can someone help me with those question please

1.Identify the supply chain management problems Scotts Miracle-Gro faced. What was the business impact of its inability to manage its supply chain well?

2.What people, organization, and technology factors contributed to Scotts Miracle-Gros supply chain problems?

3.How did implementing JDA Software solutions change the way Scotts Miracle-Gro ran its business?

4.How did the new supply chain systems improve management decision making?

5.Describe two decisions that the new systemsolution improved.

INTERACTIVE SESSION: ORGANIZATIONS Scotts Miracle-Gro Cultivates Supply Chain Proficiency When you have to make nearly all your annual on-hand quantities, and on-order quantities for sales of 10 billion pounds of lawn fertilizer and each store. Scotts Miracle-Gro's supply chain is other gardening products in a 10- to 14-week sea segmented by warehouse. The individualized store sonal window, you realize the importance of an replenishment plans are aggregated for each ware- optimized supply chain. As the world's principal house so that enough product is produced to stock supplier of lawn and garden care products, the them properly Scotts Miracle-Gro Company, headquartered in Marysville, Ohio, needed to optimize its entire plans of action for each zip code on a day-by-day supply chain-from shelf to supplier-to meet the and weekly basis. JDA Demand is integrated with needs of its seasonal, weather-dependent business. business weather intelligence pioneer Planalytics Weather-related impacts are translated into database of regional and seasonal weather pat- When lawn care company, Scotts, and top gardening brand, Miracle-Gro, merged in 1995, a number of challenges arose. Customer lists over- lapped, causing duplication of sales force efforts. Multiple supply chain designs conflicted, incom- patible invoicing systems clashed, and multiple IT systems could not be coordinated to resolve the discord. The result was that despite holding the leading gardening and lawn care brands in the United States (Roundup and Ortho) in addition to the two that comprise its masthead, the Scotts Miracle-Gro Company suffered declining produc- terns and analytical program. The improved abil ity to anticipate weather patterns and make sound inventory decisions also ensures that promotions are properly timed to maximize revenue increases for the company's retail partners and market share for the company In addition to supply chain segmentation by warehouse, Scotts Miracle-Gro also segments by product. Multiple product-centered supply chains are customized to meet the needs of its retail accounts. Scotts has more than 40 production facilities as well as a number of contract manufac- Miracle-Gro Company suffered declining produc accounts. tivity and deteriorating customer service With execution during its peak-demand season turers, 18 of its own distribution centers, and 10 suffering, the company embarked on an inia more third-party distribution centers. Depending tive, dubbed "One Face to the Customer," that on the product and the volume driving it, ship- included $100 million to upgrade its IT systems. It ments can go to one of the distribution centers adopted SAP's ERP system buttressed with supply or directly to retailers. Maximizing supply chain chain and replenishment planning tools from JDA efficiency has enhanced customer service and Software. The company wanted to use its point reduced costs, a particularly important consider