The structure of pizza supply chains

This study hopes to give overview to the organizational supply concatenation of both Domino ‘s and Pizza Hut ; following a comparative analysis of the assorted methods used throughout the companies ‘ supply ironss ; measuring their viability in adding value, cut downing hazard and bring forthing optimum effectivity & A ; efficiency towards profiting.


Founded in 1965 by Tom Monaghan ; Domino ‘s is the second-largest pizza concatenation in the United States ( ) . As it stands, 70 per centum of its gross comes from place bringing service and around 30 per centum is nonprescription gross revenues. Domino ‘s besides has a prima international presence ; with 8,533 franchise shops located in more than 60 international markets ( ) .


Domino ‘s is as a pizza bringing company, which operates in more than 60 states worldwide. The company ‘s cardinal merchandise and services include: Beverages, Branded Merchandise, Desserts, Pizzas, Side Dishes and Home Delivery.


The company operates in three sections:

– Domestic shops

– Supply concatenation

– International

Domestic Shops

Dominos utilizes its company-owned shops to prove new merchandises and engineerings, which might so be passed onto franchises. The Domestic Stores besides generate a grounded income for the company while being able to keep some nucleus ownership.

Supply CHAIN

Dominos utilizes a vertically incorporate system fabrication and presenting most natural stuffs to the shops ; this system allows Domino ‘s to leverage the buying power of 1000s of company-owned and franchised shops countrywide maintaining nutrient costs down ; increasing velocity of service and bettering sales/customer service.


The international operation of Domino ‘s consists of 3,469 franchised shops outside the United States. Domino ‘s operates six supply concatenation Centres internationally, which manufacture dough and administer nutrient and supplies. During 2007, the international grosss were estimated at $ 126.9 million. ( )

Procurement of natural stuffs

The assemblage of natural stuffs is an of import portion of the Domino ‘s concern theoretical account as they are the manufacturers of their ain dough. This allows Domino ‘s to keep a competitory border by take downing their costs and besides guaranting merchandise quality. Natural stuffs are gathered from local 3rd party providers and are delivered utilizing cold storage trucks to the dough fabrication installations. The dough is processed and so sent to the shops for the distribution and production ( ) .


The Domino ‘s pizza dough is processed from the wheat through its ain dough production workss, and so sent to the retail mercantile establishments once more in refrigerated trucks ( cold concatenation logistics ) for assembly and gross revenues.

Merchandise assembly

Once the natural stuffs reach the shop, merchandise assembly takes topographic point on a made to order footing. All non-valuable common merchandises are manufactured into something, which holds perceived value with consumers ( value adding ) . Through the in-store assembly line, toppings ( veggies, meat, sauce, cheese ) are added to the prefabricated pizza base, it is cooked, and eventually served to clients within a timely manner. Methods of distribution to consumers ( pizza ) vary from in-store aggregation to bringing via messenger.

Overview of the supply concatenation ( Diagram )


Pizza Hut specializes in the operation of pizza eating houses and takeout huts. Pizza Hut is a subordinate ofA Yum! Brands, Inc. Its history day of the months back to 1958, when Frank and Dan Carney opened the first eating house in Wichita, Kansas ( ) . In 1973, Pizza Hut expanded into international markets. Restaurants were opened in Islington, London every bit good as in Japan and Canada. Pizza Hut operates in 92 states throughout the universe. As of 2009, Pizza Hut had 7,566 units in the US, and 5,715 units outside the US ( ) .

Corporate Scheme

The overall corporate message is “ to fulfill our client by offering them the best. ” Pizza Hut utilizes the C.H.A.M.P.S ( Cleanliness, Hospitality, Accuracy, Maintenance, Product quality and Speed ) theoretical account to administrate its cheques and balances within its supply concatenation ( ) . Finally Pizza Hut incorporates the 3F ‘s ( Fun, Friendly and Familiar ) guideline when covering with client service and employee direction ( ) .


The Pizza Hut eating house concatenation specializes in the sale of ready-to-eat pizza merchandises. The concatenation sells a assortment of pizzas with a assortment of toppings.

In some eating houses, Pizza Hut besides offers bread-sticks, pasta, salads and sandwiches ( ) . Menu points outside of the US are by and large similar to those offered in the US, although pizza toppings are frequently matched to local penchants and gustatory sensations.

SUPPLY CHAIN- Back terminal supply concatenation

The Supply concatenation of pizza hut consists of direct providers and indirect providers.

The Direct providers of Pizza hut are:

Pepsi Company

Regional dough production companies ( Pizza base )

Secondary stuffs ( meat, veggies, sauces ) come from a Dominos warehouse that purchases on a “ Commissary ” footing. The purchase is via indirect local providers:

Local Meat markets

Vegetable markets

Sauce companies

All of the direct stuff is requested daily based on a director ‘s prognosis ; cold concatenation conveyance systems are used to present on a following twenty-four hours footing. Indirect stuffs are purchased by the warehouse and are delivered on a hebdomadal footing ( ) .

Making the sale – the merchandise to the consumer

Once the supplies from primary and secondary beginnings are stocked within the constitution, it is clip to set all the pieces together and do the transportation of sale to the consumer.

Pizza hut at this point takes orders from its walk-in and telephone/text/internet patronage. The assembly line manner of taking orders and fixing nutrient ensures efficient orchestration of this procedure. The procedure is meant to take no longer so 15 proceedingss from puting an order to functioning the client.

( ) ( hypertext transfer protocol: // )

COMPARE, CONTRAST, AND ANALYSIS – Looking at the Value Chain

Inbound logistics/Outbound logistics having, warehousing, stock list orders

Both Pizza Hut and Domino ‘s had efficient and effectual methods of transit with an accent on keeping merchandise value ( Hopkinson, 2011 ) . There were little differences – Both companies utilized cold concatenation logistics to keep merchandise freshness, nevertheless Pizza Hut had more accent on keeping indirect stock within its cold storage installations. Having more stock in storage allows Pizza Hut to manage fluctuations in demand increasing their capacity, nevertheless it besides increases costs and places the company at more hazard of holding a extra excess and non adequate demand IE: the Bullwhip Effect/Forrester Effect ( ) . Stock is managed by the single directors of both Pizza Hut and Domino ‘s. Suppliers & A ; warehouses estimate the orders using prior informations. Both Pizza Hut and Domino ‘s use the same/similar ordination methods – with the lone difference being in Domino ‘s bring forthing its ain dough.

Cold concatenation logistics

For both companies, cold concatenation logistics, transit, and storage-based services are utilised ; this is a really of import portion within the supply concatenation. An unbroken cold concatenation is an uninterrupted series of storage and distribution activities which maintain a given temperature scope. Both Domino ‘s and Pizza Hut utilize cold concatenation logistics to assist widen and guarantee theA shelf lifeA of their merchandises, keeping value within the supply concatenation ( ) .

Operations/Outbound logistics value-creating activities inputs-to-product.

Pizza Hut, with their cold train transit and storage installations, has really small operational cost in comparing to Domino ‘s. Domino ‘s has a considerable operational cost and clip due to their fabrication installations ; nevertheless, this besides decreases their overall, which besides reduces their overall costs. Using a vertically incorporate supply concatenation system, Domino ‘s green goodss their nucleus merchandises such as dough ; utilizing natural stuffs ( wheat ) they purchase in big measures at lower costs. Domino ‘s and Pizza Hut both show nucleus integrating between Outbound logistics, which is by and large towards the terminal of the Value concatenation, and Operations as production relies on a theoretical account of made to order mass customization ; the production of their core merchandise is done on site – consumers gain the feeling of customization which is in fact limited – This adds considerable Value to the supply concatenation.

Marketing/Sales/Service buying the merchandise, advertisement, pricing, etc.

All selling is done through corporate central offices subdivided via districts IE: Europe, Americas, and China etc. Sellings for both companies are targeted to the gustatory sensations within each state, alining their merchandise line consequently IE: Indian Spicy Pizza etc. This method integrated with custom-built mass customizable merchandises and friendly/fast service ; increases the Value proposition: ( Value = Benefits / Cost ) straight ( Hopkinson, 2011 ) .

Make-To-Order Model

To cut down stock list and addition flexibleness, both Domino ‘s and Pizza Hut utilize Make-to-Order systems giving consumers the feeling of pick, whilst keeping a set construction of offerings.

Technology Development engineering used to back up the value concatenation

Inventory & A ; stock analysis systems are built-in at both ironss in order to avoid demand mismatch, without these systems capacity could potentially be exceeded or underestimated. The solution both companies have taken is day-to-day stock analysis carried out by the person directors coupled with technological stock tracking systems ( Christopher, 2005 ) .


The map of a supply concatenation is measured in footings of their net income, mean merchandise fill rate, response clip, and their capacity use. Both Pizza Hut and its rival Domino ‘s have a strong operation supply concatenation. The lone suggestion could be to cut down operating expense, but no to the point that there is no room to turn or to manage fluctuations in demand. A Higher capacity use for both companies would diminish hazard being that costs are reduced, but it would besides halter addition if future demand rose beyond the supply available.