College of Administrative and Financial Sciences
Assignment 2
Deadline: 28/03/2020 @ 23:59
Course Name: Logistics Management
Student’s Name:
Course Code:MGT322
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Level of Marks:
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.
Assignment: 2
Submission Date by students: Before the end of Week- 10th
Place of Submission: Students Grade Centre
Weight:
10 Marks
Learning Outcome:
1. Demonstrate an understanding of how global competitive environments are changing supply chain
management and logistics practice.
2. Apply essential elements of core logistic and supply chain management principles.
3. Analyze and identify challenges and issues pertaining to logistical processes.
Assignment Workload:
This assignment is an individual assignment.
Critical Thinking
In today’s highly competitive, extremely variable and really dynamic environment, many firms
are seeking solutions. Supply chain management becomes more sophisticated and the
difference between what firms want to achieve and what they can do in-house continues
to grow, firms begin to realize that doing the right thing becomes more interesting than doing
everything. Accordingly, they are becoming better focused and more specialized by outsourcing
and offshoring activities that are far from their core businesses. In many cases firms decide to
outsource this function in whole or in part to agents or third party logistics firms.
Using this concept of offshoring and outsourcing answer the following questions by taking any
Saudi Local company or any Multinational company.
Question:
1. What are Third party logistics firms?
2. Explain the motivational factors for going internationally?
3. On what ground companies choose developing countries location for offshoring? Use
examples. (Mention the country and decisive factors)
4. Assess the reasons for using third party logistics service in Saudi Arabia? Using examples,
Explain
The Answer should be 3- 4 pages in length including the cover page and reference.
The Answer must follow the Key word/ outline points below:
•
Outsourcing ,offshoring ,Third Party logistics
•
Their Main functions
•
Motivational Factors /Drivers
•
Any local example
•
Reasons with suitable Examples
•
Reference
Note: You can support your answer by reading chapter 4 of your book.
You can use secondary source available on internet. Please use APA-style referencing.
Answer 1.
Answer 2.
Answer 3.
Answer 4.
References.
Slide 4.1
Chapter 4:
Managing logistics internationally
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.2
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.3
7 Rights of Logistic
@ seven rights are,
• to deliver the right product,
• in the right quantity
• the right condition,
• to the right place
• at the right time
• for the right customer
• at the right price.
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.4
International logistics
• International logistics is the process of
planning and managing the flow of goods
and products in your company's supply
chain , where part of the process involves
crossing at least one international border.
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.5
International Logistics
Management
• Logistics management skills are one of the most needed
competencies in global economies.
• The International Society of Logistics defines logistics as
a professional discipline that ensures the successful
support of the product throughout its life. From design
engineering to manufacturing and materials, packaging
and marketing, and distribution and disposition,
• logistics involves every possible phase of the product
support process. The main goal of a logistician is to
minimize both public and private operating costs and
maximize productivity.
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.6
Risks in International Logistics
Risks in
international
logistics
External risks
⚫Language and
culture
uncertainty
⚫Political risks
⚫Macroeconomi
c risks
Internal risks
⚫Supply options
⚫Inventory
policy
⚫Transportation
and distribution
arrangements
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.7
Figure 4.1
Decision framework for international logistics
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.8
Internationalization
The designing of a product in such a way
that it will meet the needs of users in many
countries or can be easily adapted to do so.
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.9
Drivers and logistics implications of
internationalization
Motivations for International Expansion
• Increase Market Share
– domestic market may lack the size to support
efficient scale manufacturing facilities
• Return on Investment
• large investment projects may require global
markets to justify the capital outlays
• weak patent protection in some countries
implies that firms should expand overseas
rapidly in order to prevent imitators
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.10
Drivers and logistics implications of
internationalization
Motivations for International Expansion
• Economies of Scale or Learning
– expanding size or scope of markets helps to
achieve economies of scale in manufacturing as
well as marketing, R & D or distribution
– can spread costs over a larger sales’ base
– increase profit per unit
• Location Advantages
– low cost markets may aid in developing
competitive advantage
– may achieve better access to:
• Raw materials
• Key customers
• Lower cost labor
• Energy
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.11
Drivers and logistics implications of
internationalization
• Strategy and operating decisions are
Multidomestic decentralized to strategic business units (SBU)
in each country
strategy
• Products and services are tailored to local
markets
• Business units in one country are independent
of each other
• Assumes markets differ by country or regions
• Focus on competition in each market
• Prominent strategy among European firms
due to broad variety of cultures and markets
in Europe
Logistical network: Mainly national; Sourcing, storage and
shipping on a national level and duplicated by country
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.12
Drivers and logistics implications of
internationalization
Global
strategy
• Products are standardized across national
markets
• Decisions regarding business-level strategies
are centralized in the home office
• Strategic business units (SBU) are assumed to
be interdependent
• Emphasizes economies of scale
• Often lacks responsiveness to local markets
• Requires resource sharing and coordination
across borders (which also makes it difficult
to manage)
Logistical network: Limited number of production locations that
ship to markets around the globe through a highly
internationalized network with limited localized warehouse and
resources.
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.13
Figure 4.2
The international logistics pipeline
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.14
Figure 4.5
Delivery strategies in a global network
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.15
Figure 4.9
Phases in the location selection process
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.16
Figure 4.10
Changing role of distribution centres
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.17
Figure 4.14
SCM tools and trade-offs in the supply chain
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.18
Table 4.7
Comparing forward and reverse logistics
(Source: Reverse Logistics Executive Council, http://www.rlec.org)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.19
Figure 4.15
CSR practices in the supply chain
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.20
Table 4.8
NEC CSR supplier requests
(Source: NEC Group CSR Guideline for Suppliers, http://www.nec.co.jp/purchase/pdf/sc_csr_guideline_e.pdf)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.21
Table 4.8
NEC CSR supplier requests (Continued)
(Source: NEC Group CSR Guideline for Suppliers, http://www.nec.co.jp/purchase/pdf/sc_csr_guideline_e.pdf)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
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