Introduction Hershey Company is a US food company which was incorporated in 1894 and based in Hershey, Pennsylvania. The company specializes in production, distribution, sale and marketing of various confectionaries including chocolate, snacks, beverage enhancers, and other refreshments (Bilbrey, 2011). The company enjoys a good market share in the United States and internationally. Its distribution channels include food brokers, sales representatives, wholesalers, and grocery stores, vending companies, departmental stores and convenient stores. The initial company’s strategy was production and sale of cheap, high quality products. This has been the company’s reputation for decades and has been its distinguishing factor. The founders of the company believed in quality products as a sales strategy instead of advertising. Hershey Company has grown to become a global market leader in confectionaries. Unlike many of its competitors, who have diversified to other products, Hershey Company has decided to concentrate and specialize in chocolate. This has enabled the company to create a specific strategy; focus on the significance of flow of materials for their products and generation of high profits. Many of Hershey competitors, like Cadbury and ConAgra, concentrate on wide product portfolios. The companies have diversified their production but have a weak return on assets. On the contrary, Hershey Company has a strong return on assets; this implies that its assets have a better potential and produces higher revenues than its competitors (Alfonso, 2011). Hershey has appreciated the significance of downstream material process flow as an international supply chain. The initial location of its factories was close to local ports. This made it convenient for the company to buy and transport raw materials from overseas farmers and distributors (Bilbrey, 2011). Goods, services, and operations management Hershey ensures that it has products on-hand to ensure that it meets the demand of its clients. The company ensures that the volume of sales is high because the profit margin for its products is low. In order to cope with these requirements, the company continues to develop its supply chain management. The company also continues to develop its flow of materials to realize high profits. The integral part of the new supply chain design is 111,480M 2 distribution centre, near the organization’s head office. This centre was predicted to handle over 713 million kilos of products annually (Bilbrey, 2011). Hershey’s product distribution network includes the sales and marketing department that helps the company to maintain high sales throughout the year. The product distribution network provides superior services to the customers. The distribution network works closely with customers to ensure deliveries are timely and reasonable. The network is coupled with an effective transport from the production lines to distribution centers. Common carriers are used to deliver products from distribution centers to customer’s locations (Reiman, 2006). Hershey changes the quantity weights and subsequent prices of goods as necessary to accommodate the changes in market. The company changes the prices to sustain its competitive environment a