We are going to describe some competitive priorities (quality, time, flexibility and

cost) of Grupo Nacional De Chocolates (Grupo Nutresa) shown in the web page of
the company.

The first one is the distribution concerning time. As we see on the web page, the
firm has 7 categories of business (meats, chocolates, biscuits, coffee, ice cream,
pasta and Tresmontes Lucchetti) and they must distribute in 65 countries all over
the world. For that matter, the distribution is a competitive priority because the
delivery of the products has to be fast and on time. Most of the products have
expiration dates and they have to keep track and constant check for
the supply network to cover on time the customer (retailers,etc.) orders to fulfill it
s mission of duplicate its sales of 2013 for 2020 and keep client satisfaction a key
priority.
With
this effective distribution
network the
company
has successfully positioned itself both locally as internationally with a strategy of
delivery speed (Krajewski, 2013).

The second competitive priority of the firm is the excellent and constant quality of
the products. They produce over 70 brands with outstanding quality (most of them
with quality certifications not only in their processes but also for their products and
services) and their mission is to guarantee to their clients and consumers, both
national and international, the satisfaction of their needs, with a broad portfolio of
high quality and outstanding innovation of products (Grupo Nutresa). With this
competitive priority the firm has added value to its products, with unique
features that give higher quality and higher costumer appreciation without incurring
in more costs that generates more value for the company.

Finally we have another competitive priority that is the strategic location of

the production plants regarding flexibility and cost. The company has 8 production
plants around the world to supply the different markets and countries on time. They
have variety because it can handle a wide assortment of products as we saw on
the previous paragraph (Krajewski, 2013). Also, with the different locations it can
reduce costs and keep tracking of all of the operations that occur
regarding the demand of the products for future production. Furthermore, with the
distribution network it creates a competitive priority with a differentiated offer
channels and segments and specialized care equipment (9,300 salesperson) that
enables them to serve about 1mm points clients (Grupo Nutresa) in the
region delivering the products at a lowest cost.

References:
Quines somos, grupo nutresa. Tomado el 06 de febrero de 2015 en
http://www.grupochocolates.com/es/content/quienes-somos

Marco estratgico, grupo nutresa. Tomado el

06
de febrero de
http://www.grupochocolates.com/es/content/marco-estrategico

2015 en:

Krajewski et al. (Operations Management 2013): Krajewski, L.J./Ritzman, L.P./ Malhotra,

M.K.: Operations Management Processes and Supply Chains, 10th Ed., Pearson
Prentice Hall, 2013, pp. 651.