Every outlet offers a large variety of commodities of medium to high quality. The assortment contains well-known national and international brands. An advanced information system provides a daily updated situation of the companies business. B2B communication is obvious with our suppliers. B2C offers customers easy shopping since 2002.
The headcount is over 2000 Sundan focus on customers’ service, after sales and maintenance service.
Sundan’s company mission is: we expect to offer services never available in the past but highly desired by our customers.
Back ground information:
Sundan started business in Sept.1992 with 10 employees and 110 sqm selling space.
“Customers Service” has been always a priority. The company did set up delivery, installation and maintenance service.
The most important Sundan store was opened in Huaqiang Rd., Shenzhen, in Dec. 1997, offering on 10,300 sqm a wide selection of electrical appliances, Audio/Video equipment, Digital product and house hold items.
The expansion started in Dec. 1999 by the opening of Dongmen store. Other outlets followed with increasing speed.
B2C was launched in Spring 2002 to support local business.
Regional warehouses assure fast delivery to the customers.
More Control over Business Operations
One of Sundan’s main goals was to establish best-practice business processes to improve productivity and gain tighter control over every aspect of its operations.
The JD Edwards Enterprise One platform introduced more efficient ways of working to the company. Manual tasks were automated and new workflows built into the system to ensure staff followed set procedures. This minimized confusion and enabled managers to track the progress of specific orders or tasks.
The integrated system also encouraged information sharing between departments. For example, easier access to data means accounting staff can compare supplier invoices against actual purchase orders. Retail stores can check if a particular product is available at the company’s distribution centre. Regular communication with suppliers is also possible.
Senior managers now have real-time access to accurate, up-to-date business information. Regular data analysis helped Sundan spot emerging market trends and enabled the company to respond faster to changes in consumer demand. Decisions are made in the knowledge that they are based on credible, up-to-date data.
Unified Inventory and Distribution Processes
Since implementing the JD Edwards platform, Sundan has unified its entire supply chain, from order management to distribution and supplier payment.
Regular stock monitoring and daily communication with retail stores ensure there is enough inventories on hand to meet customer demand while maximizing capital utilization rates. More efficient stock and delivery management significantly reduced purchasing, inventory, and distribution costs at the company.
Enhanced Financial Management
Tighter control over accounting processes has helped Sundan improve financial management at the company. For example, a centralized purchasing system is integrated with the supplier database, allowing accounting staff to track purchase orders against supplier invoices. This ensures vendors are appropriately compensated while avoiding double payment.
Sales data from retail stores are delivered everyday so staff can review up-to-date financial data. This helps them determine cash flow and develop budget plans.
Conclusions
Operations management is about the way organizations produce goods and services. Everything you wear, eat, sit on, use, read or knock about on the sports field comes to you courtesy of the operations managers who organized its production.
Operations management is important. It is concerned with creating the products and services upon which we all depend. And creating products and services is the very reason for any organisation’s existence, whether that organisation be large or small, manufacturing or service, for profit or not for profit.
There is evidence that organisations are spending increasing amounts of money on improving their operations.
Operations management is the largest segment of the market. Effective operations management gives the potential to improve revenues and, at the same time, enables goods and services to be produced more efficiently. It is this combination of higher revenues and lower costs which is understandably important to any organisation.
Shenzhen Sundan Stock Co. Ltd certainly understands its market and how it can serve the needs of its customers. Furthermore, its products must be regarded by its customers as representing outstanding value for money. At least as important, however, is the way it organises the delivery of its services within its stores. This is the responsibility of the company’s operations management – the people who manage its store operations.
Reference
Bernard Burnes (1999), Managing Change, 2nd edition, UK: Pitman Publishing
Pearce Jack & Robinson Richard (2000), Strategic Management, 7th edition
Jenny Preece (1998). Human-Computer Interaction
