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Ingvar Kamprad, the founder of IKEA, as a child, started a profitable business selling matches to neighbours on his bicycle. In 1943, at just 17 using formed IKEA from money his father gave him for his outstanding school results. Ikea is an acronym from Ingar’s initials and the farm and village in Sweden Elmtaryd and Agunnaryd, where he grew up.
In 1947 he sold furniture for the first time.using local craftsmen who used local forests. Its interesting at this point in the companies history because Kamprad was based in a very poor area of Sweden, and because of this, the people were naturally frugal and highly resourceful, in other words they had to maximise and be inventive with the limited resources available to themThe author believes that this is the setting and cornerstone for all of IKEA’s subsequent success.
IKEA’s vision was “To create a better everyday life for the many people.” According to Ingvar Kamprad, the founder of Ikea; “To design a desk which may cost $1,000 is easy for a furniture designer, but to design a functional and good desk which shall cost $50 can only be done by the very best. Expensive solutions to all kinds of problems are often signs of mediocrity.” (Chandler, 1993: 12)
Ikea’s success is based on the relatively simple idea of keeping the cost between manufacturers and customers down. Costs are kept under control starting at the design level of the value-added chain.
Following on from this the culture of the company emphasizes efficiency and low cost, which cannot be achieved at the expense of quality or service. Bureaucracy is fought at all levels in the organization. Kamprad believes that “simplicity and common sense should characterize planning and strategic direction” (Bartlett et Al, 1993: 78).
Bartlett C.A. Ghoshal S. (1993) Transnational Management. Irwin Publishers Boston Massachusetts
Symbolic policies, such as only flying economy class and staying at economical hotels, employing young executives and sponsoring university programs have made cost part of corporate culture and have further inspired the influx of entrepreneurship into the organization. Despite his vast wealth it is reported he used to only drive an eleven-year-old modest Volvo.
By 1951, furniture sales dominated his sales inventory and he decided to specialize exclusively in low priced furniture. The author recognises here that he is playing to his market strengths and again this is a further cornerstone of his subsequent success. IKEA opened its first furniture showroom and published its first catalogue in 1953, which allowed customers to check the quality and use the items they were buying. The author recognises that any company that is prepared to allow customers to use its products before buying them will likely ensure that the quality of the product is if anything substantially above its utility specification. People also like to handle and view a potential product before purchase, which is part of the reason, that ecommerce will always take on limited success.
Today IKEA is actually a privately held company owned by Stichting INGKA Foundation, a non-profit registered in Leiden in the Netherlands that is controlled by the Kamprad’s three sons. The Dutch foundation is worth US$36 billion in 2006. IKEA Group is headquartered in Denmark and is a multinational operator of a chain of stores for home furnishing and furniture.
Currently it is the world’s largest furniture retailer with a reputation for low cost, style and design. IKEA’s annual home furnishing sales are 20 billion euros with more than 260 IKEA Group stores in 25 countries (Ohlsson, 2010).
IKEA has about 40 distribution centres worldwide in 16 different countries, and implemented the automated Astro warehouse management system in 2005 (2005) in 15 of their Distribution Centres (DC) and Customer Distribution Centres (CDC). IKEA has approximately 1,220 suppliers from 55 different countries split more or less evenly between Europe and Asia, the top five of which are China 20%, Poland 18%, Italy 8%, Germany 6% and Sweden 5%. The company holds 3.5m stock keep units, with 10000 different product types amongst them, 10% of which are new every year. It is also a major global employer with 125000 employees in 40 different countries.
Human resources
The company’s ethos was quite Christian in its values-their philosophy was to treat others as one would like to be treated oneself and their belief is akin to that shown by Japanese companies to their workers today that is to increase commitment and hence productivity from staff, one has to provide them with the belief of belonging to the company. For instance, all design teams enjoy complete autonomy in their work, but are expected to design new appealing products regularly. Ikea’s employment philosophy is widely welcomed in the USA where historically moral amongst staff and working conditions and benefits are poor in the retail sector. Low moral has led to it having one of the highest turnover rates of all industries. Companies are forced to recruit and train replacements at higher frequencies and hence staffing costs accelerate.
Definition: Management Information Systems (MIS) is the term given to the discipline focused on the integration of computer systems with the aims and objectives on an organisation.
Information systems can be broadly divided into operational level for transaction processing, knowledge level for knowledge and office management, management level for decision and intelligent support and strategic level for executive support. The information systems support an information value chain for both business process-supply chain, enterprise, customer and knowledge management and management activities-planning, co-ordinating, controlling and modelling. Ultimately all the systems process data and provide feedback and for executive support for decision making planning, monitoring and implementation of strategy and the general workforce.
Definition of an organisation -a stable formal structure that takes resources from the environment and processes them to produce outputs.
An organisation can be said to be a formal structure with a standard operating procedure, politics and culture. Environmental factors affect their outputs -these maybe resources, government, competitors, financial, institutional culture, technology. Impact of information systems is seen in terms of a microeconomic model, transaction cost model, agency theory and behavioral theory.
Sociotechnical systems, redefining boundaries, recognising work flows, flattening, electronic market.
Diagram
Organisation Information technology mediating factors -environment culture structure standard procedures politics management decisions chance
Information systems
Information systems relate to the way in which Ikea is organized, its management and its technical layout. Information systems do not just consist of information technology (IT) and information transfer systems-the technical requirements should act as an adjunct to the business strategies of the enterprise rather than being a hostage to its fortune. Often business strategy requires the execution of complex processes of control and automation and the ability to quickly analyze and react to relevant data, not in an uncontrolled firefighting or reactive manner but with anticipation and forward planning based on likely demand and external changes in the business environment.
Diagram showing interdependence between Business strategy, software, hardware, data management, telecommunications
Organisational framework
The problem is that in complex business organizations SBU’s tend to design their information management needs according to their best interests rather than to the interest of the enterprise as a whole. This is termed the ‘silo affect’. To survive in an every more competitive environment, management must be strong enough to ensure that their strategy is implemented in the execution of cross-functional business processes and that information can be managed and shared across spatial, functional, geographic and segmental boundaries. Stakeholder’s interests e.g.are often ignored at the expense of damaging other parts of the supply chain, and the chain weakens. This maybe for several reasons, particularly because corporations are often intimidated by the thought of sharing competitive information with their suppliers. Their information security facilities often prohibits suppliers from gaining advantage by withholding from them key information e.g. manufacturing processes can benefit from efficient production through accessing a real-time demand system. Companies therefore face a dilemma-do they share information to the extent that it allows their potential competitors access to their market information or do they with-hold information and become less competitive. In the end and on balance, a closeted attitude becomes self-defeating and exposes them to the risk of a more aggressive competitor. Ikea does not actually manufacture products, however it plays a very large design and innovative role in their production. By outsourcing manufacturing they can retain a competitive advantage -if one company fails to provide product as specified they will find another company that can and they do not suffer from set-up costs and ultimately ROI costs.
One can immediately see the main problems relating to information management for IKEA. None more so than with a company whose strategy demands supply from a worldwide network and delivery to a worldwide customer base. One can easily understand that where there is a disparate group of suppliers, co-ordination between various supplier and DC is critical. A range of kitchen products e.g.may be produced by different manufacturers who have different supply times, manufacturing ability, geographical location, delivery times etc. On one hand one does not want idle inventory stock as this costs money, on the other one wants to ensure a constant supply which can meet fluctuations in demand-otherwise customers will become frustrated and will purchase elsewhere. In addition customer demand may vary between geographical location e.g. a country maybe has mainly city based stores where there would naturally be higher demand e.g. for space saving furniture which may be manufacturered in a country round the other side of the world. Ikea faces huge logistical problems, particularly as their ethos is to supply medium range quality product at low price. Supply planning is key to this strategy. One needs in this situation to forecast across the whole company and to organise its distribution centres into groups and hold one lot of a float of stock for a number of DCs. The capacity and geographical location of the CDC’s become crucial to the companies strategic planning. Clearly a high capacity geographically distant CDC or a low capacity near CDC have redundancy issues because of the volume of product they hold and there impact on delivery time.
Technology
At operation level, Astro WMS (Group, 2010) is a modular WMS that IKEA adopted in 2010 and increases and improves efficiency in their distribution centre. Astro simplifies and streamlines the work process to provide total control of warehouse management with full tractability, accuracy, and on-line planning. In order to optimise capacity, handling equipment and storage spaces must be fully utilized. Astro is an automated warehouse management system that allows for ordering fulfilment automatically so reducing manual cost with automated re-ordering purchase orders being sent to suppliers when stock levels are low. Fully automatic double-aisle cranes from LTW – Doppelmayr operate without any manual input as if robots have taken over the world leaving man redundant. In IKEA DC in New Jersey USA is running Astro WMS at full capacity with 175 warehouse employees. Ed Morris, Operations Manager at the site comments, “We have seen that we are already back to picking 4,500 customer order lines per day and able to ship 34 trailers to the stores by the end of week one. I am confident that we will be exceeding our previous daily expectations in the very near future. Through the partnership we have built with the Consafe team, I am sure that both sides will take things away from this project and use them in the future. I really believe that this cutover was a success for both IKEA and Consafe. There will be space for 70.000 pallets in the 2 conventional modules and 100.000 pallets in the high-rack system. The warehouse capacity will be 270.000 pallets and therefore the largest IKEA Distribution Centre in the world.”
Taking a product to market involves many steps and information management is crucial to the product’s success. Ikea often designs and develops products from their inception to market. In order to do this they work from CAD drawings and have prototype machines model real products from their design drawings. But product manufacturing is more involved than just prototype production and testing. One must consider material source and process cost with the manufacturer as well as packaging development. IKEA is famous for its flat packs that were designed not just to fit into the customer’s car easily, but are mainly designed to maximize use of space during transport and warehousing so reducing costs storage and handling costs to a minimum. (Economist, 1994: 101). IKEA realized early on that space is often redundant during storage or transportation, yet costs money regardless of whether it is utilized or not. Hence the idea of a flat pack where storage and transport demand can be anticipated easily and utilized efficiently. In addition products have to market researched and tested and there has to be careful consideration in rollout, forecasting and financials. Neglecting one of these areas can cause immense damage to the company as a whole e.g. if a product reaches the shelf which is faulty may damage the brand of the company e.g. if the manufacturing process is too costly to set up it can place borrowing costs and liquidity capital under significant strain. The product must also be indexed, catalogued, labeled and displayed correctly. All of these represent part of the supply process, all of them require huge information analysis and appropriate information transfer.
Order planning is therefore crucial to their operation and differences between expected demand and supply will affect their bottom line. In 2005 realising that these issues were becoming critical, the company decided to use an SAP based demand-planning tool solution with Manugistics and their goal was to reduce inventory levels in distribution centres by at least 10%. In its deployment the software must be able to identify critical resources such as people, equipment, storage, suppliers, finances, and be able to forecast with reasonable accuracy supply and demand fluctuations.
Diagram-Forecast, stock, orders, material resource planning, requisition, quality, invoice, payment, structure of DC, CDC manufacturers. Production manager and finance officer.
Management issues
In modern corporate culture “constant improvement” has become a leading concept, and the technology has to keep up. Therefore the system needs to be flexible and adaptive, i.e. they need to be able to adapt changes in the flow. The limits of this flexibility are set at an early stage, by the choice of system and provider/supplier.
As the company has such a vast range of stock there is also a tendency to be “production-oriented’, rather than customer focused which has made its supply chain more push than pull which naturally creates a “supply-demand imbalance”.
The Supply Chain Council is an independent group of international supply chain industry executives and experts who developed the Supply Chain Operations Reference (SCOR) Model over a ten-year period using in-depth industry research and analysis. The models however are often based on forecasts and on theories, which are exact in them selves, but whose results maybe incorrect. The reason is that they require great quantities of data that are hard to gather and have to be estimated and calculations often have to be carried out for entire batches. One such example is the Wilson formula.
The Wilson Formula
The Wilson formula is a traditional method for determining production quantity where the total consumption during a period of time is known. The formula assumes that the only costs entailed are a warehousing cost per stock keeping unit and a one-time cost every time an order is placed, known as administrative re-ordering costs. The formula tries to find an optimal balance between the two costs to minimize the total cost, which is known as the economic order quantity (EOQ).
In order for the Wilson formula to work, a number of conditions have to be met:
