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Business Report范文-供应链与物流管理策略。本文是一篇国外大学Report写作格式范例，主要内容是讲述Hennes&Mauritz AB，简称H&M，是一家总部位于瑞典的全球时尚零售公司，成立于1947年，秉承以最佳价格提供优质产品并实现可持续发展的商业理念。H&M是世界第二大时装零售商。2013年，H&M开设了356家新店，并扩展到五个新市场：智利、印度尼西亚、塞尔维亚、立陶宛和爱沙尼亚。以下内容就是这篇Business Report范文的全部内容，供参考。  Introduction 引言
Hennes & Mauritz AB, abbreviated to H&M, a Sweden-based global fashion retail company, was established in 1947, serving a business concept of offering good-quality product with the best price along with making sustainability (H&M, 2014a). H&M is the world second largest fashion retailer. In 2013, H&M has opened 356 new stores and expanded into five new markets: Chile, Indonesia, Serbia, Lithuania and Estonia (Passport, 2014).
H&M is a pioneer of ‘fast fashion’ which inspired by the trendy catwalk fashion and transformed them into affordable fashion frequently. Rather than being followers, it perceives the bid of consumer-lead (Passport, 2014). H&M manages its brand with a combination of Uniqlo’s and ZARA’s marketing strategies, which are using long product development cycles and building efficient supply chain (Petro, 2012). This report will critically evaluate the supply chain and logistics management strategies of H&M.
H&M是“快速时尚”的先驱，其灵感来源于时尚的T台时装，并经常将其转变为经济实惠的时尚。与其说是追随者，不如说是消费者主导的出价。H&M结合了优衣库和ZARA的营销策略来管理其品牌，这两种策略使用了长的产品开发周期并建立了高效的供应链。本报告将对H&M的供应链和物流管理策略进行批判性评估。
Which markets have been targeted and why?目标市场是什么？为什么？
Demographically, H&M aims to target younger age groups, especially those who aged 18 to 30 and are sensitive to the latest fashion and trend. H&M fundamentally advocates for offering
从人口统计学角度来看，H&M的目标是面向年轻的年龄群体，尤其是那些18至30岁且对最新时尚和潮流敏感的人群。H&M从根本上主张提供 
quality products with the unbeatable value and a high frequency of launching new products (H&M, 2014a). It has divided its customers based into two distinct groups which are practical customers and trendy customers. The former requires basic and comfortable garments while the latter seeks for fashionable and sartorial products.
具有无与伦比价值和高频率推出新产品的优质产品（H&M，2014a）。它将客户分为两个不同的群体，即实用客户和时尚客户。前者需要基本舒适的服装，而后者则寻求时尚的服装产品。
The number of “global middle class” will expected to expand to 4.9 billion by 2030, compared to 1.8 billion in 2009, significantly contributing by Asia (Pezzini, 2012). The upsurge of the middle class in Asian countries are believed to be sufficient to cope up with the impetus for world demand (Kharas, 2010). Kharas (2010) also stated that the rebound of consumer demand would depend not only on USA, but also Asian countries, especially China and India. Therefore, geographically, H&M not only targets at the Western Europe, where generated almost 71% of revenues in 2013, but also widely targets at USA and Asia Pacific (Passport, 2014). Figure 1.1 indicated that there is significant increase sales in both North America and Asia Pacific.
预计到2030年，“全球中产阶级”的人数将增至49亿，而2009年为18亿，这一数字在很大程度上来自亚洲。据信，亚洲国家中产阶级的激增足以应对世界需求的推动力。Kharas还表示，消费者需求的反弹不仅取决于美国，也取决于亚洲国家，特别是中国和印度。因此，在地理上，H&M不仅瞄准西欧，2013年该地区的收入几乎占71%，还广泛瞄准美国和亚太地区。图1.1显示，北美和亚太地区的销售额都有显著增长。
What has been H&M’s approach to Supply Chain Management?H&M的供应链管理方法是什么？
H&M employs 160 in-house designers who officially work together with pattern makers and print designers to create H&M a wide variety of products. They strive to find the right balance among fashion, quality and best price as well as involving sustainability awareness. Although H&M collection are centrally planned, it does not own any factories instead of outsourcing from 800 independent suppliers, approximately 40% in Europe and 60% in Asia (Petro, 2012). In addition, H&M has set up 21 production office outside Sweden, 50% of them are based in Asia and 50% of them are based in Europe (Tokatli, 2008). Due to geographic and lead time priorities, H&M still persists in choosing Europe as production countries rather than China (Goransson et al, 2007).
H&M develops a long-term partnership and works closely with these suppliers to ensure its product quality. These suppliers are examined and evaluated twice a year to determine their performance and keep maintain good communication in order to respond to changeable demand (Siegle, 2013). Moreover, H&M requires all its suppliers, subcontractor and business partners to sign the Code of Conduct which is implemented in every aspects of the organisation. Full commitment with the Code must be fulfilled throughout the supply chain.
H&M雇佣了160名内部设计师，他们与图案制造商和印刷设计师正式合作，为H&M创造了各种各样的产品。他们努力在时尚、质量和最佳价格之间找到正确的平衡，同时也涉及可持续发展意识。尽管H&M收集是集中规划的，但它没有拥有任何工厂，而是从800家独立供应商那里外包，其中约40%在欧洲，60%在亚洲。此外，H&M在瑞典境外设立了21个生产办公室，其中50%位于亚洲，50%位于欧洲。由于地理位置和交付周期的优先考虑，H&M仍然坚持选择欧洲作为生产国，而不是中国。
H&M与这些供应商建立了长期合作关系，并密切合作，以确保其产品质量。每年对这些供应商进行两次检查和评估，以确定其绩效并保持良好的沟通，以应对多变的需求。此外，H&M要求其所有供应商、分包商和业务合作伙伴签署在组织各个方面实施的行为准则。必须在整个供应链中履行对准则的全面承诺。
H&M seldom works with middlemen. It strategically works with its production offices that are closely located to its suppliers and served as the second hub of information flow. From choosing suppliers, handling production process, reviewing sample to checking quality, H&M can maximise its efficiency to be more responsive to customers demand.
H&M很少与中间商合作。它与位于供应商附近的生产办公室进行战略合作，并作为信息流的第二枢纽。从选择供应商、处理生产流程、审查样品到检查质量，H&M可以最大限度地提高其效率，以更好地响应客户的需求。
H&M basically launches two seasonal collections each year, producing approximately 2000-4000 items on average (Tokatli, 2008). Sub-collections have also been offered within each season in order to continually update its inventory. Usually, the main collection would be long-lead time items whereas the sub-collection would be short-lead time items (Petro, 2012). H&M will produce 80% of its products in advance (Cha, 2013) and the lead time of producing the remaining 20% may vary, generally from two weeks to six months (Saini, 2007).
H&M基本上每年推出两个季节性系列，平均生产约2000-4000件。为了不断更新库存，每个季度还提供了子系列。通常，主要收集的是长交付周期项目，而子收集的是短交付周期项目。H&M将提前生产80%的产品，剩余20%的生产提前期可能会有所不同，通常为两周至六个月。
H&M also develops its production plan six to twelve months in advance, coordinating with the purchasing process accordingly. This planning system helps to achieve its belief in exceeding customer expectations and contributing sustainable work in the supply chain. The process from designing products to retailing takes only 20 days to complete (Saminather, 2007).
H&M还提前六到十二个月制定生产计划，并相应地与采购流程进行协调。该计划体系有助于实现其超越客户期望的信念，并为供应链中的可持续工作做出贡献。从设计产品到零售的过程只需20天即可完成。
H&M has developed an IT system which connected each store with corporate logistics, procurement systems and the central warehouse (Petro, 2012). This system enables the visibility of the entire process to every departments that involved. As a result, a more securable and effective management can be applied across all channels.
H&M开发了一个IT系统，将每个门店与企业物流、采购系统和中央仓库连接起来。该系统使所有相关部门都能看到整个流程。因此，可以在所有渠道中应用更安全和有效的管理。
What market entry strategies have been adopted and why? How do H&M manage their marketing channels?采取了哪些市场进入策略？为什么？H&M如何管理其营销渠道？
Its expansion target is to open 10%-15% new stores per year and this can be implemented by its marketing strategy that is increasing like-for-like sales (Passport, 2014). In spite of reporting that H&M like-for-like sales figures have been declined for five consecutive months, it still plans to open 350 new stores in 2014 (Milne, 2013). Despite the concern that excessive store numbers could affect H&M’s cachet, but the rapid growth of consumer demand is highly enough to support its expansion (Passport, 2014). In fact, H&M has 3511 stores across 55 countries in 2014, compared to 3132 stores across 53 countries in 2013 (H&M, 2014a), accounting for 379 additional stores.
其扩张目标是每年开设10%-15%的新店，这可以通过其不断增加同类销售的营销策略来实现。尽管有报道称H&M的同类销售额已经连续五个月下降，但该公司仍计划在2014年开设350家新店。尽管担心门店数量过多会影响H&M的声誉，但消费者需求的快速增长足以支持其扩张。事实上，2014年，H&M在55个国家拥有3511家门店，而2013年在53个国家拥有3132家门店，占了379家额外门店。
H&M’s expansion strategy in emerging markets is through establishing wholly-owned subsidiaries in order to maintain its direct operational control (H&M, 2014a). All H&M stores are run by H&M, therefore, franchising would not be its favourable method. Nevertheless, some excepted markets necessarily need collaboration via franchising. For instant, H&M reached a franchise agreement with Kuwait-based company, M.H. Alshaya to expand market in the Middle East. This partnership ensures a great success in bringing H&M’s spirit to a new market.
H&M在新兴市场的扩张战略是建立全资子公司，以保持其直接运营控制。所有H&M门店都由H&M经营，因此，特许经营不是其有利的方式。然而，一些例外市场必然需要通过特许经营进行合作。H&M立即与科威特公司M.H.Alshaya达成特许经营协议，以扩大中东市场。这种合作关系确保了H&M精神在新市场的巨大成功。
Joint venture can be considered as a dominant option for multinational enterprise (MNE) to discover emerging markets (Zhou and Xu, 2012). H&M adopted a 51:49 joint venture with Mumbai-based firm Tata Group. This allows H&M to better understand the know-how of local market before accessing to foreign markets, meanwhile, the Indian government regulates 100% foreign direct investment (FDI) in single brand retailing, unleashing market liberalisation (Passport, 2014). These two opportunities inevitably assist H&M to enter Indian market. It aims to invest €100 million for opening 50 stores in India, focusing not only in major cities such as New Delhi and Mumbai, but also other cities like Ahmedabad and Jaipur (Passport, 2014).
合资企业可以被视为跨国企业发现新兴市场的主要选择。H&M与总部位于孟买的塔塔集团以51:49的比例组建了一家合资企业。这使得H&M能够在进入外国市场之前更好地了解当地市场的专业知识，同时，印度政府对单一品牌零售业100%的外国直接投资进行监管，释放市场自由化。这两个机会不可避免地帮助H&M进入印度市场。它的目标是投资1亿欧元在印度开设50家商店，不仅集中在新德里和孟买等主要城市，还集中在艾哈迈达巴德和斋浦尔等其他城市。
H&M has chosen vertical integration as one of its business strategies to better control the whole supply chain. From manufacturing to assembling, merchandising to retailing, all these processes are under its control. It works closely with its production offices, suppliers and buyers. While finish designing at Stockholm headquarters, its partnership suppliers will seek for the most suitable raw materials and matched them for assembling. H&M places bulk order to minimise the risk of price fluctuation and enjoy a certain level of economy of scale (Goransson et al, 2007). Then, the production offices will arrange for merchandising. H&M stores do not prepare any buffer stock, but are replenished from the nearest distribution centre. 90% of H&M’s goods is transported from the suppliers’ warehouses to distribution centres via Hamburg, the main transit point of H&M, by rail or sea (H&M 2014a). Those garments are generally served with price tags and ready for sale (Hasan and Alim, 2010).
H&M选择垂直整合作为其业务战略之一，以更好地控制整个供应链。从制造到组装、销售到零售，所有这些过程都在其控制之下。它与生产办公室、供应商和买家密切合作。在斯德哥尔摩总部完成设计的同时，其合作伙伴供应商将寻求最合适的原材料，并将其用于组装。H&M下批量订单，以最大程度降低价格波动风险，并享受一定程度的规模经济。然后，生产办公室将安排商品销售。H&M门店不准备任何缓冲库存，而是从最近的配送中心补充。H&M 90%的货物通过铁路或海运从供应商仓库经H&M的主要中转站汉堡运输至配送中心（。这些服装通常附有价格标签，随时可以出售。
How is the brand differentiated and how is it positioned?品牌是如何区分的，它是如何定位的？
H&M identifies a sustainable competitive advantage for its brand through providing augmented products. The purpose of creating augmented products is to add value to supplementary elements, aiming to exceed customer expectation (Crassous and Gassmann, 2011). H&M realises the fact that customers are not well-prepared to pay extra money for sustainable value, but it is believed to be a leading trend in the future (H&M, 2014b). Hence, H&M emphasizes offering the best price, not the cheapest price, certainly involving a part of sustainability. It would never compromise the commitment of providing fashionable and quality products with the best price.
H&M通过提供增强型产品为其品牌确定了可持续的竞争优势。创建增强产品的目的是为补充元素增加价值，旨在超越客户期望。H&M意识到一个事实，即客户没有做好充分准备为可持续价值支付额外费用，但这被认为是未来的主导趋势。因此，H&M强调提供最好的价格，而不是最便宜的价格，这当然涉及到可持续性的一部分。它绝不会违背以最佳价格提供时尚、优质产品的承诺。
H&M is positioning itself as an ethical company that produce fast-fashion and ethics simultaneously (Siegle, 2012). For example, H&M has invested heavily in sustainability in order to remove the label of ‘disposable’ fashion manufacturer (Passport, 2014). It realises how important the natural resources to them, thus, it makes use of 13.7% of organic cotton over total cotton use. According to Textile Exchange (2014), H&M is listed as the world top users of organic cotton. It also changes its linear production model to circular production model to serve conscious fashion. H&M no longer focus on making short-term profit, it has stated the importance of developing long-term sustainability to be a significant differentiator (H&M, 2014b). For instant, H&M has collaborated many non-governmental organizations (NGOs) such as Fair Labour Association (FLA) and Fair Wages Network to develop a criteria for benchmarking sustainability to entire industry (H&M, 2014b).
H&M将自己定位为一家同时生产快速时尚和道德的道德公司。例如，H&M对可持续性进行了大量投资，以去除“一次性”时装制造商的标签。它意识到自然资源对他们的重要性，因此，它使用了13.7%的有机棉花，占棉花总使用量的13.7%。根据纺织交易所的数据，H&M被列为有机棉的世界顶级用户。它还将其线性生产模式改为循环生产模式，以服务于有意识的时尚。H&M不再专注于短期盈利，它已经表明了发展长期可持续性的重要性，这是一个重要的区别。就目前而言，H&M与许多非政府组织合作，如公平劳工协会和公平工资网络，以制定整个行业可持续性基准标准。
Furthermore, the transparency of H&M’s supply chain is another key differentiation from other fast fashion retailers. H&M made an effort of creating supply chain transparency by publishing its supplier’s factory list. H&M is one of the few fashion companies to publish its supplier factory list (Doward, 2012).
此外，H&M供应链的透明度是与其他快时尚零售商的另一个关键区别。H&M通过公布供应商的工厂名单，努力创造供应链透明度。H&M是少数几个公布供应商工厂名单的时尚公司之一。
Is Country of Origin (COO) significant?原产国是否重要？
COO could influence on customer-based brand equity, especially in B2C markets. It has added values to the brand and the perceived quality, one of the factors of brand equity, has been recognised as a driving force in order to generate brand awareness (Chen et al, 2011). However, the strength of the link of COO across products may differ as the variation in product categories can be hard to identify (Tseng and Balabanis, 2011). For example, the credibility of French perfumes and Russia vodka are high, compared to the credibility fast fashion. The latter is more concern with the style of fashion rather than COO. Thus, the Swedish original roots may not be significant in inspiring H&M collection that what target customers are expected. In comparison to Sweden, Milan, Paris and Tokyo are more likely to be defined as global fashion cities (Jansson and Power, 2010). Therefore, H&M’s COO is unlikely to be significant in influencing customer purchasing decisions.
原产国可能会影响基于客户的品牌资产，尤其是在B2C市场。它为品牌增加了价值，而感知质量（品牌资产的因素之一）已被视为产生品牌知名度的驱动力。然而，原产国在产品之间的联系强度可能不同，因为很难确定产品类别的差异。例如，与快速时尚的可信度相比，法国香水和俄罗斯伏特加的可信度很高。后者更关注时尚风格，而不是首席运营官。因此，瑞典的原始根源可能对激励H&M收集的目标客户的期望并不重要。与瑞典相比，米兰、巴黎和东京更有可能被定义为全球时尚城市。因此，H&M的首席运营官不太可能在影响客户购买决策方面发挥重要作用。
Have there been issues of supply chain ethics or provenance?是否存在供应链道德或来源问题？
H&M’s commitment is to be ethical through its value chain, steadily rooted in its belief. A great efforts have been paid with awarded the world most ethical company (H&M, 2014b). In spite of adhere to be ethical, some unexpected issues might occur under its vertical control. However, H&M tried its own best to best solving those problems. For example, a Bangladeshi factory that making clothing for H&M and other companies prone to fires due to poor safety standard (Hickman, 2010). H&M alleged that it only bought a small portion of garments from this factory. However, it appointed representatives to visit that place immediately to support those affected and their families. H&M has regularly audited this factory and announced that this factory has attained the Code of Conduct. Following this unwanted incident, H&M produced a series of short films, concerning fire safety and other ethical issues in order to enhance workers’ vigilance (Siegle, 2012).
H&M的承诺是通过其价值链保持道德，并牢固地植根于其信念。我们付出了巨大的努力，获得了世界上最道德的公司。尽管坚持道德，但在其垂直控制下可能会发生一些意想不到的问题。然而，H&M尽力解决这些问题。例如，孟加拉国一家为H&M和其他公司生产服装的工厂由于安全标准差而容易发生火灾。H&M声称，它只从这家工厂购买了一小部分服装。然而，它任命代表立即访问该地，以支持受影响者及其家属。H&M已定期对该工厂进行审计，并宣布该工厂已达到《行为准则》。在这起意外事件之后，H&M制作了一系列短片，涉及消防安全和其他道德问题，以提高工人的警惕性。
Another example was 288 Turkish workers were suffered from verbal harassment during H&M’s external assessment. H&M followed up this circumstance and settled down by giving proper training to their supervisors and putting less pressure on them (Fair Labour Association (FLA), 2009).
另一个例子是，在H&M的外部评估中，288名土耳其工人遭受了言语骚扰。H&M跟进了这一情况，并通过对其主管进行适当培训并减轻对他们的压力来解决问题。
Conclusion 结论
In conclusion, this report has evaluated the supply chain and logistics management strategies of H&M. Vertical brand, H&M achieves its best prices promise by employing in-house designers, having no middlemen, choosing its own suppliers, utilising resources in every part of business, and the most important aspect is having effective logistic management within the supply chain. The highly responsive supply chain distinct H&M from its competitors, enabling H&M to react quickly to the up-dated fashion trend. The selected suppliers not only responsible for manufacturing quality product, but also ensuring the processes are operated under good ethical conditions.
Sustainability plays an important role in implementing H&M business strategy. H&M works very hard to be recognised as an ethical company. These remarkable achievements will obviously lead an increase in brand reputation and customer confidence Therefore, it is essential for H&M to continuously place sustainability as its primary objective to clearly become H&M’s competitive advantage.
总之，本报告评估了H&M的供应链和物流管理策略。垂直品牌，H&M通过雇佣内部设计师、没有中间商、选择自己的供应商、在业务的每个部分利用资源来实现其最佳价格承诺，最重要的方面是在供应链中进行有效的物流管理。高度响应的供应链将H&M与竞争对手区分开来，使H&M能够迅速应对最新的时尚趋势。选定的供应商不仅负责生产优质产品，还确保工艺在良好的道德条件下运行。
可持续性在实施H&M业务战略中发挥着重要作用。H&M非常努力地被公认为一家有道德的公司。这些显著的成就将明显提高品牌声誉和客户信心。因此，H&M必须持续将可持续性作为其首要目标，以明确成为H&M的竞争优势。本站提供各国各专业Business Report写作指导服务，如有需要可咨询本平台。
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