world. As a result, the supply chains of local Subway stores are very complex and the
overall supply control is provided regionally by the Independent Purchasing
Cooperative (IPC).
The goal at Subway was to achieve better traceability. Ms. Angarita came to IPC
six years ago when she was hired as GS1 Project Manager, which included the
introduction of GS1 standards across the Subway system. GS1 is a non-profit
organization that establishes and preserves global standards for business
communication. The most widely recognized of these specifications is the GS1
barcode. The GS1 barcodes are scanned over six billion times a day. It has a specific
set of standards that the Food-Service Industry uses for traceability.
The manufacturing and service steps of the internal supply chain are very
complicated and involve steps such as ordering by the consumer and the actual
processing of the product, including cooking and packaging. The aim of Subway is to
make processes faster at both the external and internal levels, and the inputs and
outputs should be adjusted accordingly.
One of the big complaints of Subway franchisees over the last few years has been
that the organization has been unable to innovate. But initiatives that have recently
begun, pipeline ventures, and whiteboard ideas seem to suggest that things may
change.
Since I have chosen, Subway as the one that I will be evaluating, however it did
not disclose any information with regrads to their logistics process. Whereas the
logistic for home delivery is handled in such a way: orders are taken by a centralized
call center, from where the information is sent to the nearest subway outlet and the
delivery is carried out by the workers as there is no delivery boy. Each outlet is fitted
with three delivery bikes.
For example, last 2017, Subway launched an order on Facebook Messenger,
around two years after it jumped into remote ordering capabilities. Ganelli said
mobile ordering experienced a 100% year-over-year increase, "again with no paid
advertising." Some of that growth was supported by the loyalty program, although
some were also attributed to the redesign of the app.
Like almost every other restaurant company, Subway is also expanding its
delivery footprint by partnering with Uber Eats, Grubhub, DoorDash and Postmates.
The service is now available in almost 9,000 restaurants. Michael Lang, Subway's
Senior Director of Global Convenience, said the company chose to go with four
delivery partners versus one because it offers customers a wider choice.
Through all of these innovations with regards to the availability of their products
and the services that they are working to make it faster, it has come to fully realize
that it served as the driving force to reach the restaurant’s highest income. Many
consumers tend to avail their proposed Loyalty Card and many signed-up to be a
member of it.
It has been found that reliability, flexibility and responsiveness in relation to the
delivery stage are significantly affected by the issue of delays and lack of resources
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