论文代写：沃尔玛销售
供应链由沃尔玛实现适当的库存是一个专用的努力,开始从超级连锁店与制造商的交互。他们直接采购商品和交互,使它们保持在足够的供应商店。按时交货是实现销售较低库存的转折点。由沃尔玛供应链分销管理维护确保货物抵达仓库没有任何长时间存储,并立即被运送到所需的位置。需求规划运动也为降低库存水平。沃尔玛的专用的交付和皮卡也确保适当和有效的货物准时交货。沃尔玛使用的主要方面是技术不仅提高自己的销售,但也让供应商使用技术的改良和平滑过程有效供应到架子上。沃尔玛拥有自己的卫星全球有效的协调和与他们的供应商合作,尽可能和使用技术。沃尔玛在供应链管理使用的方法可以作为一个典型的例子细化技术和技术应用在不同的连锁中心。严格执行技术和不断的监测和预测需求基于供应商的报告了奇迹的影响在减少公司的运营成本和供应商。
论文代写：沃尔玛销售
The Supply chain maintained by Wal-Mart to achieve proper inventory is a dedicated chain of efforts and starts right from the Super stores interaction with the Manufacturers. They interact directly to procure goods and to make them keep in sufficient supply at stores. On time delivery of goods was the turning point in achieving sales with low inventory. The Supply Chain Distribution Management maintained by Wal-Mart ensured that the arriving goods at any ware house were not stored for long, and that it was immediately transported to the needed location. The Demand Planning exercise also paved the way for lower inventory levels. The dedicated delivery and pickup trucks of Wal-Mart also ensured proper and efficient on time delivery of goods. The main aspect was that Wal-Mart used technology not only to improve its own sales, but also made the suppliers to use technology for the betterment and smooth process of effective Supplies to reach the shelves. Wal-Mart had their own satellite for effective co-ordination and collaboration with their suppliers worldwide, and used technology wherever possible. The methods used by Wal-Mart in Supply Chain management can be taken as a classic example of refinement of Technology and technology application to varying chain centre. Strict implementation of Technology and constant monitoring and forecasting the needs based upon the reports with the suppliers had a miracle effect in reducing the operational costs for the company and for the Suppliers.
