...Supply Chain Management: Challenges, Remedies and the Impact of change - Overview By Adawari Josiah Jumbo Student No.: 15522057 Submitted To Laureate Online Education & University of Liverpool – Online Masters Degree In Partial fulfillment for the award of Master of Science (M.Sc.) Degree in Operations and Supply Chain Management Instructor: Professor Anshuman Khare 2010. ACKNOWLEDGEMENT I am delighted to say thanks my Instructor Professor Anshuman Khare for your professional support and supervision all through this module including this project work for your encouragement is commendable. The learning acquired through interaction with my course mate has been tremendous, I therefore say thanks to my entire class mate. I also appreciate all authors whose works aided me in this project. I am sincerely indebted to all of you. To God, I say thanks for your kindness and support for this programme. Adawari Josiah Jumbo ABSTRACT This research was carried out to find out the challenges and the economic and operational impact of change on supply chain, including the options available to improve the challenges and create increased performance on the chain. To drive home the study we focused on PHRC Limited in Nigeria. We also undertake a comprehensive review of...
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...How significant is the supply chain becoming in the development of an operations strategy “A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customer (Ganeshan and Harrison, 1995) Supply functioned as the backbone of an organization to facilitate the programme/project implementation in an effective and efficient way. It also belongs to the functional level of the organization to provide “information on resources and capabilities” to support the management team in developing the operations strategy. (Quick MBA, 2010 Strategic management [Online]) As a supply person, I am going to take our internal financial and administrate management for Emergency SOP as an example to demonstrate that the supply chain collaboration will shape and influence the organization’s operational strategy in long run. Emergency response is one of our organization’s core commitments to provide essential supplies to the venerable children and women in emergency affected area, like clean water & sanitation supplies, essential health and nutrition aid, educational and sport kits ect… However it is hard for us to response in the after-emergency critical period due to the limitation of working with counterpart and rigid internal procurement process. After-emergency rehabilitation and development...
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...Chapter 02 Strategy and Sustainability True / False Questions 1. | An operations and supply chain strategy must be integrated with the organization's corporate strategy. True False | 2. | One of the competitive dimensions that form the competitive position of a company when planning their strategies is cost. True False | 3. | One of the competitive dimensions that form the competitive position of a company when planning their strategies is delivery speed. True False | 4. | One of the competitive dimensions that form the competitive position of a company when planning their strategies is making the best trade-off. True False | 5. | The process when a company seeks to match the benefits of a successful position while maintaining its existing position by adding new features, services, and technologies into its current portfolio is called flexibility. True False | 6. | The process when a company seeks to match the benefits of a successful position while maintaining its existing position by adding new features, services, and technologies into its current portfolio it is called straddling. True False | 7. | By following a straddling strategy, firms can broaden their capabilities and effectively compete with more focused firms in markets requiring low cost for success. True False | 8. | An order winner is a set of criteria that differentiates the products or services of one firm from...
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...The supply chain’s significance in developing an operations strategy: To get an insight in what operations strategy is all about, it is defined as "a set of competitive priorities coupled with supply chain structural and infrastructural design choices intended to create capabilities that support a set of value propositions targeted to address the needs of critical customers." (Operations and Supply Chain Strategy, 2009). A supply chain consists of multiple organizations linked together in a partnership and their overall goal is to satisfy the needs of the end customer. As the lecture notes (n.d.) points out, operations manage the activities of the entire supply chain from start to end. Because of the operations management's nature of spanning across the functional level and being integrative, it is involved in many other strategic areas. (Operations and Supply Chain Strategy, 2009). This means that strategic decisions regarding operations must reflect and involve these areas. Increasingly fierce competition and challenges like fast changing market demands and needs, demand uncertainty and decreasing product life cycle means organizations have to do things differently to stay in the game. In today’s competitive environment there is a need to excel in multiple performance objectives like flexibility, speed, cost, dependability and quality (Slack and Lewis, 2011, p.16). To cope with these challenges, an integrated approach to the supply chain is required to create a competitive...
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...PROJECT QUESTION THREE: “Develop a supply chain operations plan for a hypothetical new enterprise, based on information about real-world resources, vendors and customers. Justify the design”. COMPANY’S NAME: FLETCHER DELIVERY SERVICES (FDS) TABLE OF CONTENTS 1.0 Introduction 2.0 Problems 3.0 Purpose of Supply Chain Strategy 4.0 Goals of the Company (FDS) 5.0 Strategic Vision 6.0 Strategic Mission 7.0 Corporate or Company’s Vision 8.0 Abstract 9.0 Developing a Strategic Supply Chain Operations Plan 10.0 Components of the Plan 11.0 Implementations of Defined Strategies 12.0 Avoiding Business Failures 13.0 Recognizing Organization Challenges 14.0 Conclusions 15.0 References 1.0 INTRODUCTION FLETCHER DELIVERY SERVICES (FDS) has just gone into business of parcel and package courier delivery service. Before the coming of FDS, deliveries are not on time, parcels and packages are poorly handled without proper care and the security of packages. The company needs a Supply Chain Operations Plan so as to be able to compete and even have a competitive advantage over the existing delivery companies. There is a need for putting in place, a Supply Chain Strategy that will be interactive enough as to be able to constantly evaluate all the operational components including the costs, the benefits and the trade-offs (Happek, 2005). There is going to be in place a Business Strategy (BS) for FDS that among other things, will prompt its core competencies into achieving...
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...Supply Chain Design Paper OPS/571 Operations Management Supply Chain Design Paper Supply Chain Strategy, Riordan Industries Supply chains are adapting and upgrading to new technologies around the world. Supply chain management and strategies will be discussed to new hires in Hangzhou, China. Riordan Manufacturing can use the supply chain management theory to help each function in the supply chain connect and become more efficient. Riordan Manufacturing plans to use a competitive strategy and “go green.” Riordan’s customer fulfillment mission is to “strive to be a solution provider for our customers and not be a part of our customer’s challenges” (University of Phoenix, 2013, p. 1). Riordan Manufacturing wants new hires to use process thinking to achieve improvement in business practices and enhance the way tasks are done. Process Flow Diagram Electric fan manufacturing is one of the key sectors of Riordan Manufacturing with its plant located in China. In essence, the company conducts the fan assembly process from within and outsources non-core operations. The motors and plastic polymers are completely assembled and purchased from local Chinese company, whereas the logistics are outsourced to a local shipping company or FedEx. The operations done inside the company only include the creation of individual plastic parts of the fan, the assembly of the parts, packing of the fans, and temporary storage until the fans are shipped to the consumers. The summary of the supply...
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...Collana Working Paper n. 1/2009 ENTREPRENEURIAL COUNTERINTUITIVE STRATEGIES FOR OPERATIONS AND GLOBAL SUPPLY CHIAN MANAGEMENT. A STUDY OF THE BENETTON GROUP by Daniele M. Ghezzi Entrepreneurial counterintuitivestrategies for Operations and Global Supply Chain Management. A study of the Benetton Group by Daniele M. Ghezzi CONTENTS 1 – Introduction 2 – Benetton’s operations strategy 2.1 Review of the literature 2.2 Focus on the Benetton case 3 – Benetton’s position in the supply network and a critical review of its supply chain strategy 3.1 Review of the literature 3.2 Focus on the Benetton case 4 – Conclusions References Anneexes Annex 1: Benetton Group organizational structure Annex 2: Forein production poles Annex 3: Benetton Group financial highlights Annex 4: Benetton’s Revenues brealdown Annex 5: Images of Benetton’s sorting system and distribution center 3 3 3 4 9 9 10 13 14 16 16 16 17 18 19 Il testo di questo working paper è coperto dai diritti d’autore e non può essere riprodotto, in alcuna forma, senza l’autorizzazione scritta dell’autore. In caso di citazione in altri lavori, si prega di indicarlo in bibliografia nel seguente formato: Daniele M. Ghezzi, Entrepreneurial counterintuitive strategies for Operations and Global Supply Chain Management . A study of the Benetton Group, Collana Working Paper del Centro di Ricerca per lo Sviluppo Imprenditoriale dell’Università Cattolica, n. 1/2009. Il CERSI (Centro di Ricerca per lo Sviluppo Imprenditoriale)...
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...Supply Chain Management Dr. Jayashree Dubey IPE Topics For Discussion: Defining the SCM Objective of supply Chain Functions of supply Chain Supply Chain partners Drivers Types What is SCM? SCM is a set of approaches utilized to efficiently integrate suppliers, manufacturers, warehouses and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, at the right time, in order to minimize system wide costs while satisfying service level requirements. Chain management deals with the control of materials, information, and financial flows in a network consisting of suppliers, manufacturers, distributors, and customers” distribution centers, and retailers through which raw materials are acquired, transformed, and delivered to customers. “Supply The supply chain is a worldwide network of suppliers, factories, warehouses, What is Supply Chain Management? Cooperation between producers, processors, wholesalers, &/or retailers, to guarantee high quality &/or minimize costs Vertical Coordination includes: Strategic Alliances an agreement mutually entered into by two independent firms to serve a common strategic objective eg. Strategic alliance between pork processor and pork producer to produce pigs via certain method at certain quality (Niman Ranch) formal written contracts vertical integration Requirements for Effective SP Advanced information systems Top management...
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...In today’s competitive SCM market, it’s not so much about having the best company anymore, but more importantly who has the supply chain, and who can get the product out to meet standards of the customer? Supply chain managers are continuously faced with this major challenge from the top of their supply chain operations to the bottom. Effective supply chain management of an enterprise reduces costs, lead times, and inventories throughout the entire supply chain. Customers want the ‘perfect orders’ and expectations to reduce manufacturing costs put corporate supply chains under immense pressure. As a result, supply-chain management and infrastructure plays a significant role in organizational strategy and how a facility chooses to set up their operation. A. Analyze whether a Keiretsu network (Keiretsu: a Japanese term that describes suppliers who become part of a company coalition), a virtual company, a vertical integration, or a different supply chain strategy should be adopted. A virtual company strategy would not work for this type of operation because “vertical integration is counter to the benefits of specialization” (Heizer and Render, 2010). In this model of supply chain, the demands of more specialized products exist and there is more flexibility to waiver from centralized suppliers than Keiretsu or vertical integration offers. Much of This “fluidity” may allow for too much variability within and there is no sustainability as contracts can be short lived...
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...LOGISTICS is the function responsible for the flow of materials from suppliers into an organisation, through operations within the organisation, and then out to customers. Supply chain management, however, is about managing the flow of materials, components and information throughout the total pipeline from raw materials to end user, and is based on effective customer/supplier relationships to ensure quality, delivery, cost and flexibility can be improved throughout the supply chain. This integration will result in a reduction in the total cost of logistics rather than the cost of each activity. This is due to the improved flow of material and information, improved transport and warehouse asset utilisation and elimination of duplicated department efforts. Consequently this results in an improved capability to respond to customers ―Quick Response‖ needs. The goal is to improve customer service, save cost and increase revenues. to satisfy the end customer whilst achieving competitive advantage over any competitors through ensuring maximum efficiency and return. To respond more accurately to actual customer demand and keep inventory to a minimum (Pull System), leading companies have adopted a number of speed-to-market management techniques that help them to build a comprehensive supply chain structure, such as just in time (JIT), quick response (QR), efficient consumer response (ECR) and vendor managed inventory (VMI). There is a need to develop collaborative relationships...
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...SUPPLY CHAIN MANAGEMENT Objective • Maximise the overall value generated – is the difference between what the final product is worth to the customer and the effort the supply chains expends in filling the request of the customer • Supply chain profitability is the difference between the revenue generated from the customer and the overall cost across the supply chain • It is the total profit to be shared across all supply chain stages • Supply chain success is measured in terms of supply chain profitability and not in terms of the profits at an individual stage • Revenue is from customer – positive cash flow • All other cash flows are simply fund exchanges that occur within the supply chain given that different stages have different owners • All flows of information, product or funds generates costs within the supply chain • Supply chain management involves the management of flows between and among stages in a supply chain to maximise total supply chain profitability Decision Phases Three categories - Depending on the frequency of each decision and the time frame over which a decision has an impact, Supply chain strategy or design Supply chain planning Supply chain operation Supply chain strategy • Decides how to structure the supply chain over the next several years - chain configuration, - resource allocated and - process at each stage should perform • Decisions include - location and capacities of production and warehousing facilities, - the products to be manufactured...
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...Defining value chain architectures: Linking strategic value creation to operational supply chain design Matthias Holweg a, Petri Helo b,n a b Judge Business School, University of Cambridge, UK Department of Production, Faculty of Technology, University of Vaasa, Finland art ic l e i nf o Article history: Received 31 May 2012 Accepted 13 June 2013 Available online 28 June 2013 Keywords: Value chain Supply chain management Operations strategy a b s t r a c t Over the past three decades scholars have developed comprehensive insights into the operational and strategic aspect of designing and managing the supply chain. Reviewing this ample body of knowledge however one cannot help but notice a persistent disunion between the “value chain” view that considers aspects of value creation and appropriation, and the operational “supply chain” view that considers strategies and tools for designing and operating efficient inter-firm networks. Commonly these views do not interact: value creation has the aim of capturing the maximum value-added in financial terms, the supply chain view aims for designing operationally efficient supply chains. In contrast to their treatise within the academic literature, from a practical point of view these two aspects are both necessary (and thus in their own right insufficient) components to a firm's supply chain strategy. In this paper we thus turn to an exploratory case study to identify what such a combined view of the value and supply chain would entail...
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...integrating your global supply chain by recognizing the cross-functional links throughout the supply chain, from supplier to customer relationships. Integrating supply chain processes allow companies to manage relationships more effectively, which reduces cost, increases the overall internal efficiency and improves customer relationships and service. &txt2=The program's faculty include Thoma Prof. Hau Lee of Stanford University and professors Marc Sachon, Brian Subirana, and Paddy Miller of IESE Business School. The faculty will provide a holistic vision of global business operations around the world and the necessary tools to face the challenges that globalization is exerting over the supply chain. &txt3=During this three-day program you will learn about the benefits of integrating your global supply chain by recognizing the cross-functional links throughout the supply chain, from supplier to customer relationships. Integrating supply chain processes allow companies manage relationships more effectively, which reduces costs, increases overall internal efficiency and improves customer relationship and service. Customers' demands are the final drivers of your business supply chain activities. This program will give you vision for demand driven supply chains and will address the key hurdles to be overcome to effectively put into action your strategies. As Information Technology is revolutionizing the supply chain, information driven strategies provide you with greater...
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...Why study operations management? The study of operations management allows management to understand the design, managing, controlling, and improvement of business activities that provide details to the overall performance of products and services that are produced. Operations management is one of the three primary functions of a business. The other primary functions, noted by the text, are marketing and finance. 2. What is the difference between the terms “production management” and “operations management”? The production management has a focus on the physical goods produced. For example, a manager over production would be concerned if orders were not meeting customer’s quotas. Operations management has a focus on how goods and services are produced and delivered to customers. Operation managers will be concerned of adding customer value while decreasing waste or increasing costs. 3. What is the difference between operations management and supply chain management? Operations management is primary focused on the inputs and processes required to produce a service or product for a customer. On the other hand, managers over supply chains are tasked with the responsibility of getting the goods or materials to the place of production. A high emphasis on the supply chain managers is getting those raw materials to the operation at the precise time that the materials will be converted by the operation. If the delivery timing is off, an operation will face either...
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...Topic: Do the terms, ‘logistics management’ and ‘supply chain management’ have the same meaning in operations and why logistics management might be of strategic importance to a manufacturing or service organisation. During last two decades, the importance of logistics has been noticed around the world. In global markets, the effects and further developments of logistics and supply chain management for corporate success has increased significantly that result in a large amount of companies have taken actual benefits in logistics, such as reducing costs, enhancing customers' satisfaction and increasing sales. However, some people are confused with the relationship between logistics and supply chain management, what logistics or logistics management is and what supply chain management is, weather or not that they are the same meaning in operations. Therefore, this essay will argue that logistics management and supply chain management are not exactly the same in operations because of the scope where utilized and some specific activities are similar, but some are different. In the end, this essay will also talk about the reasons for logistics management is a important strategy to manufacturing or service companies. The first argument is that they are not completely the same terms in operations because of the scope where utilized are different. Firstly, according to Murphy & Wood (2008), CSCMP states that the supply chain management includes all activities about planning and management...
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