved inventory turnover, faster sales cycles,
and less stocking. The firm also avoided frequent retail updates, including production barcodes
and the replacement of raw materials, leading to complexity and waste. The strategy for
increasing efficiency and minimizing complications was an impeccable match for Bamans retail
business.

Question no. 2: How could Baman enhance supply chain performance through supply
chain integration and collaborative innovation to support its “boundaryless dining”
business model?

Baman prioritized 3 elements while choosing and comparing provider for its eating place and
retail commercial enterprise

1-Quality

2-Flexibility

3-Rate
He categorized provider into 3 class he connected best significance to nice Baman gave majority
of orders to key providers Second strategy is developing collectively smaller performs on-line
advertising device is used to giant the purchaser base. Deliver chain synergies is likewise used
among newly segmented eating place.

Question no. 3: What do you think of Zhang Tianiy’s three future options? What specific
suggestion can you make for each of them?

According to Zhang, Baman has made significant progress in supply chain management over the
past two years, but the company "still has a long way to go". Other supply chain problems will
arise as our restaurants increase revenue, reduce costs and increase profits. On the other hand,
supply chain partners are not always aligned to help each other grow, meet consumer needs, and
continuously reduce operating costs. Another lingering concern is how to increase the number of
stores and expand into new regional markets; Baman has developed a structured and repeatable
restaurant to exploit market problems.