Process Analysis Read the Blaine Kitchenware case in and provide the following: . . . A process map/flow diagram utilizing the standard conventions discussed in class. Identify the relevant resources with their specific tasks Identify appropriate non relevant resources that impact the process Using a table (similar to the slides in class), provide the following: Give the activity time for each task (reasonable estimates based upon some observation are allowed). o Capacity for each resource o Identify the bottleneck o Identify the process capacity O Make a recommendation for improving the overall process. Where would you invest your resources to improve the system capacity? Jennifer Roberts, peesident and founder of Kitchenware.com, finished reading the provocative book later Rio Operatore Try Parties and reflected on her recent efforts to drive profitability with a more in-depth cost to serve analysis of her company. The need for continued sales growth, coupled with the necessity of keeping costs down, put pressure on Roberts to make sure that the company's capacity constrained fulfillment center corried products that offered not only the potential for the highest gross margins but also the greatest potential for profit. The company was already operating with a variety of fulillment models, but Roberts was not reif Kecherare com had an optimal mis The company rely offered cookbooks through an outsourced fulfillment model in partnership with JodHous, an online detailer focusel carclusively on cukbooks. Some una provided direct shipment of certaineme to customers, saving the company the cut of handing and storing product inventory All Kitchenware.com already offered Spelucts and Scorecipes, the largest selection among imenetretien, Robere knew that the company had to continue expanding is offerings to customers in a way that had proposemi. Even though the internet retaling model theretically offered unlimited shelf pace in its virtual store, inventory will had to be held omwhere in the system and doing so was certainly not free. Company History Founded in 1998, Kitchenware.com emerged from a collaboration among coworkers who entered the incubator at ldcalabl in Los Angeles. On the heels of a few successful e-commerce start-ups, Idealabl was interested in funding several vertical e-commerce businesses. Excited about the promise of internet retailing the founders and Idealabl settled on the idea of kitchenware products for cooks. The retail category offered strong margins, a healthy average order size, and only a few serious competitors. Consumers seemed to have a strong connection to content, which would drive down marketing costs over time. The founders established the following four company goals for Kitchenware.com: To offer a complete assortment of products, including every top brand To create a shopping experience that was extremely intuitive and simple To provide dependable and affordable delivery To assist customers quickly and efficiently by offering highly responsive customer service . . . Process Analysis Read the Blaine Kitchenware case in and provide the following: . . . A process map/flow diagram utilizing the standard conventions discussed in class. Identify the relevant resources with their specific tasks Identify appropriate non relevant resources that impact the process Using a table (similar to the slides in class), provide the following: Give the activity time for each task (reasonable estimates based upon some observation are allowed). o Capacity for each resource o Identify the bottleneck o Identify the process capacity O Make a recommendation for improving the overall process. Where would you invest your resources to improve the system capacity? Jennifer Roberts, peesident and founder of Kitchenware.com, finished reading the provocative book later Rio Operatore Try Parties and reflected on her recent efforts to drive profitability with a more in-depth cost to serve analysis of her company. The need for continued sales growth, coupled with the necessity of keeping costs down, put pressure on Roberts to make sure that the company's capacity constrained fulfillment center corried products that offered not only the potential for the highest gross margins but also the greatest potential for profit. The company was already operating with a variety of fulillment models, but Roberts was not reif Kecherare com had an optimal mis The company rely offered cookbooks through an outsourced fulfillment model in partnership with JodHous, an online detailer focusel carclusively on cukbooks. Some una provided direct shipment of certaineme to customers, saving the company the cut of handing and storing product inventory All Kitchenware.com already offered Spelucts and Scorecipes, the largest selection among imenetretien, Robere knew that the company had to continue expanding is offerings to customers in a way that had proposemi. Even though the internet retaling model theretically offered unlimited shelf pace in its virtual store, inventory will had to be held omwhere in the system and doing so was certainly not free. Company History Founded in 1998, Kitchenware.com emerged from a collaboration among coworkers who entered the incubator at ldcalabl in Los Angeles. On the heels of a few successful e-commerce start-ups, Idealabl was interested in funding several vertical e-commerce businesses. Excited about the promise of internet retailing the founders and Idealabl settled on the idea of kitchenware products for cooks. The retail category offered strong margins, a healthy average order size, and only a few serious competitors. Consumers seemed to have a strong connection to content, which would drive down marketing costs over time. The founders established the following four company goals for Kitchenware.com: To offer a complete assortment of products, including every top brand To create a shopping experience that was extremely intuitive and simple To provide dependable and affordable delivery To assist customers quickly and efficiently by offering highly responsive customer service