Shipping straight to two grocery chains' warehouses instead of through a distributor: GB570's Unit 9 chain redesign proposal tallies the removal, the new obligations and the retaliation risk. Searches like "gb 570 unit 9 assignment example", "gb570 unit 9 sample" and "gb570 unit 9 example" land here.
What a finished GB570 Unit 9 chain redesign proposal looks like
Five to six pages, with a before-and-after chain diagram and a costing table. The two chains buy about 1.1 million bars a year, 23 percent of volume, and the distributor's margin on them totals $484,000. The table lists what replaces it: direct freight at $0.13 a bar, retailer deductions and chargebacks at $0.06, working capital for longer receivable terms at $0.03, and $88,000 a year for a logistics coordinator and electronic ordering. That leaves $154,000. A broker to perform the shelf checks the distributor's representatives now make costs about $0.05 a bar, bringing the net to roughly $99,000, or nine cents a bar. A risk register follows, led by the distributor deprioritizing the brand across its remaining accounts, which still carry 77 percent of volume.
How a GB570 Unit 9 example is structured
Addressed to a leadership team, the proposal opens with the redesign, the net figure and the main risk in one paragraph. The current chain comes next, drawn and described, with the distributor's functions listed rather than assumed: storage, delivery, invoicing, shelf checks and credit. The redesign section shows which functions move to the firm, which go to a broker and which simply disappear. Costing follows function by function, so every cent of the $484,000 is accounted for. The risk register ranks retaliation, service-level fines and ordering errors by likelihood and cost. Implementation is phased: one chain for six months as a pilot, with a stated threshold for proceeding to the second. Its final paragraph asks what the firm would have to believe for the redesign to be a mistake.
What the distributor actually does
Storage, delivery to chain warehouses, invoicing, credit and monthly shelf checks. Listing functions first prevents the common error of pricing the stage's margin while forgetting the work behind it.
Where each function goes
Delivery and invoicing move to the firm, shelf checks to a broker, and credit risk to the firm's own receivables. Storage disappears for these accounts, since full pallets ship straight from Minneapolis.
From $484,000 to about $99,000
Freight, deductions, working capital, staffing and the broker absorb the difference. The table keeps each line visible so a skeptical reader can challenge any single estimate.
The retaliation question
The distributor still handles 77 percent of volume. The proposal estimates what a modest cut in its attention to the brand would cost and treats that as the redesign's largest risk.
A pilot with a threshold
One chain for six months, proceeding only if deductions stay under six cents a bar and on-time delivery to the chain's warehouse holds above 97 percent.
Where marks go in GB570 Unit 9
Proposals that price a stage's margin without its work are marked down most often: removing a distributor saves $484,000 only if nothing it did needed doing. Consequences left unpriced, retailer deductions especially, make a redesign look better than it is. Another frequent weakness is ignoring how the remaining partners react; a chain is a set of relationships, and pulling volume from one partner changes its behavior elsewhere. Implementation described as a single switch, with no pilot and no threshold, reads as untested. Graders frequently credit a risk register ranked by likelihood and cost over one listing hazards in no order. The strongest proposals state what would make the redesign wrong, which invites the scrutiny a real leadership team would apply.
Get a GB570 Unit 9 example written to your instructions
Which stage does your prompt ask you to remove or relocate, and in what firm? Supply that plus the assignment wording and rubric for Unit 9. Missing costs get estimated and marked, and the obvious retaliation or transition risk is priced too. First sample free, custom to your case, delivered in 24-48h.
GB570 Unit 9 questions, answered
Should the redesign remove a stage or relocate one?
Follow the prompt if it specifies. If it leaves the choice open, pick the change with the clearest evidence: removing an intermediary suits a case where its margin is visible, and relocating a stage suits one where costs or risks differ sharply by place. Either way, list the functions the stage performs before moving it anywhere.
How detailed should the implementation plan be?
Detailed enough to show the redesign can be tested before it is fully committed. A phased pilot with a named decision point, a timeline in months and two or three measures usually satisfies a graduate rubric. Gantt charts and staffing rosters rarely add marks unless the prompt asks for them specifically.
What if the redesign saves little money?
That can still be a strong paper. Some redesigns are justified by control, speed or information rather than cost, and an honest proposal that reports a small saving plus a strategic gain persuades better than one that inflates the figure. Say plainly which benefit carries the case, and let the numbers be modest if they are.