Using Facilities as Supply Chain Performance Driver

In: Business and Management

Submitted By samuke01
Words 2365
Pages 10
MODULE 2 FINAL PROJECT
BUNGE LIMITED – COMPANY’S GOAL AND STRATEGY ADOPTED TO ACHIEVE IT.
INTRODUCTION
A strategic approach in establishing a competitive advantage and sustainable market dominance is always the target of most businesses. Chopra & Meindl (2007, pp.37) stated that: “A company’s competitive strategy defines, relative to its competitors, the set of customer needs that it seeks to satisfy through its products and services”. Bunge has been in existence for nearly two (2) centuries, remained competitive and has grown their businesses from a private enterprise found by a German merchant, Johann Peter Bunge, to a world class firm that is quoted in New York Stock Exchange (NYSE). On its inception at Amsterdam, the firm was involved in grains merchandising and importation from the then Dutch colonies until 1859 when it relocated to Antwerp to become one of the global recognised company in commodity trading; with several operations and businesses in the North and South Americas with distribution capabilities that is spread across the world, Bunge identified facilities as a key driver of supply chain performance as it affects responsiveness and efficiency in market environment (Chopra & Meindl, pp. 64).
As the company positioned to become the largest oilseed-processing firm in the globe through acquisition of Cereol in July, 2002; it was faced with the integration of Cereol into Bunge’s business and organizational model, and the dilemma of decentralization of its businesses.
This project will focus on identifying the corporate strategy of Bunge while describing the strategy that was adopted in achieving it.
CORPORATE STRATEGY
At the upper level of the Company strategy, it was designed to make Bunge “the best integrated agribusiness and food company in the world”. It was further identified that logistics will play a key role in this integration…...

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