Professional Documents
Culture Documents
Seminar 1
1. What are the differences in supply chain strategy and structure between Halloran and Allied? What
impact do these differences have on the kind of business they are and the way they operate? How is this
reflected in the metrics you computed?
2. What are the strengths and weaknesses implicit in Halloran’ operating stance? In Allied’s? A priori, how
would you expect an economic downturn to affect the two firms? An upturn?
Allied Halloran
Strength Strength
• Low transportation cost • Customization
• Cost intensive (price advantage) • One day delivery due to the speed,
• More processing machines (resources flexibility and dependability in it
and capabilities) supply chain
• Large customer base and deepens
very good customer relationship
Weakness Weaknesses
• Inventory risk • High inventory, operation and logistic
• Not flexible (regarding delivery time, cost
and variety of products) • Less processing machine (resources
• Longer delivery and capabilities)
Before 2000, a downturn resulted in an overall decrease in consumption of steel, but an increase of
sale for steel service centers with customers who couldn’t order in Bulk. Therefore, Halloran would
benefit. An upturn may benefit Allied more (bulk orders and big accounts)
After 2000, As a result of change in Business environment and the trend that pushes the service centers
to become processors, it seems that Allied’s business model works better. In this case an upturn would
still be mostly beneficial to Allied.
3. What economic risks are implicit in Halloran’s logistics choices? How has the firm endeavoured to
reduce these? How successful have they been?
- Not cost efficient and therefore less power in bidding.
- Not investing enough in processing machines to follow the market trend.
- Huge Inventory and therefor, operation cost.
- Unnecessary transportation and increased cost as a result.
- Having a responsive supply chain in an industry which is mostly cost efficient. (New England
example)