Description
hello
(total words are 1200, 4 sections and each should has 300 mini to 500 max)
- A fast food chain Such as Dominos (Product) <<< you can use this subject ,, Dominos is just an example
Critical Writing
The purpose of this assignment is to identify and apply Logistics and Supply Chain Management concepts/tools to suggest logistics performance priorities. To this purpose, you should search and review about these companies through secondary available information. Think about how you can apply the concepts/tools that you learned in this course.
Suggest logistics performance priorities for any ONE of the following; explain why you have come to your conclusions:
1) A low fare Airline FLYNAS (Service)
OR
2) A fast food chain Such as Dominos (Product)
The Answer must follow the outline points below:
1. Executive summary (word count rage 300-500)
- Summarize what is logistics performance priorities, what Logistics and Supply Chain Management concepts/tools applied to achieve the company’s objective.
2. Background information (word count rage 300-500)
- Briefly introduce the company background (e.g., name, products, business size, location, internal/external interesting facts, etc).
3. Problem Description (word count rage 300-500)
- Describe the objectives clearly and specifically.
- The objective may involve either logistics decision-making or process improvement.
4. Results by using application of logistics and SCM concepts/tools that applied (word count rage 300-500)
- Describe what specific logistics and Supply Chain Management concepts/tools be applied to achieve the objective. This section should make it clear that you understand the concepts/tools you are about to use.
5. References
Note: The Answer should be of each point in the range of 300 to- 500 word counts.
Use APA style of referencing
Unformatted Attachment Preview
Slide 4.1
Part Two: Leveraging logistics operations
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.2
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 4.3
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.4
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 4.5
Table 4.1
The fourth-generation global shift in Europe
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.6
Table 4.2
Dimensions of different internationalism strategies
(Source: Based on Yip, 1989, and Bartlett and Ghoshal, 1989)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.7
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 4.8
Table 4.3
Characteristics of the international pipeline
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.9
(a) Focused markets: full-range manufacture for local markets
(b) Focused factories: limited range manufacturing for all markets
Figure 4.3
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.10
Figure 4.4
Inventory centralisation against logistics costs and service dimensions
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.11
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 4.12
Table 4.4
Three different delivery strategies
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.13
Figure 4.6
Comparison of domestic and international logistics pipelines
(Source: After van Hoek, 1998)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.14
Figure 4.7
The trade-off between cost and lead time for international shipping
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.15
Figure 4.8
Location of Asian facilities
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.16
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 4.17
Table 4.5 Trade-offs between two locations
Key: Score on a five-point scale ranging from poor to excellent
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.18
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 4.19
Differences in reconfiguration processes for companies depending upon
starting point (global or local)
Table 4.6
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.20
Figure 4.11
Stages in the implementation of postponed manufacturing: local starting
point
(Source: van Hoek, 1998)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.21
Stages in the implementation of postponed manufacturing: global
starting point
Figure 4.12
(Source: van Hoek, 1998)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.22
Figure 4.13
Example of physical infrastructure set-up with LLP origin in Asia
(Source: Leeman, 2007)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.23
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 4.24
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 4.25
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 4.26
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 4.27
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
Slide 2.1
Chapter 2:
Putting the end-customer first
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.2
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.3
Table 2.1
Example seasonal events and promotions
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.4
Figure 2.1
Annual sales per customer for a book distributor, shown as a Pareto diagram
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.5
Table 2.2
Comparison between consumer and industrial marketing
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.6
Table 2.3
CleanCo – current approach to market segmentation
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.7
Table 2.4
CleanCo – potential for behavioural segmentation
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.8
Table 2.5
Supply chain segmentation criteria
(Source: Godsell and Harrison, 2002)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.9
Figure 2.2
The impact of uncertainty
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.10
Figure 2.3
Modelling trend and seasonality
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.11
Figure 2.3
Modelling trend and seasonality (Continued)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.12
Figure 2.4
Simplified service quality gap model
(Source: After Parasuraman et al., 1991)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.13
Figure 2.5
Key drivers of customer loyalty
(Source: After Parasuraman and Grewal, 2000)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.14
Figure 2.6
Customer relationship management: bow tie and diamond
(Source: After Payne et al., 1995)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.15
Figure 2.7
Adding value by quality of service
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.16
Table 2.6
Selected service level measurements in retail supply chains
(Source: After Rafele, 2004)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.17
Table 2.6
Selected service level measurements in retail supply chains (Continued)
(Source: After Rafele, 2004)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.18
Figure 2.8
Creating logistics advantage: a four-step process
Source: (Harrison, 2010)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.19
Figure 2.9
Analysing the influence of demand characteristics
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.20
Figure 2.10
Customer segmentation using order winners
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.21
Figure 2.10
Customer segmentation using order winners (Continued)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.22
Figure 2.11
Customer value profiles for two AutoCo customers
Source: (Harrison, 2010)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.23
Figure 2.12
Strategy drivers and their implications for logistics strategy
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.24
Figure 2.13
Strategy drivers and their implications for segmentation
Source: (Harrison, 2010)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.25
Figure 2.14
The overall supply chain for bacalao
Source: Jahre and Refsland-Fougner, 2005
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 2.26
Table 2.7
Comparing da Noruega and superior
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.1
Chapter 6:
Supply chain planning and control
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.2
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.3
Figure 6.1
The focal firm ‘game plan’
(Source: From Manufacturing Planning and Control for Supply Chain Management, 5th Ed., McGraw-Hill (Vollman, T.E., Berry, W.L., Whybark, D.C. and Jacobs, F.R. 2005), reproduced with
permission of the McGraw-Hill Companies.)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.4
Figure 6.2
Structured bill of materials for sponge cake
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.5
Table 6.1
Master production schedule (MPS) for sponge cakes (before postponement)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.6
Gross and net requirement calculations for one week demand for sponge
cake (before postponement). ‘Exploding’ is indicated by arrows
Table 6.2
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.7
Figure 6.3
When: the re-order point
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.8
Figure 6.4
Economic batch quantity
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.9
Figure 6.5
As EBQ → 1
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.10
Table 6.3
Economic order quantity example
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.11
Table 6.4
Periodic order quantity example
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.12
Figure 6.6
EPOS data for last five weeks
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.13
Figure 6.7
The ‘bullwhip effect’ at work
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.14
Figure 6.8
ECR improvement categories
(Source: Fernie, 1998: 30)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.15
Figure 6.9
An RFID system
(Source: Beck, 2004)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.16
Figure 6.10
A collaborative planning pilot
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.17
Figure 6.11
Pipeline map at start
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 6.18
Figure 6.12
Pipeline map: at end of pilot
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.1
Chapter 5:
Managing the lead-time frontier
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.2
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.3
Figure 5.1
Break-even time
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.4
Figure 5.2
Distribution of shipment cycle times in days
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.5
Table 5.1
Getting ideas to market
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.6
Figure 5.3
When P-time is > D-time
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.7
Table 5.2
Example of process document
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.8
Figure 5.4
Process activity mapping and sources of waste
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.9
Figure 5.5
Walk the process (12 steps)
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.10
Figure 5.6
Identify every process step
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.11
Table 5.3
Time-based analysis data
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.12
Figure 5.7
Time-based process map: current
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.13
Figure 5.8
Cause-and-effect diagram
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.14
Figure 5.9
Time-based process map: re-engineered
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.15
Figure 5.10
A methodology for time-based process improvement
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 5.16
Figure 5.11
Results of time-based change initiatives
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
College of Administrative and Financial Sciences
Assignment 1
Deadline: 6/3/2021 @ 23:59
Course Name: Logistics Management
Student’s Name:
Course Code: MGT322
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1441/1442 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.
Logistics Management
ASSIGNMENT -1
Submission Date by students: Before the end of Week- 7th
Place of Submission: Students Grade Centre
Weight:
05 Marks
Learning Outcome:
1. Demonstrate a deep understanding of the logistic function concepts and theories as well as supply
chain management strategies.
2. Demonstrate the ability to understand complex issues pertaining to supply chain integration and
strategic supply chain partnership.
Assignment Workload:
This assignment is an individual assignment.
Critical Writing
The purpose of this assignment is to identify and apply Logistics and Supply Chain Management
concepts/tools to suggest logistics performance priorities. To this purpose, you should search and
review about these companies through secondary available information. Think about how you can
apply the concepts/tools that you learned in this course.
Suggest logistics performance priorities for any ONE of the following; explain why you have come
to your conclusions:
1) A low fare Airline FLYNAS (Service)
OR
2) A fast food chain Such as Dominos (Product)
The Answer must follow the outline points below:
1. Executive summary (1Mark, word count rage 300-500)
- Summarize what is logistics performance priorities, what Logistics and Supply Chain Management
concepts/tools applied to achieve the company’s objective.
2. Background information (1Mark, word count rage 300-500)
- Briefly introduce the company background (e.g., name, products, business size, location,
internal/external interesting facts, etc).
3. Problem Description (1Marks, word count rage 300-500)
- Describe the objectives clearly and specifically.
- The objective may involve either logistics decision-making or process improvement.
4. Results by using application of logistics and SCM concepts/tools that applied (1Mark)
- Describe what specific logistics and Supply Chain Management concepts/tools be applied to achieve
the objective. This section should make it clear that you understand the concepts/tools you are about
to use.
5. References (1 Marks)
Note: The Answer should be of each point in the range of 300 to- 500 word counts.
Each point carrying 1 Mark.
Use APA style of referencing
Purchase answer to see full attachment
Purchase answer to see full attachment
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Explanation & Answer
Attached. Please let me know if you have any questions or need revisions.
1
McDonald’s Supply Chain in the Aftermath of Covid-19
Paragraphs 1 - 2
-
Executive summary
Paragraphs 3 – 4
-
Background Information
Paragraphs 5 – 6
-
Problem Description
Paragraphs 7 – 12
-
Supply Chain Management Tools and Results of Application
References
1
McDonald’s Supply Chain in the Aftermath of Covid-19
Student's Name
Institutional Affiliation
Course Number
Instructor's Name
Date
2
McDonald’s Supply Chain in the Aftermath of Covid-19
Executive Summary
The term supply chain refers to the entire process through which goods are produced and
sold to final consumers. It includes all activities that take place from the time raw materials are
supplied to producers to the manufacture, distribution, and sale of finished goods (Harrison and
Hoek, 2011). Therefore, the profitability of business organizations depends on how activities and
processes along the supply chain are managed. However, activities in a supply chain are not
given equal priority. These tasks or activities which are given more priority are described as
logistics performance priorities. These logistics performance priorities should be managed
effectively to ensure that no hitches are experienced along supply chains (Harrison and Hoek,
2011). Some examples of logistical priorities include lifecycle planning, strategic sourcing,
forecasting, and demand planning, all of which determine the effectiveness of supply chains.
The management of global supply chains involves complex processes because of the
multiplicity of activities (Harrison and Hoek, 2011). For this reason, multinational corporations,
such as global food chains, have shifted to data-driven supply chain management. This is
because data-driven methods have proven effective in minimizing or eliminating uncertainties,
thus improving management. Moreover, business organizations that employ data-driven
methods to manage their supply chains enjoy many benefits, including increased efficiency and
collaboration, reduced overhead costs, and more (Harrison and Hoek, 2011). The goal of this
essay is to discuss the impacts that Covid-19 had on McDonald's global supply chain and the
tools the global food chain could have used to overcome interruptions. Governments and
businesses are still trying to come to terms with the effects of the virus as they also try to accept
the new normal. Multinational corporations, such as McDonald's, were affected greatly. The
3
company's background information is provided below, followed by the challenges it faced in its
global supply chain due to covid-19 and the tools it could have used to enhance efficiency.
Background Information
Founded in 1948 and headquartered in Oak Brook, Illinois, McDonald's is a global fastfood chain known for its hamburgers (Reed, 2020). The multinational company was started by
the McDonald brothers, who converted a barbecue joint into a burger and milkshake joint (Reed,
2020). The food joint sold shakes, fries, and burgers at half the price of its competitors and in
half the time in its early years. The McDonald's brothers who started the company changed the
traditional methods of operating hamburger shops. Instead of relying on waitresses and waiters,
they started a self-service counter. They also used high-powered heat lamps to keep food warm.
The company has grown over the years to over 30,000 restaurants in the world. The food
products it sells include snacks, beverages, desserts and shakes, sandwiches and chicken,
burgers, fries, and more (McDonald's, n.d.).
Considered to be the largest food chain globally, McDonald's uses intensive growth
strategies to expand and penetrate new markets. The strategies it uses include product
development, market penetration, and market development (Gregory, 2017). These expansion
strategies or methods have enabled McDonald's to establish its mar...
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