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| Format: | Recurso digital |
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Zenodo
2026
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| Online Access: | https://doi.org/10.5281/zenodo.18168698 |
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Table of Contents:
- <p>Abstract<br>The purpose of this research is to examine strategic organisational practices and<br>network- based supply chain structures of Marks and Spencer (M&S) within the retail<br>market of UK. The investigation emphasizes on changing nature of consumer response<br>pattern, heightened market rivalry and supply chain structural transformation have<br>shaped the long-term strategic orientation of the organisation. Central emphasis is<br>placed on the significance of network based supply chain Collaboration and the<br>constrained encountered by M&S in managing B2B and B2C relationships. The<br>investigation also explores the effect of the COVID-19 pandemic on supply chain<br>operations and market based strategic positioning .Using secondary data and<br>established strategic frameworks, the study identifies key organisational competencies<br>and evaluates strategic responses adopted by M&S. The outcome demonstrates the<br>significance of supply chain collaboration, resilience, and strategic congruence in<br>preserving competitive advantage in a rapidly changing retail landscape.<br>Keywords<br>Supply Chain Networks; Retail Strategy; Marks and Spencer; B2B and B2C<br>Relationships; COVID-19; Market Expansion; Supply Chain Resilience.</p>