【诚求】英文的 Levis 品牌问题分析和解决方案 ,给个链接或者文章也行~大侠们,鄙人要写一个Levis 这个品牌的问题分析和解决方案的报告书,求英语大侠们伸出援手拉鄙人一把 ,只要跟主题相

【诚求】英文的 Levis 品牌问题分析和解决方案 ,给个链接或者文章也行~大侠们,鄙人要写一个Levis 这个品牌的问题分析和解决方案的报告书,求英语大侠们伸出援手拉鄙人一把 ,只要跟主题相
【诚求】英文的 Levis 品牌问题分析和解决方案 ,给个链接或者文章也行~
大侠们,鄙人要写一个Levis 这个品牌的问题分析和解决方案的报告书,求英语大侠们伸出援手拉鄙人一把 ,
只要跟主题相关,就发给我我哈　～
链接也可以,最好是英文的　!
发不上去的
345￥114￥165＠qq．com

【诚求】英文的 Levis 品牌问题分析和解决方案 ,给个链接或者文章也行~大侠们,鄙人要写一个Levis 这个品牌的问题分析和解决方案的报告书,求英语大侠们伸出援手拉鄙人一把 ,只要跟主题相
爱莫能助!

你就说要问题分析和解决方案的报告书，没要求具体写哪些方面的，什么要求，写毛啊

http://www.slideshare.net/JeayIssac/swot-analysis-of-levi
第7 页

谢谢楼主

真的帮不上你，抱歉。

先给分我给你发

下面文章是有关Levi 在物流方面所遇到的问题及解决方法。由于太长，其他部分已发到邮箱。
另外还给您几个pdf 格式的文章，以及提供了几个链接，希望这些资料对您有帮助：
Levi Strauss Revamps Value-Channel Supply Chain to Keep Pace With Outlet Shoppers

As off-price st...

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下面文章是有关Levi 在物流方面所遇到的问题及解决方法。由于太长，其他部分已发到邮箱。
另外还给您几个pdf 格式的文章，以及提供了几个链接，希望这些资料对您有帮助：
Levi Strauss Revamps Value-Channel Supply Chain to Keep Pace With Outlet Shoppers

As off-price stores moved upscale in recent years with the creation of attractive, shopper-friendly outlet malls, the demands of consumers and value retailers changed. Low prices were still expected, but shoppers also wanted a better selection of style and colors. To meet this need, Levi Strauss revamped its value-channel logistics.
Consumer attitudes toward outlet-stores have changed dramatically in recent years, increasing the importance of this sales channel to vendors. Watching this trend, managers at apparel-maker Levi Strauss & Co. saw the need to upgrade supply-chain systems and processes feeding their outlet retailers. Their solution: Isolate these activities in a new distribution center with a singular focus and outsource the operation to an experienced third party.
Now overstocks, irregular merchandise and returns no longer clog the arteries of the company’s primary distribution centers. Instead, these items — as well as new product samples destined for Levi Strauss sales and marketing teams — flow smoothly through the company’s dedicated facility, a new 246,000-square-foot distribution center known as RISE, an acronym for returns, irregulars, samples and exit strategy products. The facility, located in McDonough, Ga., on the outskirts of Atlanta, is operated by GENCO.
“We launched the RISE project to better fulfill consumers’ expectations for shopping in the outlets, to provide a way for the outlet operators to better manage their inventory investment, and to enhance the value of our products,” explains Bud Smith, director of asset recovery for Levi Strauss. “As a result, we became a better supplier to our business partners and we have our costs and processes under control. We feel confident at this early point that the RISE operation gives us a competitive advantage.”
Headquartered in San Francisco, Levi Strauss is a privately held company owned by descendants of Levi Strauss, who created the first pair of blue jeans in 1873. Levi Strauss today stands as one of the world’s leading branded apparel companies. In addition to its line of jeans, the company also markets Dockers, targeted at the business-casual market, and the dressier Slates brand. With sales operations in more than 80 countries, it reported net sales of $4.6bn in 2000.
In the U.S., Levi Strauss sells its products both in “first quality” and value, or off-price, channels. Four customer-service centers receive and distribute merchandise for first-quality merchants, while value-channel merchandise is moved through RISE to a network of nearly 160 Levi Strauss & Co. outlet stores, as well as a mix of discount retailers including Marshalls, Ross, T.J. Maxx, A.J. Wright and Value City. Levi Strauss owns eight of the outlet stores. Designs Inc. of Boston operates the rest of the outlet stores east of the Mississippi River, and the Miller’s Outpost group of stores of Los Angeles operates the western outlets. All together, the value channel group provides an additional 2,000 stores for Levi Strauss products.
As with many U.S. apparel makers, Levi Strauss initially embraced the outlet store concept as a vehicle to move irregular items, clothing returned by customers, overstock/overrun merchandise and exit-strategy products — slow-movers or last year’s models. But as customers developed greater expectations for outlet shopping, the company’s supply-chain strategists faced some hard decisions. “Ten years ago the outlets truly were manufacturing-driven. A company making product would establish an outlet store, usually at the end of one of their manufacturing facilities, to sell their overruns or irregulars,” says Smith. But in the last decade, the outlet concept morphed from a single-store entity into a shopping mall structure with a predictable commercial environment.
“The American consumer learned that they could find a wide variety of off-price products in these outlet malls, and the manufacturers, for the most part, realized they could generate revenue by feeding these stores. They evolved them from true irregular houses into pleasant shopping experiences where name-brand companies like Levi, Ann Klein, Polo, The Gap and Nautica combined to provide a great shopping experience for consumers looking for value.”
In order to fulfill higher customer expectations and to stimulate outlet-mall business, the stores needed to provide a greater variety of product. “That doesn’t necessarily mean providing all of the product in every size, but we had to provide some product in every size,” says Smith.
For Levi Strauss, this was a big change. The company used to distribute products to the outlets and other off-price merchants in a manner that best suited its interests, paying little attention to the needs and interests of the value-channel merchants. The modus operandi was to ship large batches of mixed products. If an outlet store needed more 501 jeans in the best-selling “heart sizes” of 32-, 34- and 36-inch waists, they had to accept an assortment that included items less in demand by consumers. The information technology systems, such as they were, allowed for no variance.
“We distributed products to our value-channel stores based on what we owned and wanted to get rid of,” says Smith. “A particular outlet may have had several years worth of small-waist sizes, but we made them take more of the 28s and 29s in order to get the 32s and 34s they needed. The prices were cheap enough that the buyers were willing to take large assortments that included a little bit of everything in order to get the heart sizes — they could make it work if the price was right.”
But as businesses and their increasingly sophisticated IT systems began assigning accurate inventory carrying costs and identifying the value of lost sales opportunities, it became obvious to Levi Strauss that change was needed.
Another internal driver for change stemmed from the practice of using all four first-quality customer-service centers (CSCs) to handle products for the value-channel stores — a costly, complex process that tended to gum up the CSC’s primary function.
The fragmented nature of the operation undermined efforts to introduce consistency and accountability in the process. “In general, the processes used for handling returns and distributing irregulars were disjointed and outdated,” says Smith. “No investment had been made in improving our handling of off-price products for more than 10 years, and our new CSCs intentionally were not designed to handle this merchandise.” As a result, returns processing was a slow, manual process lacking in accuracy. There was no consistent returns authorization procedure, and managing the claims and credits was a nightmare, says Smith.
Senior management in1998 asked Smith, whose background was in marketing, to take a hard look at the existing situation and develop an outline of business requirements for a new supply-chain strategy to service the value channel. Smith brought his initial findings to the company’s distribution/logistics leadership, and together they formed a cross-functional team with additional representatives from asset recovery, information technology, planning and performance, internal audit/accounting and treasury to analyze how Levi Strauss could best fulfill the business requirements. A key question was whether it would make fundamental economic sense to take on this task internally.
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