Thus risk management in its various guises must be present in the scope, schedule, and spending, and management of any given project. Careful management is necessary for such successful project management and for maximizing the value of our project-based efforts. Above all the management of uncertainty and risk by accepting that spending, scope, scheduling, and management in general may go awry is better than simply ignoring this possibility in today's volatile business climate.

Some of the pitfalls, as discussed in the Critical Chain, of using traditional cost accounting to manage project costs and project investments are a failure to appreciate the impact of a multi-project environment on single project success, and thus a minimization of risk. Also, total risk avoidance can result in projects of too limited a scope that does not do justice to today's business environment. A lack of task dates that are replaced by time buffers are…

Chain of Command

In Vietnam, the rules of engagement were designed to limit the impact of operations in select areas (most notably: North Vietnam). This is because there were concerns that the conflict could escalate. If this were to happen, it was believed that the Soviet Union or China could be drawn into the war. To prevent this and destroy the North's ability to fight, the policy concentrated on: annihilating their supply lines, command / control centers and training South Vietnamese forces to defend themselves. To fully understand how this took place, there will be an emphasis on the limited war ideology and its various assumptions for the six levels of command. Together, these elements will highlight the impact of this policy and its long-term effects. ("Effects of estrictive ules," 1995) (Lewy, 1978)

Soldiers in the field: In the field, the OE became more restrictive as the war continued. This…

References

Effects of Restrictive Rules. (1995). Global Security. Retrieved from:  http://www.globalsecurity.org/military/library/report/1995/DM.htm 

Lewy, G. (1978). America in Vietnam. New York, NY: Oxford University Press.

Chain of Retail Stores -- Project Management Case Study

Managing Project

Managing Budget

Managing Cost

Managing Project

Project management has become so refined over the course of its development that the implementation of a project based on a good project management foundation is actually more important than having any in-depth knowledge or expertise in any particular industry (Badiru & Adedeji, 2012).

he four most common compositions of teams are the purely functional project structure, the pure project organization, cross-functional team, or a hybrid or matrix team (Field & Keller, 1998). Furthermore, there are a wide array of outsourcing and project partnering opportunities that can further complicate the network structure (Cleland & Ireland, 2006).

Establishing a schedule is more than likely one of the most important critical success factors of any modern project (homsett, 2010). Many of the project management software solutions, such as Microsoft Project, can be a project manager's…

Thomsett, M. (2010). The Little black Book of Project Management. AMACOM.

Toan, A. (1968). Using Information to Mange. New York: New York Ronald Press.

Weygandt, J., Kimmel, P., & . Kieso, D. (2008). Tools for Business Decision Making. London: Wiley.

Value Stream Mapping Toyota's Global Supply Chain

Toyota is considered one of the world's innovators when it comes to the principles of lean manufacturing. It introduced two concepts which, though they seem self-explanatory, were revolutionary at the time of their introduction. The first concept is called Just-in-Time (JIT). The second concept is called Jidoka. JIT refers to the idea that parts arrive when they are needed; they do not sit on the factory floor. It also refers to the ordering process; the factory does not have a significant overstock of parts; it is stocked with the parts it needs to meet production demands. The concept of Jidoka refers to the idea that automation should not mean losing the human influence on manufacturing. At the Toyota factories, the workers are expected to play a continued role in quality control, so that any worker…

References

Ludwig, C. (2013, July 1). Toyota's total supply chain vision. Retrieved February 6, 2015 from Automotive Logistics website:

 http://www.automotivelogisticsmagazine.com/interview/total-supply-chain-vision 

Sanyal, S. (2014, February 2). Understanding Toyota's production system (TPS). Retrieved

February 9, 2015 from Supply Chain Management website:  http://cmuscm.blogspot.com/2014/02/understanding-toyotas-production-system_2.html

Specifically the use of information technology can be used to streamline communications, enforce business rules, manage knowledge, etc. It can either make existing processes more efficient or enable processes that hitherto were impossible if attempted manually or with archaic technology. The scope of enablement includes internal functional areas as well as the external value chain comprised of vendors and customers. In general, Functions it can help in Permitting communication between value chain activities that could not take place otherwise Making communication situations between value chain activities more effective

Eliminating unnecessary person-to-person communication by making information available through the web or other computerized means

Making communication systematic between the value chain to minimize wasted effort and confusion. For example, it can help in outbound logistics through point-of-sale: (POS) that allows a system that uses barcodes to generate customer bills. Many supermarkets now give their repeat customers an ID card. Using ID…

References

Porter, M. (1985). Competitive advantage. Free Press, New York.

Weill, P. (1992). The relationship between investment in information technology and firm performance: a study of the valve manufacturing sector. Information Systems Research, pp. 307-333.

Measuring IT Value

The progression of how enterprises measure information technologies' (IT) performance has been a progression from inward-centric metrics of performance to advanced analytics that capture contributions to strategic objectives. Chief Information Officers (CIOs) often measure their performance by cost reduction and system consolidation while Chief Executive Officers (CEOs) measure IT by the contribution to new business growth (Trkman, McCormack, de Oliveira, Ladeira, 2010). There are many strategic frameworks that enterprises use to map the contribution of IT, with the Porter value chain being the most prevalent (Porter, 1986). The intent of this analysis is to evaluate the most critical metrics that an enterprise can use to measure the effectiveness and efficiency of IT. These metrics also fuel the methods used to measure toe economic value of an IT department to a given enterprise as well. This aspect of measuring IT value will be defined in addition to evaluating…

References

Barrett, J. (2007, November). Demand-Driven is an Operational Strategy. Industrial Management, 49(6), 14-19,5.

Columbus, L.. (2008, June). The Perfect Order Meets Customer Expectations. Supply & Demand Chain Executive, 9(4), 37-38.

Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.

Debra Hofman (2004, September). The HIERARCHY of SUPPLY CHAIN METRICS. Supply Chain Management Review, 8(6), 28-37.

4, pp. 262-262-266.

Carter, C.. & ogers, D.S. 2008, "A framework of sustainable supply chain management: moving toward new theory," International Journal of Physical Distribution & Logistics Management, vol. 38, no. 5, pp. 360-360-387.

Keating, B., Quazi, A., Kriz, A. & Coltman, T. 2008, "In pursuit of a sustainable supply chain: insights from Westpac Banking Corporation," Supply Chain Management, vol. 13, no. 3, pp. 175-175-179.

Krause, D.., Vachon, S. & Klassen, .D. 2009, "Special Topic Forum on Sustainable Supply Chain Management: Introduction and eflections on the ole of Purchasing Management*," Journal of Supply Chain Management, vol. 45, no. 4, pp. 18-18-25.

Mann, H., Kumar, U., Kumar, V. & Mann, I.J.S. 2010, "Drivers of Sustainable Supply Chain Management," IUP Journal of Operations Management, vol. 9, no. 4, pp. 52-52-63.

Pagell, M. & Wu, Z. 2009, "Building a More Complete Theory of Sustainable Supply Chain Management using Case Studies of 10 Exemplars,"…

References

"Aspects of sustainable supply chain management (SSCM): conceptual framework and empirical example," 2007, Supply Chain Management, vol. 12, no. 4, pp. 262-262-266.

Carter, C.R. & Rogers, D.S. 2008, "A framework of sustainable supply chain management: moving toward new theory," International Journal of Physical Distribution & Logistics Management, vol. 38, no. 5, pp. 360-360-387.

Keating, B., Quazi, A., Kriz, A. & Coltman, T. 2008, "In pursuit of a sustainable supply chain: insights from Westpac Banking Corporation," Supply Chain Management, vol. 13, no. 3, pp. 175-175-179.

Krause, D.R., Vachon, S. & Klassen, R.D. 2009, "Special Topic Forum on Sustainable Supply Chain Management: Introduction and Reflections on the Role of Purchasing Management*," Journal of Supply Chain Management, vol. 45, no. 4, pp. 18-18-25.

Whirlpool

Whirl Pool Supply Chain Management

Supply Chain Management

Critical appraisal of Whirlpool's Supply Chain Management

Company Overview

Products and Services

Critical review of Operations

Contribution to business performance

System Changes

Changes in Internal Forecasting Process

usiness Performance Results

Criteria for trade Partner Fit

Competitive advantage

Critical Evaluation of System

Customer Centric-Supply Chain Management System

Collaborative Supply Chain

Whirlpool's production

Current System Changes

Planning and sourcing decisions

Planning

Sourcing

Drawbacks of Whirlpool delivery system

Inventory

Delivery

Factors for taking supply chain management decision

Figure: Supply Chain Performance factors

Gap Analysis

Strategic partnership

Integration

Reduced Cost and Inventory

Future trends in home appliances supply chain management

RFID usage

RFIDs to Individual Products

Vendor Managed Inventories

Challenges for home appliances businesses in managing supply chain

Complex features

Multiple Channels Conflicts

Short life Cycles

Conclusion

ibliography

Executive summary

Whirlpool is renowned as a global electronic appliances manufacturer and marketer. The company's products and…

Bibliography:

Basu, R. & Wright, J.N. 2008, Supply Chain Management, Elsevier, USA.

Chang, S.J. 2011, Sony vs. Samsung: The Inside Story of the Electronics Giants' Battle For Global Supremacy, Wiley, USA.

Coyle, J.J, Langley, C.J., Gibson, B & Novack, RA 2008, Supply chain management: a logistics perspective, South-Western Pub, USA.

Ding, S, Guariglia, A, & Knight, J. 2012, Investment and financing constraints in China: does working capital management make a difference, Journal of Banking & Finance.

Executive Summary

This document considers the various points of correlation between human resources, management information systems, and supply chain management in relation to critical IBM concepts of managing an organization. It identifies how these three areas intersect and their long term value for organizations as a whole. Ultimately, they are vital aspects of operations in the contemporary business world.

Introduction

There are a number of eminent facets involved in the management of contemporary organizations. Encompassing a wide range of characteristics, the most notable of these pertain to information technology, resource allocation, and varying elements of procurement. Effecting competitive advantage today no longer requires simply being able to create superior products and services. Instead, there is a growing reliance on both operations and operational efficiency which influences an organization’s overall sustainability. Some of the key facets of operations include the prudent management of human resources, information systems, and supply chain. Organizations…

Organization Behavior

Internal Supply Chain Management

ABOUT HAVEY NOMAN

Harvey Norman is a large scale retail chain owned and operated by Harvey Norman Holdings Ltd. It is one of the most successful retailers in the Australian region. It promotes and sells all kinds of consumer products of world's top quality brands. The major product lines include personal computers, cameras, gaming, mobile phones, audio and video players, home appliances, furniture & bedding, gifts, home decoration and interior designing, fitness machines, leisure, etc. Headquartered in New South Wales, New Zealand, Harvey Norman operates with more than 230 stores in Australia, New Zealand, Ireland, Malaysia, Croatia, Singapore, Slovenia, and Northern Ireland. It was established in 1982 by Gerry Harvey and Ian Norman. The holding company, Harvey Norman Holdings Ltd. has also franchised a number of retail chains in Australia; including Space Furniture, Joyce Mayne, Ariston Appliances, Domayne, etc.

Harvey Norman has a wide…

REFERENCES

Agrawal, N., & Smith, S.A. 2009, Retail Supply Chain Management, Quantitative Models and Empirical Studies, International Series in Operations Research & Management Science, Vol. 122. U.S.: Springer

Bamford, D., & Forrester, P. 2010, Essential Guide to Operations Management: Concepts and Case Notes. U.S.: John Wiley and Sons

Blythe, J., & Megicks, P. 2010, Marketing Planning: Strategy, Environment and Context, 3rd Edition. U.K: Prentice Hall

Boyer, K.K., & Verma, R. 2009, Operations and Supply Chain Management for the 21st Century. U.S.: Cengage Learning

Product and Supply Chain

Because of globalization world economies are increasingly becoming interdependent. The global market forces have made some business enterprises more vulnerable to economic crisis. Manufacturers have to take cognizance of the fact that global food prices are soaring because of supply constrains occasioned by bad weather. Surge in interest rates for investors who depend on bonds to provide a steady yield is an aspect of global market forces. Periods of long ultra-low interest rates steadily erode these investors income. ising interest rates also erode these investors principal. obust growth in emerging markets is a boon for the entire global economy. However, it comes with a price. Soaring inflation in emerging markets is majorly caused by ultra-low interest rates and strong capital flows. This is something that manufacturers in emerging economies have to be wary of. The global economy is becoming more connected. With the complex flows of…

References List

Cetinkaya, B., Cuthbertson, R., Ewer, G., Klaas-Wissing, T, Piotrowicz, W. & Tyssen, C.

(2011). Sustainable Supply Chain Management: Practical Ideas for Moving Towards Best

Practice. New York: Springer.

Deloitte (2013). Supply chain risk strategies for emerging markets: Understanding the importance of risk. Retrieved from http://www.deloitte.com/assets/Dcom-

The Black & Decker DOM system aligns with the Distributed Order Management (DOM) Hierarchical Model shown in Figure 1 as is shown in the Appendix of this study. This model conceptually illustrates how the Black & Decker supply chain, DOM, and distribution networks are integrated with each other (Johnson, 2003, et.al.).

The Data Services of Black & Decker, as defined by its customer- and shipment history databases, anchor the model, followed by Application Services, Presentation Services, and a separate Presentation Services specifically for Internal and External Constituents of the logistics provider.

The Master Data Services component is where Black & Decker 'normalizes and synchronizes data on customers, products, accounts, and suppliers is the primary building block. There are several techniques Black & Decker relies on building a system of record from database consolidation to the development of virtual objects that are a composite of various systems. egardless of the overall…

References

David Drickhamer (2005, October). Bringing Value to the Table: How Today's Logistics Service Providers Stay One Step Ahead. Material Handling Management, 60(10), 25-27. Retrieved August 16, 2008, from ABI/INFORM Global database. (Document ID: 918963711).

Joseph Galli (1998, January). Retooling Black & Decker. Chief Executive,(131), 59. Retrieved August 15, 2008, from ABI/INFORM Global database. (Document ID: 26830773).

Sidney Hill Jr. (2002). Not your father's SPC. Quality, 41(2), 29-33. Retrieved August 1, 2008, from ABI/INFORM Global database. (Document ID: 105856969).

William Hoffman (2006, July). Hunting for Hidden Costs. Traffic World,20-21. Retrieved August 5, 2008, from ABI/INFORM Global database. (Document ID: 1078955011).

falling into a functional rut. This is exemplified in the approach Kuiper Leda also takes with regard to optimizing lead times throughout the productions scheduling and fulfillment processes as well.

In summary, Kuiper Leda has many of the foundational processes, systems and roles in place to enable an efficient demand-driven supply chain network (Barrett, 2007), including the ability to synchronize suppliers, inbound quality management and inspection, production scheduling, manufacturing, and fulfillment. The maturation from MP to EP is evident in the same factors which illustrate how the company is becoming more adept at accomplishing its lean manufacturing objectives, beginning with attainment of JIT. Outsourcing excess demand for the ECUs also indicates a relatively high level of process maturity, knowledge management (Ferdows, 2006) and quality management expertise as well (Yamazaki, 2003). Kuiper Leda shows the potential to scale into more collaborative processes with their suppliers, opening up the opportunity to create…

References

Jane Barrett. (2007, November). Demand-Driven is an Operational Strategy. Industrial Management, 49(6), 14-19,5.

R Bhagwat, MK Sharma. (2007). Performance measurement of supply chain management using the analytical hierarchy process. Production Planning & Control, 18(8), 666.

Anjan Chatterjee, Aurobind Satpathy, Neal Ganguli, TV Kumaresh. (2002). Collaboration: Key to world class quality. Quality, 41(6), 50-53.

Debra Hofman. (2004, September). The Hierarchy of Supply Chain Metrics, Supply Chain Management Review, 8(6), 28-37.

Supply Chain Integration

How Defining Supply Chain Standards Can Improve Integration and Performance

Supply chains by their very nature of often disorganized, lack a cohesive data model or taxonomy for sharing information and knowledge and over time can become exceptionally myopic and inward centered. When these conditions exist in conjunction with dominant firms who seek to create their own unique, proprietary supply chain integration standards, the fragmentation or balkanization of an entire industry and its value chain often occurs (Jayaraman, Rardin, uyurgan, et.al. 2011). Nascent efforts to resolve this issue have been taken on by industry standards organization RosettaNet (Thibodeau, 2002), yet this organization's focus has only been on the high technology industry. The Enterprise Integration Act of 2002 (Thibodeau, 2002) looks to create a more unified series of integration standards so that the fragmentation of supply chains does not occur.

How Government-Defined Standards Will Improve Supply Chain Management

For…

Bibliography

Hofman, D. (2004). The Hierarchy Of Supply Chain Metrics. Supply Chain Management Review, 8(6), 28-37.

Jayaraman, R., Rardin, R., Buyurgan, N., Varghese, V., Burbano, A., Pazour, J., Dixon, D. (2011). Data standards in healthcare supply chain operations. IIE Annual Conference.Proceedings, 1-8.

Li, L., Su, Q., & Chen, X. (2011). Ensuring supply chain quality performance through applying the SCOR model. International Journal of Production Research, 49(1), 33.

Thibodeau, P. (2002). Supply chain standards up for federal funding. Computerworld, 36(42), 6.

Supply Chain Integration

Defining Integrated Supply Chains in the 21st Century

Collaboration and the ability to orchestrate complex purchasing, procurement, quality management and fulfillment strategies typify integrated supply chains today. These lessons learned and more are found in the article, Integrated Supply Chains to be Explored (Johnson, 2007). Also alluded to in the article is the concept of having a 360 degree view of global supply chains, with the added benefit of being agile enough to adapt to business models that are changing rapidly in the marketplace (Johnson, 2007). These concepts are only a partial definition of what an integrated supply chain is in the 21st century. This paper defines in greater detail what an integrated supply chain is today, where it is going in the future, and what the key elements and challenges are to creating and successfully managing one over the long-term. Presented in the following sections is…

References

Dyer, J.H., & Nobeoka, K. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal, 21(3), 345-367.

Hofman, D. (2004). The Hierarchy Of Supply Chain Metrics. Supply Chain Management Review, 8(6), 28-37.

Johnson, A. (2007). Integrated supply chains to be explored. Manufacturers' Monthly,, 24.

Porter, M.E. (1986). Changing patterns of international competition. California Management Review, 28(2), 9.

supply chain challenges facing the company which the chosen application addresses.

4(b) Explain how the chosen application addresses these supply chain challenges

8Q2"IT should be considered as an integral part of the supply chain re-engineering process." Discuss this statement using appropriate references from the course module. Case studies or other source material.

(a) The major supply chain challenges facing the company which the chosen application addresses.

The Levi Strauss e-business and supply chain integration

Levi Strauss is a firm that was very successful and competitive in the manufacture of denim jeans. Like several other companies, it faced a lot of competition and changes in the market conditions. This subsequently led to a decline in its sales and profitability. The company's sales were at a peak value of $1.7 billion in 1996 (Leon-Pena 85). This later declined to about $4.1 in 2002 as pointed out by Girard (Girard). The corporation realized…

Works Cited

Barrat, Mark.Understanding the meaning of collaboration in the supply chain, Supply Chain Management, An International Journal, 9(1), (2004), pp.30-42

Croom, Simon R. "The impact of e-business on supply chain management: An empirical study of key developments," International Journal of Operations & Production Management, Vol. 25 Iss: 1, (2005) pp.55 -- 73

Frohlich, Markham T. And Westbrook, Roy, "Arcs of integration: an international study of supply chain strategies," Journal of Operations Management, Vol. 19 No. 2, (2001) pp. 185-200.

Golicic, Susan L., Davis, Donna F., McCarthy, M. And Mentzer, John T. "The impact of e-commerce on supply chain relationships." International Journal of Physical Distribution & Logistics Management, Vol. 32 No. 10, (2002), pp. 851-871.

Supply Chain

The Current State, Objective and Future Trends of isk and disruption management in supply chains

States and Trends of isk and Disruption Management in Supply Chains

After suffering for years, managers' gain ground in supporting supply and demand market of today, yet the effective assessment of managing risk as well as disruption is still an active conversation amongst project managers. Management takes a new position and arranges new strategies to support potential critical paths in product development and distribution. The supply chain is now global, thanks to the help of the internet, and thus needs active plans to support the future growth of distribution of products to a diverse and otherwise complex sociological environment. By evaluating the current state, revealing potential trends and discussing the support of potential disruptions, a better understanding for problem solving and preventative measures will ensue.

Current State

The current state of affairs for…

References

Bartholomew, D. (2006). Supply Chains at Risk. Industry Week/IW, 255(10), 54.

Blanchard, D. (2009). Portrait of Best-In-Class Risk Management. Industry Week/IW, 258(2), 54.

Chopra, S., & Sodhi, M. (2004). Managing Risk To Avoid Supply-Chain Breakdown. MIT Sloan Management Review, 46(1), 53-62.

Craighead, C., Blackhurst, J., Rungtusanatham, M., & Handfield, R. (2007). The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities. Decision Sciences, 38(1), 131-156. doi:10.1111/j.1540-5915.2007.00151.x.

business clusters and supply chains, first supply chain must be properly defined. A supply chain comprises of all parties either indirectly or directly involved, performing actions that satisfy a customer demand. Supply chains include several parts that work together to supply the customer. The manufacturer and suppliers are in one part of the chain with retailers, transporters, warehouses, and customers being in the other end. The supply chain includes all the processes necessary to get the desired product or service into the hands of the consumer. A good example of this is milk production. The farmers involved in supplying the milk to the consumers must first deal with packagers, followed by distributors, then shippers, and finally vendors who sell the product, in this case, a carton of milk, to the consumer.

Supply chains are managed by several individuals and bodies involved in business. Utilizing the model of milk, the supply…

References

Coia, A. (2002). A new flow. Frontline Solutions, 3(13), 30. Retrieved from  http://connection.ebscohost.com/c/articles/8610565/new-flow 

DeWitt, T., Giunipero, L.C., & Melton, H.L. (2006). Clusters and supply chain management: the Amish experience. International Journal of Physical Distribution & Logistics Management, 36(4), 289. doi:10.1108/09600030610672055

Trunick, P.A. (2002). Drawing rings around your largest market. TRANSPORTATION & DISTRIBUTION, 43(11), 36. Retrieved from  http://connection.ebscohost.com/c/articles/8515355/drawing-rings-around-your-largest-market

Business easons for Supply Chain

Business easons for the Supply Chain Management

There are many factors or reasons why companies choose to invest in and grow their supply chains over time. The intent of this paper will be to analyze the most common reasons why supply chain management is such a critical part of any business strategy today. Managing supply chains effectively can mean the difference between launching a new product on time and at a high quality level

(Amini, Li, 2010), in addition to managing high variability in demand for a given product or service as well (Georgiadis, Tsiakis, Longinidis, Sofioglou, 2010). Supply chains are indispensible for managing any business effectively, across all manufacturing and service sectors.

Better Demand Management

Supply chains are a critical part of the complete value chains of a business and often the make the difference of their being able to fulfill demand or not…

References

Amini, M., & Li, H.. (2010). Supply chain configuration for diffusion of new products: An integrated optimization approach. Omega, 39(3), 313.

Barrett, J.. (2007, November). Demand-Driven is an Operational Strategy. Industrial Management, 49(6), 14-19,5.

Georgiadis, M., Tsiakis, P., Longinidis, P., & Sofioglou, M.. (2010). Optimal design of supply chain networks under uncertain transient demand variations. Omega, 39(3), 254.

Sawik, T.. (2010). Selection of supply portfolio under disruption risks. Omega, 39(2), 194.

The Helferich analysis also supports the findings of other researchers as well in the area of supply chain risk management and security. It has been found that the supply chain design characteristics of complexity of logistics and information sharing, node criticality, density of supply chain partnerships geographically and from a product perspective all influence the capacity for risk mitigation and minimization (Craighead, Blackhurst, ungtusanatham, Handfield, 2007). Simply put the greater the complexity of a supply chain and its logistics and collaboration functions the greater the need to have an agile, parallel-based supply chain and sourcing strategy in place (Stecke, Kumar, 2009). The need for an integrated framework is crucial if supply chains are able to anticipate and react quickly to disruptions, whether they are from natural disasters or acts of terrorism (Peck, 2005). The need then is for a framework that put agility ahead of formality and response times ahead…

References

Corey Billington, Gianpaolo Callioni, Barrett Crane, John D. Ruark, & et al. (2004). Accelerating the Profitability of Hewlett-Packard's Supply Chains. Interfaces, 34(1), 59-72.

Karen Butner. (2010). The smarter supply chain of the future. Strategy & Leadership, 38(1), 22-31.

Chris W. Craighead, Jennifer Blackhurst, M JohnRungtusanatham, & Robert Handfield (2007). The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities. Decision Sciences, 38(1), 131-156.

Gunasekaran, a., & Ngai, E.. (2009). Modeling and analysis of build-to-order supply chains. European Journal of Operational Research, 195(2), 319.

Starbucks Supply Chain Needs: Coffee vs. Tea

There is an intrinsic difference in the supply chain needs of Starbucks in regards to its production of coffee (which is largely based on its access to, refinement and transportation of coffee beans) and that of tea (which hinges upon the access to, processing and manufacturing of tea leaves into tea bags). The principle difference in the these needs explicitly related to Starbucks has to do with the quantities involved -- Starbucks is principally a coffee company, and produces considerably more coffee beans than it does tea bags as a result. Therefore, its supply chain needs for tea will always be considerably less so than for coffee, a fact which is most notably underscored by the reality that as of 2010, the organization had five coffee roasting plants owned by the organization in the four corners of the continental U.S. versus a single…

References

Braga, T., Strebel, Heidi. (2011). "Unilever Tea: revitalizing Lipton's supply chain." www.saiplatform.org. Retrieved from  http://www.saiplatform.org/uploads/Modules/Library/unilever-tea-a_revitalizing-liptons-supply-chain.pdf 

Cooke, J.A. (2010). "From bean to cup: How Starbucks transformed its supply chain." Supply Chain Quarterly. Retrieved from  http://www.supplychainquarterly.com/topics/Procurement/scq201004starbucks/ 

No author. (2007). "Global value chain of the coffee industry." www.web.duke.edu. Retrieved from https://web.duke.edu/soc142/team8/Supplychainoverview.htm

supply chain integration important to organizations?

Proper supply chain integration allows organizations to save both time and money. A "totally integrated supply chain enables an end-user to more efficiently and cost-effectively manage manufacturing, inventory, and transaction costs" through streamlining (Sims 2013). With an integrated supply chain "every aspect of the supply chain process -- including acquisition, storage, logistics, installation, post-shipment support, and information systems" is focused upon "eliminating redundancy of effort and cost, and improving service levels" (Sims 2013). For example, by having the manufacturing department in constant dialogue with the companies providing inventory and providing up-to-the-minute information on the parts that are needed, companies can reduce the need for high levels of inventory and thus contain costs. Lower inventory reduces the risk of product obsolescence and waste (which occurs when too much inventory builds up) or, conversely the company losing revenue if it is under-stocked.

However, effective supply chain…

References

Sims, D. (2013). Integrated supply chains maximize efficiency and savings IMT. Retrieved from:

 http://news.thomasnet.com/IMT/2013/07/23/integrated-supply-chains-maximize-efficiencies-and-savings/ 

Traub, T. (2012). Wal-Mart uses technology to become supply chain leader. Arkansas Business.

Retrieved from:  http://www.arkansasbusiness.com/article/85508/wal-mart-used-technology-to-become-supply-chain-leader?page=all

Supply chain professionals who seek to transform supply relationships need to think beyond pricing competition or availability constraints and think how they can turn knowledge into a competitive advantage over time. This is a long-term strategy yet it does deliver higher quality products over time and streamlines quality management initiatives as well.

For supply chain professionals there is also the continual battle of inbound audits of product quality and the commitment from suppliers to meet or exceed the quality standards as defined as part of the strategic framework both agree to. Navigating product audits can range from the relatively simple, as is the case in low-end manufacturing to the very complex and demanding, highly precise medical products auditing processes. Medical products can be audited at any time during their production cycle, which makes supplier management and quality standards all the more crucial. For the supply chain professional, they must continually…

The keystone species of this ecosystem is pricing and the systems to support their definition, management and exception management. Pricing as the keystone specifics of selling and service systems also acts as a catalyst of the quantity and profitability of transactions. Pricing also acts as the defining element of how elastic or inelastic demand for products will be as well. Pricing is so potent as a keystone species it can communicate in an instant what the value of an entire business is. Consider the pricing for a diamond ring that is real, over 4 karats large, versus a cubic zirconium imitation and the example becomes very clear. The price of a Yugo car vs. A new Mini also shows this point, and even in commoditized products pricing still sends a very clear message of implied value and market position.

The information ecology of a selling and service ecosystem also requires…

Competitive Forces that Shape Strategy by Michael Porter

Michael Porter first published his article about his ideas regarding competitive forces in the Harvard Business Review in 1979. Since that time his ideas have become mainstream and a component of nearly every business curriculum available today. Porter rewrites his article on competitive forces every few years for the Harvard Business Review and provides updated content and new examples of how his model still applies to the modern business environment. The five forces that he includes in his model are (1) the barriers to entry in the industry; (2) the bargaining power of the suppliers; (3) the threat of any substitute products; (4) the bargaining power of buyers; and (5) the level of rivalry among companies within any given industry. When these forces are intense, it is argued that there is generally less room for profitability and the structure of the industry…

Shared value as a business approach is integral in conducting business because it both creates economic value and societal benefit. Businesses create shared value when they can make profit while also meeting important social needs like improving environmental performance, reducing health related problems, improving nutrition, reducing disability among other factors. When businesses create shared value to make profit and meet societal needs. Shared value should not only be thought of in the context of doing more good. It also encompasses aspects of capitalism (Driver, 2011). Capitalism has relegated many important aspects of society like improvement of environmental performance, safety, and focus on the local community to the periphery of the business operations because of a notion that these are social and not business related activities. The shared value concept includes all these social items into capitalism. For profit firms that engage in these social activities stand to gain a lot…

References List

Driver, M. (2011). An Interview with Michael Porter: Social Entrepreneurship and the Transformation of Capitalism. Retrieved from  http://amle.aom.org/content/11/3/421.full 

Gibson, P. (2011). Shared Value. Business and the Environment, 22(3), 1-4.

Porter, M.E. & Kramer, M.R. (2011). Creating Shared Value: How to reinvent Capitalism-and

Unleash a Wave of Innovation and Growth. Harvard Business Review. Retrieved from  http://www.hks.harvard.edu/mrcbg/fellows/N_Lovegrove_Study_Group/Session_1/Mich

Question One

As for how one company can be part of both the internal and external supply chain networks, this is actually easier than it seems to be. The external supply chain refers to factors such as political, economic, technological and geographical. Internal refers to the departments and machines that go into getting items and supplies to where they go. An easy example of a situation where a company obviously and extensively touches both, one can speak about Fedex or UPS. If the supply chain of those companies is not working well, there will be obvious implications of both an internal and external supply chain nature as the consequences will relate to both getting the job done and to the political factors that come with not getting the job done properly. To use a less obvious example, a volcano erupting would create havoc for both methids since it is a…

Transitioning of the Defense Transportation System Toward Complementing Best Practices in Supply Chain Management Efficiently and Securely

Distribution managers need to appreciate that management of defense supply chains is a rapidly-growing global phenomenon, with an overlap existing in management levels; right from the strategic national-level stakeholders to lower sustainment units at the activity levels. Strategic distribution changes have the potential of immensely impacting tactical implications. This paper aims to help address a few important precepts required for globally receptive logistics decisions. Distribution and material managers ought to review and internalize defense supply chains early on in the course of their career. The process of distribution is complex. Thus, material distribution management must include electronically sustainable supply-chain information systems for realizing true synchronization. After all, defense transport systems are CAS's (Complex Adaptive Systems) integrating comprehensive, dynamic components, and aim at discussing complex supply-network systems together with their co-evolutionary, dynamic processes. A…

References

Arthur, W. B. (1999). Complexity and the economy. Science, 284(5411), 107-109. doi: 10.1126/science.284.5411.107

Choi, T. Y., Dooley, K. J. and Rungtusanatham, M. (2001). Supply Networks and Complex Adaptive Systems: Control vs. Emergence. Journal of Operations Management 19 (3): 351-366

Christopher, M., & Holweg, M. (2011). "Supply chain 2.0": managing supply chains in the era of turbulence. International Journal of Physical Distribution & Logistics Management, 41(1), 63-82. doi: 10.1108/09600031111101439

Dagnino, G. B., Levanti, G. & Destri, A. M. L. (2008). Evolutionary dynamics of inter-firm networks: a complex systems perspective. Advances in Strategic Management, 25(8), 67-129. doi: 10.1016/S0742-3322(08)25003-5

Dresser-Rand has an established reputation in the world of energy conversion. In recent years the company has incorporated e-business solutions into the company's overall business strategy. The purpose of this discussion is to develop a business model for a customer relationship management and supply chain management system to support Dresser-Rand's e-business. Before we can develop a business model, we must clearly define the terms; business model, customer relationship management and supply chain management.

Defining Terms

An article entitled "Business Models on the eb" explains that a business model contains the techniques that a business utilizes to maintain and produce a profit. The article also explains that "the business model spells-out how a company makes money by specifying where it is positioned in the value chain...Internet commerce will give rise to new kinds of business models." ("Business Models on the eb") A business model is the most essential component in creating…

Works Cited

Business Models on the Web." 2003. Digital Enterprise. 28 July 2003. http://digitalenterprise.org/models/models.html

CRM." 2003 Webopedia. 28 July 2003.  http://ecrmguide.webopedia.com/TERM/c/CRM.html 

Supply Chain Management." 2003 International Business Machines. 28 July 2003 http://www-3.ibm.com/e-business/doc/content/overview/28214.html

Strategic Management Class: Corporate Social Responsibility and Value

What are the problems and challenges with creating value in the supply chain?

Supply chain managers face a number of challenges as they strive to create value in the chain they manage. Increasing challenges have hampered ways of creating and maintaining efficient and effective supply chain activities. Cost control occurs as a prominent challenge for most businesses. The escalating operational costs fueled by the rising freight/energy costs, increasing labor rates, and rising commodity prices have made created a major hurdle in the supply chain. Planning and risk management also occur as a challenge in creating value in the supply chain. Redesigns and periodic assessments of risk factors are essential for staying productive and efficient in the business. Creating value implies that customers should be satisfied right from the timing, quantity, and quality of goods and services provided. However, fulfilling the aspects mentioned…

Clusters and Supply Chain Management

Managing and Improving Business

Clusters, or geographic concentrations of businesses that are linked together and create competitive success in their industry, exhibit three broad characteristics: Physical proximity, core competencies, and relationships. Clusters are beneficial to each of the businesses involved, and play a significant role in how a company is able to create a niche in their competitive advantage strategy. The communication and involvement between linked companies creates a significant growth in competition, productivity, innovation, and coordination improvement, and trust building (DeWitt, Giunipero, & Melton, 2006).

Supply chain management (SCM) is the management of intertwined businesses and stakeholders that are involved with a product or service (Harland, 1996). The process of supply chain management involves all firms in the integration process and process of building long-term relationships. In the development of involving the members with the integration, as well as strengthening long-term relationships, all those…

References

DeWitt, T., Giunipero, L.C., & Melton, H.L. (2006). Clusters and supply chain management: the amish experience. Retrieved November 9, 2011 from  http://www.emeraldinsight.com/journals.htm?articleid=1554309&show=html 

Global Enterprise Institute. (2008). Tackling risks for going global. Retrieved November

9, 2011 from  http://www.kpmg.com/CN/en/IssuesAndInsights/ArticlesPublications/Documents 

/Tackling-risks-going-global-0812.pdf

espoused the fact that "a supply chain consists of many organizations acting together, with each organization dependent on the performance of other organizations in the chain" (Xu, Beamnon, 2006, p. 4). Based on this definition the problems arising within Potters, a company specializing in product sourcing of construction materials, are not just the concern of the company, but the various organizations that are affected by the problems as well. The authors of the article further state, "coordination within a supply chain is a strategic response to the challenges that arise from these dependencies" (Xu, 2006, p. 4).

The first event to take place, therefore, would be to examine the problem in a head-on fashion to determine what exactly is taking place. Deriving the problem from that examination should lead to further discussions, and the results of those discussions will lead to discovering a solution to the supply chain problems.

The…

References

Al-Mashari, M., Al-Mudimigh, A., (2003) ERP implementation: Lessons from a case study, Information Technology & People, Vol. 16, No. 1, pp. 21-33.

Anderson, M.G., Katz, P.B., (1998) Strategic Sourcing, International Journal of Logistics Management, Vol. 9, No. 1, pp. 1-13.

Hashmi, K., (2008) Introduction and Implementation of Total Quality Management (TQM), Methodologies,  http://www.isixsigma.com/library/content/c031008a.asp , Accessed March 9, 2008

Laframboise, K., (2002) Business performance and enterprise resource planning, Proceedings of ECIS 2002 Conference, Gdansk, Poland, 2002

In reality, entire segments of the value chains of these companies, and a core part of how they promised to deliver value, was erroneous or only partially true. After the passage of the Sarbanes-Oxley (SOX) Act and full auditing of the Enron finances it became clear that there were multiple sets of financial records, each designed for a specific audience (Petrick, Scherer, 2003). What had happened is that the undefined, ambiguous and difficult-to-audit areas of the value chain, left unchecked, began to gravitate into unethical practices and reporting to further support the unrealistic projections of profit (Petrick, Scherer, 2003). The same dynamic occurred at Tyco, MCI and others. Arthur Anderson was responsible for the auditing of the Enron financials and was guilty by association, perpetuating the fraud involved in the massive operations underway (Petrick, Scherer, 2003).

Conclusion

In analyzing these companies who rise and fall so quickly, key lessons can…

References

Petrick, J.A., & Scherer, R.F. (2003). The Enron scandal and the neglect of management integrity capacity. American Journal of Business, 18(1), 37-49.

Sherman, W.S., & Chambers, V. (2009). SOX as safeguard and signal: The impact of the Sarbanes-Oxley act of 2002 on U.S. corporations choice to list abroad. Multinational Business Review, 17(3), 163-179.

Wal-Mart and the Delivery of Superior Customer Value

The paper will identify Wal-Mart's value proposition and their strategies for optimizing communications and delivering superior customer value.

esearches will be made on the Wal-Mart, the history of Wal-Mart and their status on customer service, market and organizational responsiveness and how they create/deliver superior customer value.

The paper will review the strategies and methodologies, which are used by the management of the Wal-Mart regarding the delivery of the customer values.

The findings and researches will be used to identify the methodologies, which the Wal-Mart's management follow in delivering the superior customer value.

The analysis of the Wal-Mart's success history and its relative background will be further presented in the paper, a conclusion will also be added in order to provide the reader with the overall analysis of the study.

In order to comment on the strategies of Wal-Mart's management regarding superior customer…

References

As retrieved from WAL-MART.COM: A Case Study in Managing Technical Transitions

Managing Technical Transitions Prof. Michael Lawless February 24, 2001 Prepared by:

Andrew Bender Ann Howell Amy Lavin David Torgerson

 http://www.duke.edu/~dat6/Wal-Mart.htm . On May 7,2004

Product Returns is a third process area that Imperial Tobacco has to contend with, specifically from its distributors and channel partners. Typically Tobacco products are returned if a specific lot of tobacco or packaging has been found to be defective. There have at times been product recalls as defined by governments. A third reason for product returns is when a product has been discontinued and Imperial is not willing to pay price protection to cover the distribution partners' inventory carrying costs until they are sold. The Product Returns process begins with the issuance of a Return Material Authorization (RMA) that specifically states how much of a given product is being returned and for what reason.

The RMA is then sent to the distributor who then ships back the tobacco products to Imperial. Once the products have arrived back at the company, if they are defective, they are sent to Quality…

Transitioning of the Defense Transportation System Toward Complementing Best Practices in Supply Chain Management Efficiently and Securely

Distribution managers need to appreciate that management of defense supply chains is a rapidly-growing global phenomenon, with an overlap existing in management levels; right from the strategic national-level stakeholders to lower sustainment units at the activity levels. Strategic distribution changes have the potential of immensely impacting tactical implications. This paper aims to help absorb a few important precepts required for globally receptive logistics decisions. Distribution and material managers ought to review and internalize defense supply chains early on in the course of their career. The process of distribution is complex. Thus, material distribution management must include electronically sustainable supply-chain information systems for realizing true synchronization. After all, defense transport systems are CASs (complex adaptive systems) integrating comprehensive, dynamic components, and aim at discussing complex supply-network systems together with their co-evolutionary, dynamic processes. The…

References

Arthur, W. B. (1999). Complexity and the economy. Science, 284(5411), 107-109. doi: 10.1126/science.284.5411.107

Choi, T. Y., Dooley, K. J. and Rungtusanatham, M. (2001). Supply Networks and Complex Adaptive Systems: Control vs. Emergence. Journal of Operations Management 19 (3): 351-366

Christopher, M., & Holweg, M. (2011). "Supply chain 2.0": managing supply chains in the era of turbulence. International Journal of Physical Distribution & Logistics Management, 41(1), 63-82. doi: 10.1108/09600031111101439

Dagnino, G. B., Levanti, G. & Destri, A. M. L. (2008). Evolutionary dynamics of inter-firm networks: a complex systems perspective. Advances in Strategic Management, 25(8), 67-129. doi: 10.1016/S0742-3322(08)25003-5

Amazon

How is data different from information? How is information different from knowledge? How knowledge is different from experience? hat are examples of each?

Data can be thought of in different ways but one explanation is that computers dwell in data, a building block for storage and retrieval. In this analogy, information would be the aspect that is able to give data the meaning and context needed, at which point, the human process of using data and information to build knowledge which can eventually lead to the broader concept of wisdom, which represents creating principles, or patterns, from knowledge (Doyle, 2014)

The Company chosen is Amazon for the following questions.

Using a company of your choosing as an example, detail the components of their value chain? hich components comprise the primary activities? hich components comprise the support activities? hat is the extended value chain?

Amazon has grown to an online…

Works Cited

Doyle, M. (2014, August 6). What is the Difference Between Data and Information? Retrieved from B2C: http://www.business2community.com/strategy/difference-data-information-0967136

Mellen, C., Allen, B., & Prokopets, L. (2010). Putting S&OP on the fast track. Supply Chain Management Review, 40-45.

O'Marah, K. (2012, December 23). Amazon beats Apple in battle for supply chain leadership. Retrieved from Supply Chain Management Review:  http://www.scmr.com/article/amazon_beats_apple_in_battle_for_supply_chain_leadership/

Tredegar Industries Analysis: Connecting With the Value Chain

Summary of the Case

Tredegar Industries has emerged as a conglomerate that has the potential to expand globally in the plastics, aluminum and vinyl, and energy segments they compete in today predominantly in the U.S. The case study indicates that they have also had extensive investments throughout technology early-venture funds including their Tredegar Investments. The intent of this fund is to invest in communications, IT and life sciences technologies. Molecumetrics Ltd. Is another acquisition that also adds to the conglomerate-based approach Tredegar is taking to growth. The case study indicates that profitability as measured by Net Income continues to increase, yet there is little progress in the more niche-based markets the company initially invests in yet sees only small to non-significant growth. The reset on strategies is a step in the right direction yet not enough, as the conglomerate still lacks a…

References

Porter, Michael E.. (1986). Changing Patterns of International Competition. California Management Review, 28(2), 9.

David Walters, Jyotirmoyee Bhattacharjya, & Judith Chapman. (2011). Drivers of falling interaction costs in global business networks. Competitiveness Review, 21(1), 9-28.

Integration of Anti-Counterfeit Technology in the Pharmaceutical Supply Chain

Organisational Background

ationale for Strategic Action Plan

Strategic Aims and Objectives

Levers and Obstacles

Analysis of Internal Capabilities -- Strengths and Weaknesses

Trends and External Forces -- Opportunities and Threats

Stakeholder Influence

Strategic Action Plan

Key Actions, Actors, and esponsibilities

Timeline and Milestones

Cost Analysis

isk and Barriers

Mechanisms to Track Progress

Organisational Background

The organization, Cure Pharmaceutical (Cure), operates in the pharmaceutical industry's drug delivery technology segment. Cure is considered a small pharmaceutical company with revenues of one hundred and fifty million. A technology designed by the firm enables patients to take medications without water. This patented Oral Thin Film Technology (OTF) is small, light and occupies much less space after packaging. The technology can be shipped in single dose form or in bulk rolls to the site of patient care. Cure's core business integrates generic drugs that are an…

References

Abel, J., 2010. Prevent Counterfeiting in the Pharmaceutical Industry. Pharmaceutical Engineering, vol. 30, no. 6, p. 3.

Ascher, J., Bogdan, B., Dreszer, J. and Zhou, G., 2015. Pharma's next challenge. [online] Available at: [accessed 29 November 2016]

Bansal, D., Malla, S., Gudala, K. and Tiwari, P., 2013. Anti-counterfeit technologies: a pharmaceutical industry perspective. Scientia Pharmaceutica, vol. 81, no. 1, pp. 1-13.

Cummings, T. and Worley, C., 2013. Organisation development and change. 10th ed. Boston: Cengage Learning.

Logistics

The manufacturing of products such as cars or computers has shifted from take-what-you-get to made- to-order. Identify three ways this change has been beneficial to the logistics management process?

The shift from assembly line manufacturing to a wide variety of mixed mode manufacturing techniques including assemble-to-order, build-to-order, configure- and engineer-to-order are all predicated on highly responsive, agile logistics and supply chain processes (oehrich, Parry, Graves, 2011). Three ways this has been very beneficial for the logistics management process include the following.

First, mixed mode manufacturing and the wide variation in to-order strategies continually forces new constraints on logistics and supply chain systems that require immediate interpretation of demand signals and a shift in procurement and sourcing priorities (Volling, Matzke, Grunewald, Spengler, 2013). Second, the role of logistics and supply chain analytics and reporting become essential for optimizing the variety of mixed mode manufacturing systems and environments (oehrich, Parry, Graves,…

References:

Pan, F. (2012). Logistics network's rapid response model and algorithm. Contemporary Logistics, (6), 19-23.

Roehrich, J.K., Parry, G.C., & Graves, A.P. (2011). Implementing build-to-order strategies: Enablers and barriers in the European automotive industry. International Journal of Automotive Technology and Management, 11(3), 221.

Volling, T., Matzke, A., Grunewald, M., & Spengler, T.S. (2013). Planning of capacities and orders in build-to-order automobile production: A review. European Journal of Operational Research, 224(2), 240.

EBay Contracting Case

eBay Creates value not by actually producing, distributing, or selling any goods and services, but rather by facilitating this sale through its online site. This is a service provision of sorts, however it is a service that depends on their being another buyer and another seller at both ends of the service and would be considered simply a supportive element of the value chain in a more traditional construction (QuickMBA, 2012). As a facilitator of the sale of goods in a more traditional setting, eBay creates value by matching buyers with sellers in a secure environment that optimizes price for all involved in the auction model (Case, n.d.). Although the company only serves as a facilitator and thus avoids many contracting issues, there are still potential problems that eBay could face. Because the company offers a guarantee of a certain measure of security to both buyers and…

References

Case. (n.d.).

QuickMBA. (2012). Value chain. Accessed 7 April 2012.

 http://www.quickmba.com/strategy/value-chain/

However, asking specific, open-ended questions about what the individual actually eats at Subway yields more interesting data than simply asking him or her if health is a question when ordering -- perhaps he gets a highly caloric meatball sub, and feels comforted that Subway is a 'diet restaurant.' In contrast, an individual with small children who frequents fast food restaurants might be marked as an unhealthy eater in a closed-question quantitative study if he or she is merely asked 'do you go to fast food restaurants that sell burgers more than three times a week?' That individual might order a salad at McDonald's while her children get happy meals, while someone who goes to Subway and orders the unhealthy food options will not have his or her food choices adequately recorded. A more accurate portrait of different ways of patronizing restaurants and what was consumed on the premises would be…

Works Cited

Lafay, L., L. Mennen, a. Basdevant, M.A. Charles, J.M. Borys, E. Eschwege & M. Romon.

2000, Nov). Does energy intake underreporting involve all kinds of food or only specific food items? Results from the Fleurbaix Laventie Ville Sante (FLVS) study. Nature.

24(11): 1500-1506. Retrieved 8 October 2008 at Nature.com  http://www.nature.com/ijo/journal/v24/n11/full/0801392a.html