Competing on Capabilities: The New Rules of Corporate Strategy¶
Stalk, G., Evans, P., & Shulman, L. E. (1992). Competing on Capabilities: The New Rules of Corporate Strategy: The New Rules of Corporate Strategy. Harvard Business Review.
Cited by¶
1 citation across 1 artifact.
Each citation links to the sentence it supports in the citing article.
Domain-specific¶
- Cross-Docking
- Walmart's regional distribution network is the canonical large-scale application: truckloads from suppliers arriving at a distribution centre are unloaded, re-sorted by store, and re-loaded onto store-delivery trucks within the same operational shift
This sourceStalk, Evans and Shulman present Wal-Mart's distribution system as the fullest expression of cross-docking and central to its competitive strategy. Cross-docking let Wal-Mart avoid inventory and handling costs and cut its cost of sales 2-3% below the industry average, enabling everyday low prices.
Supported in partVerified against a saved copy of the source
“goods are continuously delivered to Wal-Mart’s warehouses, where they are selected, repacked, and then dispatched to stores, often without ever sitting in inventory”
- Walmart's regional distribution network is the canonical large-scale application: truckloads from suppliers arriving at a distribution centre are unloaded, re-sorted by store, and re-loaded onto store-delivery trucks within the same operational shift
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