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McDonald's Corporation: Assessment Of Process Strategies
Assessing McDonald's Process and Location Strategies:
Best Practices in Quick Service Resturants (QSRs)
McDonalds' Corporation has over decades of experience with its supply chains, sourcing and procurement networks learned how to create an optimally balanced fulfillment network to support is thousands of QSR locations globally. In order to achieve the economies of scale the company has been able to rely on for continued profitable operations, the focus has shifted away from pure customization to support mass customization and a very high level of consistency of process execution to reduce costly variation in orders, products, pricing and service. This standardization of processes has given the company a formidable competitive advantage and made them the global leader in repetitive focused strategies in the QSR industry worldwide (Cramer, 2009). In support of this repetitive-focused strategy, McDonald's continues to invest heavily in Total Quality Management (TQM) initiatives that include...
This focus on repetitive strategies has also created a highly effective foundation fro continual supply chain improvements and enhancements as they relate to the broader supply chain ecosystem and its associated quality levels (Cramer, 2009). These investments in TQM and associated quality management initiatives has given McDonald's the ability to expand rapidly on a global scale as well, a benefit even the company did not realize was as potent as initially seen from pilot studies (Hoffman, 2006).
What differentiates McDonalds' from the many QSRs operating globally today is the focus on how to bring in advanced supply chain management concepts and frameworks into their diverse supply chain, sourcing and demand management and demand planning workflows. One of their many innovations in this area of advanced supply chain management is…
References
Cramer, M.. (2009). The Emerging Role of Operations Research at McDonald's. OR-MS Today, 36(4), 22.
William Hoffman (2006, February). They're Lovin' Logistics. Traffic World, 20.
David Walters, & Mark Rainbird. (2004). The demand chain as an integral component of the value chain. The Journal of Consumer Marketing, 21(7), 465-475.
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This level of the maturity model is a transitory one and is focused more on either small, incremental gains from the first level, which is Reacting. In the Reacting layer of this proposed Branding Maturity Model, the majority of brand departments have a decidedly "every department for itself" approach to process maturity and have information flow that is purely dependent on personal productivity applications only. That is to say
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