Implementing Enterprise systems, Supply Chain

Management Systems, and Customer

Relationship Management Systems at K-Mart.

INTRODUCTION
PRESENTED BY:
DEMBY SMART(leader)
SHAMS SHAHID
NIRMIT SHELAT
BANYI ABIA
CARIN SOLIS

ABSTRACT
K-mart

falling from the top of the retain

Causes

of their downfall

chain.

Implementations

that were necessary to

improve company

BACKGROUND

BUSINESS PROBLEMS
The functional strategies at Kmart were clearly
not aligned with their business strategy.
Instead of reducing costs by building a more
efficient
supply
chain
like
other
retail
competitors, Kmart invested in acquisitions to
grow their top line.
Kmart measured potential profitability by gross
margin percentages rather than by sales-persquare.
Their inability to understand and leverage
technology to enable supply chains constrained
their capacity to innovate and lead.

HIGH LEVEL SOLUTION

Kmart

should build a supply-chain planning and

execution system to effectively manage demand.
In SCM ,they need
strategic actions like network
development,crossdocking and data-link connecting.
In Inventory Management they need to follow some
basic retail methods like stocking higher-margined
goods in place of faster-moving products.
They need steady leadership with articulated business
strategy.

BENEFITS OF SOLVING

PROCESS CHANGES

BUSINESS/TECHNICAL APP.

CONCLUSION/SUMMARY