RAW

l’époque s’appelait Gap Star. C’est en 1996 que la marque devient G-Star en créant sa ligne « RAW ». La marque compte 6 000 points de vente dans 65 pays, la marque est distribuée dans leurs propres boutiques, mono marque, e-commerce, grands magasins et multimarque. G-Star s’oriente plutôt vers une mode masculine, son inspiration se trouve dans les coupes militaires, elle propose aussi une ligne denim « G-Star Raw ». Le prix des jeans est assez élévé, le prix moyen étant de 150euros. La griffe alliant

purchased or imported as finished goods as the company by independent contractors located in China, Vietnam, North Africa and Portugal. ² Products are manufactured based on design specifications provided by the company whether they are produced from ‡ Raw materials provided by the company ‡ If they are purchased or imported as finished goods. ² Thus Quiksilver follows a combination of both Full Price and CMT principles in their extensive purchasing strategies. ² Goods are generally manufactured and processed

intégrante de l’organisation 32 Etendue de la SC La SC va du fournisseur du fournisseur jusqu’au client du cleint. Organisation transversale Retailer Financial Flow Second Raw supplier First Raw Supplier Wholesaler Distri Center Plant Shop floor Raw Material Warhouse Procurement Network Raw Material warehouse Manufacturing Network Data Flow Material Flow Distribution Network 33 OUTILS SUPPORTS DE LA SUPPLY CHAIN 34 SC et Systèmes intégrés:

RÉGIMES « SANS » Le salon des allergiques et autres « intolérants » s’ouvre à Paris, l’occasion, pour des spécialistes, de décrypter ce phénomène controversé. Trois jours « sans ». Sans gluten, sans sucre, viande, sans lactose, sans cuisson (tendance « raw »¹)… sans saliver ? C’est en tout cas le thème – restrictif – d’un salon, le premier du genre de cette ampleur, consacré aux allergies alimentaires et donc aux produits « sans » qui s’ouvre vendredi et jusqu’à dimanche porte de Versailles à Paris

indicator that this decision by the government was favourable to entrepreneurs globally. A main disadvantage that stunted any economic growth in India was the high import and export tariffs imposed by the government. By allowing the importation of raw materials and industrial goods through the reduction of the highest import tax of 400% to 65%, products could actually be produced at a feasible price, which resulted in healthy competition. Foreign companies could not only start a business in India

innovate with every new collection and to attract customer by both design and functionality. There are some materials which are built into Puma soles. Sourcing, Procurement & Logistics: Puma completely outsourced the production in Asia and the raw material procurement is superior especially in these countries. Puma has done a highly vertical integration. The production selected some criteria like quality, price and environmental factors. 70% of the logistics were outsourced. Brand Management:

Germany was central to construction of compromised-sovereignty order De Gaulle appeared to reassert sovereign intransigence of the French State, but needed American security provision External shocks (suspension of $ convertibility, rise in oil and raw material prices) brought an end to benign conditions of steady econ growth on which supranational compromise had floated. Cf. Stanley Hoffman: 1966-1985 = Dark Ages of European Integration BUT period saw remarkable developments in sharing of sovereignty

1°) Key Success Factors in the cosmetics industry : an attractive brand image. focusing on giving good services ( counseling). the ability to innovate and develop new products with new raw materials ( clé de peau beauté). a large product’s choice. good distribution channels adapted to the target customer good promotion/marketing strategy. being able to adapt to new markets/cultures.( cosmetics ) good understanding of needs and trends. 2. Analyse Shiseido's competitive advantage

d'une presse entièrement sous l'emprise des ligues de vertu et de la glorification de la puissance américaine, sort, surgi comme un véritable coup de tonnerre, le premier "COMIX" de la culture underground : ZAP, qui sera suivi de beaucoup d'autres : Raw, Weirdo, Armadillo, Home Grown, The Freak Brothers, etc.... Underground, parce qu' il s'agit de comic books auto-produits sous forme de fanzines ou édités dans le cadre de la small press, (c'est à dire auto-distribués, hors des circuits de distribution

Chain and Supply Chain Management: The value chain is the successive stages during which value is created when producing, distributing, and servicing a product. Distinct stages in the value chain may include: receiving and distributing raw materials, converting raw materials into a finished product, identifying customers and distributing the product, and providing customer support. Identifying the value chain allows a firm to refine its operations in an effort to improve quality, add efficiencies