Supply Chain Management in Whirlpool Research Paper

make out Chain Management in Whirlpool - Research Paper ExampleUn bid its competitors like Electrolux, LG and General Electric, majority of the Whirlpools returns undergoes some fake of manufacturing inside U.S. Although, Whirlpool outsource their acts, it is done minimally, with majority of its manufacturing plants located in North America. Apart from this manufacturing segment of its hang on chain, Whirlpool also has a far-flung distribution network to translate or reach the product to the intended customer. This distribution network consists of factory based distribution centers or warehouses, from where the finished product reaches the regional distribution centers, and then to the local distribution centers, thus finally reaching retail outlets for the client to buy. (Cookie, 2008). With such extensive operations, Whirlpool had to have an optimized Supply Chain Management (SCM) to satisfy the customers, and emerge successful. Although, in early 2000s, Whirlpool had problem s in managing its supply chain, by implementing effective strategies and importantly by using learning technology (IT) tools, it has been able to strengthen its supply chain. Even after the acquisition of Maytag, Whirlpool continued to improve its supply chain by associating with strong players like Penske Logistics, who brought in more IT tools Porters five forces The bargaining power of the buyers has increased because now they have better information some the products, prices and their characteristics because of a lot of exposure about the company and its products through various mediums. In the case of Whirlpool also, the bargaining power of the buyers has accentuated and that is impacting its supply chain. So, to improve its supply chain, Whirlpool decided to first reduce on the customer requirements, and then proceed from there, in a backward appearance. With that focus, Whirlpool studied customers expectation and found they are asking for accurate promises as a first requ irement Give a date, hit a date. (Lee, 2009, p.182). Because of this behavior of the buyers, Whirlpool understood they have to deliver products as soon as possible to the customers. The supply chain needed to be able to get that appliance to the consumer within 48 hours, (MacMilan, 2008). To fulfill this target, Whirlpool started incorporating technology in an accentuated manner in its supply chain. In that direction, Whirlpool also associated with number of suppliers in its supply chain, thereby increasing the bargaining power of the suppliers as well. Although, Whirlpool did non outsource its manufacturing operations, when it came to supply chain operations, it did not stress on conducting it in-house. After making thorough assessments regarding its extensive operations, Whirlpool decided to outsource the maintenance functions. Historically, its supply chain was divided into three parts, with Ryder Logistics handling supply of raw materials to the manufacturing plants and reachin g the finished goods to its distribution centers, while ERX managed its regional distribution centers. (Bowman, n. d). For all these operations, Whirlpool had to supply its fleet of tractors and trailers, as well as manage it. That is when, Whirlpool overhauled its distribution strategy and decided to transform its private fleet into a dedicated operation managed by an outsider, with Penske Logistics coming into the picture. (Bowman, n. d). Penske Logistics with a wide range of IT