Tradeteam was developed in response

Tradeteam was developed in response to changing pressures and shifting market conditions in the industry. The beer market in the United Kingdom had been in long-term decline, with pub consumption shrinking at approximately 1 percent per year. Overall, the industry had been suf¬fering from excess capacity and lower margins. On top of this, the government had required brewers to divest themselves of their interest in pubs, a directive with major marketplace impli¬cations. Between 1992 and 1999, for example, pub ownership by regional and national brewers declined from 74 percent to 33 percent. The end result was typical of low-growth industries: Brewers were consolidating and repositioning and were in need of a fresh approach to market¬ing and distribution.
As the United Kingdom's largest provider of brewery distribution services, Exel Logistics had a significant interest in protecting a business that was under pressure from individual brew¬ers and emerging pub ownership groups. Exel's idea was to take over one major brewer's exist¬ing distribution infrastructure to achieve the critical mass associated with that company's market share. Leveraging that infrastructure, it would then offer cost-effective logistics services to other beverage suppliers. This concept led to the formation of the Tradeteam joint venture between Exel Logistics and Bass, which already was the industry's low-cost producer.
Tradeteam is now the U.K.'s leading independent logistics provider to the beverage industry. It has annual revenues of $200 million and delivers approximately 280 million gallons of beer and other beverages to more than 27,000 retail customers on behalf of a number of beverage suppliers. Uniquely situated as a multiuser distributor between the consumer and the supplier, Tradeteam has revolutionized the beverage industry supply chain.
Results to date have been encouraging. Tradeteam has enabled the brewers and beverage suppliers to reduce their operating costs, increase revenues through market expansion, and pro¬vide superior service levels to their customers. Market share for this innovative joint venture has reached the 40 to 50 percent range. In fact, this represents the largest outsourcing initiative yet undertaken in the United Kingdom.
Source: Anonymous, "One Example of Third-Party Innovation,- Supply Chain Management Review. Fall 1999, p. 87.
ceptance, and preference, manufacturers can be expected to have a great deal of influ¬ence. As a general rule, the stronger a firm's product brand image among buyers, the more leverage the manufacturing organization will have in determining supply chain structure and strategy. For instance, Deere & Company dominates how farm machin¬ery, as well as lawn and garden products, is sold, distributed, and maintained.
Independent of customer acceptance is the reality that a firm that brands and mar¬kets a particular line of products may not, in fact, be engaged in either the actual manufacturing/assembly or in the performance of supportive logistics services. It is common practice for an organization to outsource some or even all manufacturing and logistics operations required to market a specific product. The nature of the manufac¬turing process, cost, and next destination in the supply chain go a long way to deter¬mine the attractiveness of outsourcing. Logistical requirements in terms of inbound materials and finished product distribution are created by the geographical relationship between location of manufacturing operations and those of suppliers and customers. However, the power to determine the range of value-added services, physical product movement requirements, timing, and characteristics of flow along the supply chain is directly related to brand power. As illustrated in Industry Insight 5-3 a third-party sup¬plier can help a firm develop effective brand power.

Hasil (Bahasa Indonesia) 2:

Tradeteam dikembangkan dalam menanggapi perubahan tekanan dan kondisi pasar pergeseran dalam industri. Pasar bir di Inggris telah di penurunan jangka panjang, dengan konsumsi pub menyusut sekitar 1 persen per tahun. Secara keseluruhan, industri telah suf¬fering dari kelebihan kapasitas dan margin yang lebih rendah. Di atas ini, pemerintah telah diperlukan bir untuk melepaskan diri dari kepentingan mereka di pub, direktif dengan impli¬cations pasar utama. Antara 1992 dan 1999, misalnya, pub kepemilikan bir regional dan nasional menurun dari 74 persen menjadi 33 persen. Hasil akhirnya adalah khas industri pertumbuhan rendah: Brewers yang mengkonsolidasikan dan reposisi dan membutuhkan pendekatan segar untuk market¬ing dan distribusi.
Sebagai penyedia terbesar di Britania Raya layanan distribusi bir, Exel Logistik memiliki bunga yang signifikan dalam melindungi bisnis yang berada di bawah tekanan dari brew¬ers individu dan kelompok-kelompok yang muncul kepemilikan pub. Ide Exel adalah untuk mengambil alih exist¬ing infrastruktur distribusi satu bir utama untuk mencapai massa kritis terkait dengan pangsa pasar perusahaan itu. Memanfaatkan infrastruktur itu, maka akan menawarkan layanan logistik hemat biaya untuk pemasok minuman lainnya. Konsep ini menyebabkan pembentukan perusahaan patungan antara Tradeteam Exel Logistik dan Bass, yang sudah merupakan produsen penerbangan murah industri.
Tradeteam sekarang terkemuka penyedia logistik independen Inggris untuk industri minuman. Ini memiliki pendapatan tahunan sebesar $ 200 juta dan memberikan sekitar 280 juta galon bir dan minuman lainnya ke lebih dari 27.000 pelanggan ritel atas nama sejumlah pemasok minuman. Uniknya terletak sebagai distributor multiuser antara konsumen dan pemasok, Tradeteam telah merevolusi rantai pasokan industri minuman.
Hasil sampai saat ini telah mendorong. Tradeteam telah memungkinkan bir dan pemasok minuman untuk mengurangi biaya operasi mereka, meningkatkan pendapatan melalui perluasan pasar, dan pro¬vide tingkat layanan yang unggul untuk pelanggan mereka. Pangsa pasar untuk usaha ini bersama inovatif telah mencapai kisaran 40 sampai 50 persen. Bahkan, ini merupakan inisiatif terbesar Outsourcing belum dilakukan di Inggris.
Sumber:.. Anonymous, "Satu Contoh Pihak Ketiga Inovasi, - Supply Chain Management Review Jatuh 1999, hal 87.
ceptance, dan preferensi, produsen dapat diharapkan memiliki banyak influ¬ence. Sebagai aturan umum, brand image kuat sebuah perusahaan produk antara pembeli, semakin meningkatkan organisasi manufaktur akan memiliki dalam menentukan struktur dan strategi rantai pasokan. Misalnya, Deere & Company mendominasi bagaimana machin¬ery pertanian, serta rumput dan taman produk, dijual, didistribusikan, dan dipelihara.
Independen penerimaan pelanggan adalah kenyataan bahwa sebuah perusahaan yang merek dan mar¬kets baris tertentu dari produk mungkin tidak, pada kenyataannya, terlibat baik sebenarnya manufaktur / perakitan atau dalam kinerja pelayanan logistik yang mendukung. Ini adalah praktek umum bagi suatu organisasi untuk melakukan outsourcing beberapa atau bahkan semua manufaktur dan logistik operasi diperlukan untuk memasarkan produk tertentu. Sifat dari proses manufac¬turing, biaya, dan tujuan berikutnya dalam rantai pasokan pergi jauh untuk deter¬mine tarik outsourcing. Persyaratan logistik dalam hal bahan inbound dan distribusi produk selesai dibuat oleh hubungan geografis antara lokasi operasi manufaktur dan orang-orang dari pemasok dan pelanggan. Namun, kekuatan untuk menentukan berbagai layanan nilai tambah, persyaratan gerakan produk fisik, waktu, dan karakteristik aliran sepanjang rantai pasokan secara langsung berkaitan dengan kekuatan merek. Seperti yang digambarkan di Industri Insight 5-3 sebuah sup¬plier pihak ketiga dapat membantu perusahaan mengembangkan kekuatan merek yang efektif.