作业代写：宜家的供应链为客户创造价值
供应链是指由分销商、运输商、分销商、零售商、供应商和仓储设施组成的一个庞大的集团，它们参与特定产品的生产、交付和销售。供应链在大多数情况下由“供应、制造、分销”三大部分组成。公司的供应链非常关注特定公司与客户和供应商之间的关系。与客户和供应商的关系为降低成本和增加客户价值提供了可行的机会。宜家的供应链对客户价值的贡献很大，因为该公司通过在提供高价值和保持成本竞争力之间提供平衡，确保自己保持竞争优势。这是因为该公司很清楚，削减成本过多实际上可能会破坏其为客户提供服务的能力。
宜家作为一家公司明白，成本过高可能会让竞争对手获得优势。值得注意的是，价值链通常包括从产品设计到客户购买产品时得到的支持的所有活动(Sople, 2015, p.60)。宜家能够了解其客户，并能够识别哪些是盈利的，这极大地帮助其供应链为客户增加了价值。
宜家对供应链的重新设计为客户价值做出了巨大贡献。例如，公司价值链的第一部分是产品设计，在产品设计中，公司确保使用简单的部件和设计。因此，该公司确保通过让客户运输产品来降低成本，这些产品是他们买回家并最终组装起来的。这是非常有益的，因为它导致消除价值链中的“非增值环节”。
通过销售高质量的产品，宜家确保其供应链显著增加客户价值。宜家的供应链对“客户价值”贡献很大，因为它通常利用与斯堪的纳维亚形象相结合的技术，以发展竞争优势。这是通过库存管理和营销实现的。利用公司的核心竞争力是很重要的，因为它使公司能够从供应链中挤出价值。
宜家公司的供应链对客户价值的贡献是巨大的，因为它从供应商到产品的最终用户都是经过评估的。它还确保其供应链以外部为中心，在高度竞争的环境中生存。为了实现这一目标，宜家确保不仅与供应商紧密合作，还与客户、供应商和其他涉及其供应链的利益相关者密切合作。公司进一步确保通过确定实际驱动成本的因素并让客户指导整个过程来控制成本(Zimmerman & McWatters, 2015, p.22)。通过这样做，它很容易使他们比竞争对手更好地管理其活动，从而对客户价值做出重大贡献。
宜家的供应链管理对其客户价值的贡献很大，因为它有效地与供应商合作，从而开发客户价值。这样的活动很容易使公司(宜家)快速地将新材料、设计和组件集成或合并到提高客户价值的产品中。宜家通过与供应商的电子连接，加强了供应链管理。
作业代写：宜家的供应链为客户创造价值
A supply chain refers to a massive group which is comprised of distributors, transporters, distributors, retailers, suppliers, and storage facilities that give a hand in the production, delivery, and sale of a specific product. At most times, supply chains are composed of 3 major components namely “supply, manufacturing”, and the distribution. A supply chain of a company critically focuses on the relations of a specific company to both its customers and suppliers. Relations with customers and suppliers provide viable opportunities for reduction of costs and addition of value to customers. IKEA’s supply chain heavily contributes to customer value in that the company ensures that it maintains a competitive advantage through providing balance between the provision of great value and the costs remain competitive. This is because the company understands well that cutting costs too much may actually destroy its ability in providing service to its customers.
IKEA as a company comprehends the fact that making the costs to be too high may make its competitor to gain advantage. It is important to note that the value chain usually comprises of all activities right from designing of the products up to the support that the customers receive when purchasing the product (Sople, 2015, p.60). The ability of IKEA to know its customers and be able to identify those who are profitable has greatly enabled its supply chain to add value to its customers.
The re-invention of the supply chain by IKEA has significantly contributed to customer value. For instance, the first part of the company’s value chain is the product design in which the company ensures that it makes use of simple parts and designs. Thus, the company ensures that it keeps the costs down through having its clients transport the products, which they have bought home and eventually assembling them. This is quite beneficial because it results in the elimination of the “non-value added links” in the value chain.
By selling products of high quality, IKEA ensures that its supply chain significantly adds to customer value. IKEA’s supply chain highly contributes towards “customer value” in that it normally leverages technology that is integrated with Scandinavian images in order to develop a competitive advantage. This is attained through both inventory management and marketing. This leveraging of the company’s core competencies is important because it enables the company to squeeze value out of this supply chain.
IKEA Company‘s supply chain significantly contributes to customer value because it is evaluated right from the suppliers up to the final end-users of its products. It also ensures that its supply chains are externally focused to survive in environments that are highly competitive. To achieve this, IKEA ensures that it works closely with not only its suppliers but also with its customers, suppliers, and others stakeholders that are involved in its supply chain. The company further ensures that the costs are controlled through ascertaining what actually drives the costs and letting the clients guide the entire process (Zimmerman & McWatters, 2015, p.22). By so doing, it easily enables them better manage its activities than its competitors and thus significantly contributes towards customer value.
Supply chain management of IKEA greatly contributes towards its customer value in that it effectively works with its suppliers so as to develop customer value. Such activities easily make the company (IKEA) quickly integrate or incorporate new materials, designs, and components into the product offerings that enhancing customer value. The supply chain management of IKEA is enhanced using the electronic links towards the suppliers.
