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Coping with the company’s expansion presents an enormous challenge for distribution. We will more than double volumes over the next 5 years and will be serving more and more markets around the world. Growth on this scale necessitates regular adaptations to our distribution structure. For example, one important step will be to reorganize our distribution center structure so that the low-flow range will be stored centrally for large regions while the high-flow range is stored in centers closer to the relevant market. At the same time, we’ll strive for an increase in direct deliveries.
Another example of a future challenge for our experts in distribution is to meet the demands generated by remote shopping over phone and Internet. Although we expect IKEA customers will always enjoy an inspiring visit to the store, Internet shopping and telephone orders are steeply on the rise, requiring new, quick and flexible distribution solutions according to the customers’ expectations. |
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| The store distribution manager analyses the supply chain, ensuring distribution centers can accommodate the volume of goods required by stores. |
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| The customer distribution manager is responsible for operating and developing the order distribution business, from warehouse to customer. |
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| The transport operational coordinator is the lynchpin between IKEA and its carriers, ensuring an efficient flow of goods. |
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| The warehouse operations manager ensures efficiency within the distribution center and responds to the needs of the supply chain. |
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| The quality manager is responsible for quality control in the warehouse and efficiency of delivery to the customer. |
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| The transport business developer builds and maintains relationships between IKEA and its carriers whilst negotiating mutually beneficial transport scenarios. |
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| The goods flow coordinator secures the highest product availability to the customer with the lowest possible supply chain costs. |
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