UNIQLO SUPPLY CHAIN EXPANSION TO: TADASHI YANAI FROM: NANYANG CONSULTANCY

Transcription

1 UQ L O UNIQLO SUPPLY CHAIN EXPANSION TO: TADASHI YANAI FROM: NANYANG CONSULTANCY 1

2 Agenda 1. statement 2. Recommenda3on 3. Op3on Analysis 4. Customer value 5. Implementa3on 6. Timeline 7. KPI 8. Financial Analysis UQ 9. Risk analysis 10. Conclusion L O 2

3 statement Retail market highly compe33ve; lead 3me for delivery needs to be low High store opening cost in US; huge investment required Need to cater to new demographic requirements Ø How can Uniqlo scale its supply chain in the US (Priority)? 3

4 RecommendaEon Planning Produc3on Sales and distribu3on Incorporate design thinking to understand the US requirements Undertake manufacturing JV in geographies, such as Mexico, in accordance to our efficiency standards Kaizen - concept U3lize the hub and spoke model in the distribu3on and warehousing system Recommenda4on Op3on Analysis Customer value 4

5 OpEon Analysis Good brand name in Asia Compe33ve pricing Value for Uniqlo Consistency in quality Op4on 1: Ramp up a supply chain presence in Asia High lead 3me for delivery in US Lack of understanding of US consumers Op4on 2: Build a full supply chain in US via ver3cal integra3on Increase the cost of produc3on Func3onal products Innova3ve products Op4on 3: Strategic replica3on of Uniqlo s successful supply chain model with emphasis on localiza3on 5

6 Customer Value ProposiEon Compe33ve Pricing High quality & consistency Ability to price products lower than compe3tors Eg: Jean jacket (US$24) Vs Gap & Matsuya (US $ 58 & 175) Superior quality control system (Eg: Kaizen) Product quality consistency Innova3ons (Heat Tech) well accepted by Asian consumers Ø Ability to provide excellent quality of func3onal products, at compe33ve pricing 6

7 ImplementaEon 1: Planning Design Thinking Driven R&D Design Thinking Taskforce The need to understand how American consumers perceive quality Ex: Fast food milkshake Next Steps: Harness consumer insights into product design specifics Ex: Singapore Airlines Promo3ng Innova3on Program Design Thinking Training Next Steps: U3lize insights to train staff to target segments asking the right ques3ons Ø Focus on the need to incorporate American insights into product designs 7

8 ImplementaEon 2: ProducEon Manufacturing JV Seeking JV partner Loca3on proximity is cri3cal for manufacturing Ex: Remy Motors in Mexico Low manufacturing costs and educated workforce in Mexico Quality Control Train local JV partner in delivering Kaizen level quality Ø Reduce lead 3mes in distribu3on to warehouses Ø Take advantage of Maquiladoras less tax, duty, etc. 8

9 ImplementaEon 3: Sales & DistribuEon Warehousing E- commerce Follow the hub & spoke model Ex: Airline industry - Delta Airlines Create fulfillment warehouses: a) East coast (Atlanta, GA) b) West coast (San Francisco, CA) Tap into Amazons success in the north American subcon3nent Ex: JD.com in China Ø Cater to consumers by leveraging the strength of incumbents and u3lizing innova3ve warehousing 9

10 Timeline Planning Production Sales & Distribution Hire local R&D team Commence customer surveys Hire new designers Training Prospect JV partner Build plant Commence Manufacturing Negotiation with Amazon Prospect hub in GA Build hub in GA Prospect hub in CA Build hub in CA

11 KPI Planning Customer sa3sfac3on index Sales % of new products in US market Produc3on Number of defects / product lines Volume produced / SKU Sales & Distribu3on Lead 3me for store stock replenishment Order to collec3on 3me for online purchases Ø Monitor KPI s to maintain control on implementa3on 11

12 Financials Annual Cumula3ve [VALUE]m$ In the joint venture Uniqlo will own 20% o Total cost of JV 50mln On average 160 stores; product sold every 2 mins- 16 mln sold every year Cost of shipping a product $2.5 One mln shipping per year IRR: 81% Break even: 3 years 12

13 Financials (m USD) New R&D team Designers Training New plant 5 5 Running plant New E.C. hub 13 New W.C. hub 13 Shipping cost Additional NI Annual Cumulative

14 Risks Types of Risk Defini4on Likelihood Impact Mi4ga4on Social risk Quality risk Social Risk What if our seasonality is not fast enough for US customers Joint venture may not adhere to quality standards US consumers refuse to buy Japanese products High Medium Produc3on facility in Mexico will reduce lead 3me Medium High Provide training by the Takumi team Low Medium Undertake design thinking to understand consumers 14

15 Conclusion Planning Produc3on Sales and distribu3on Incorporate design thinking to understand the US requirements Undertake manufacturing JV in geographies, such as Mexico, in accordance of our efficiency standards Kaizen - concept U3lize the hub and spoke model in the distribu3on and warehousing system 15

16 UQ L O THANK YOU 16