AMAZON OPERATIONS LIFE CYCLE MANAGEMENT

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In part 3 of your assignment is a continuation from parts 1 & 2 (see attached), consider the sustainability of your toy & games idea in the marketplace from initial inventory to subsequent sustainment in the supply chain.
Specifically, examine the company Amazon’s own inventory as a starting point—that inventory came from a supplier—which is where your supply chain starts.
You should describe the life cycle of the business idea. Focus your response on the future of the toys & games business idea, specifically on its growth and eventual decline.

Specifically, the following critical elements must be addressed:

a) Outline the components of the finished toys & games product that will travel downstream along the supply chain by means of shippers, distribution centers and then finally, to a retailer.
b) Identify and describe the technologies you intend to use along the company’s supply chain such as RFID tagging and bar coding, e-procurement, and 3PL.
c) Identify and justify your clicks or bricks decision, that is, your rationale for brick-and-mortar locations or internet services or a combination of both.
d) Identify the key data needed to support the functions of inventory management and supply chain management.
e) Describe the life cycle of the toy & games business idea. Focus your response on the future of the business idea, specifically on its growth and eventual decline.
f) Assess the profit generation and cost-saving opportunities associated with the toy and game business idea based on the life cycle you described. Your assessment should be supported with rationale.
g) Assess the profit generation and cost-saving opportunities associated with the toys & games business idea based on the life cycle you described. Your assessment should be supported with rationale
h) Determine a phase-out plan for your business idea of the toys & games that ensures a sustainable solution that makes way for future innovation and profit streams. Ensure that you justify the steps in your plan.

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