Paraphrase and rewrite

User Generated

hxtvey987

Writing

Description

5 papers

please rewrite add , remove or rewrite make sure 100% not plagarised


each paper should have 6 Apa citations

Unformatted Attachment Preview

1 • • • • 2- to 3-page assessment of the critical role of demand forecasting as a key element in the overall planning and decision-making processes of your selected organization. In your analysis, address the following: To what extent does demand management, as practiced in an organization, support the view that it is critical to the success of an organization and to your publicly traded company, in particular? What is the role of forecasting in the supply chain of the organization? Be sure to provide clear examples illustrating how forecasting is a driver of planning decisions. What are the various forecasting techniques, and how are they appropriate or not appropriate for an organization and/or for your publicly traded company? Using elements of good forecasting, formulate recommendations for effective forecasting for your publicly traded company. Include in your recommendations the appropriate steps for estimates of error to be applied as rational-based adjustments. Forecasting and Demand Management. Forecasting and demand management are vital tools that analyze, predict and assume future demands and cost-efficient avenues for success. Forecasting involves the assessment of revenues, profits and other performance measures that are essential for business decisions. The use of forecasting has generated $ 200 billion annually in revenues (Lyneis, 2000). System dynamics models are created to provide gateways to predict more reliable forecasts of short to mid-term trends (Lyneis, 2000). CVS is committed to driving their shareholder value through long-term sustainable growth that consists of an array of networks created by producers to establish valuable marketing channels. Demand Management-CVS 2 Demand chain management (DCM) is a concept that draws from other business disciplines. Primarily, logistics is the most vital discipline when it comes to the success of an organization(Zhao & Xie, 2002). CVS offers opportunities for global chains to enhance their competitive advantage through alternatives for time, cost and availability of services. As CVS expands it supply value by eliminating the sale of tobacco products from their shelves, they are also using competitive advantage in their decision making to the risk losing customers and decreasing their stock profits. CVS uses forecasting to as their company’s competitive strategy. A part of CVS’ business strategy involves using 28 investment analysts to predict whether the company will outperform the market based on consensus, consumer recommendations, share prices, dividends, and earnings and revenues history estimates. Their forecasting decisions include their vision to strengthen their brand by decreasing accessibility to tobacco products and increasing return customer rates online assistance for tobacco cessation. System dynamics models are set in place to allow CVS to provide a means of understanding how the change in their competitive business strategy will affect the pharmacy management industry. The use of forecasting techniques such as demand chain management allows investment analysts to decide to move CVS in the direction where they choose to lead the market instead of following market. Investment analysts have considered the decision to remove tobacco products from their stores would somehow impact their revenues and profits. They also planned for the opposite effect which the move will eventually strengthen their brand and differentiate themselves from their competitors. To be successful in moving forward with different business strategies, it is recommended to use 12month forecast instead of quarterly forecasts. This recommendation will help investment analysts examine the impact of forecasting error distribution with normal distribution that will essentially 3 influence total costs. The use of forecasting along with DCM will allow the use of cost-led approaches that will consider positive bias to protect against uncertainty with fall in share prices. References CVS Health Incorporation (2017). Annual Shareholder Meeting Proxy Statement. Retrieved from http://investors.cvshealth.com/~/media/Files/C/CVS-IR-v3/reports/proxy-statement2017.pdf Lynne's, J. M. (2000). System dynamics for market forecasting and structural analysis. System Dynamics Review, 16(1), 3. Zhao, X., & Xie, J. (2002). Forecasting errors and the value of information sharing in a supply chain. International Journal of Production Research, 40(2), 311-335. doi: 10.1080/00207540110079121 • • • • Submit a 2- to 3-page analysis of the impact of integration and management of business processes on supply chain strategy for your chosen organization. In your analysis, answer the following: How critical is technology to any strategy for business process integration in a global organization? What are the problems facing a traditional asset-driven supply chain planning to convert to becoming a customer-driven value chain? Is business process integration feasible and, if so, what lessons can be learned from the assigned readings that would be applicable to any organization planning a strategy of business process integration? What two to three recommendations would you make for effective business integration for your selected publicly traded company? To accompany your recommendations, identify at least one relevant business theory to support your assertions. Any 6apa citation Business Operations: Process Integration Business operations and processes undergo various changes and require integrative processes to reply to demands of customers and rely on suppliers to manufacture product for future sales. As company grows through customer demands and acquisition, business managers must make decisions that support competitive advantage of their firms and to aim for an ideal state of decision making that delineates capacity forecasts and demands. To accomplish this mission, business managers may use enterprise resource planning models to capture financial data, establish a common set of numbers that may be used to collaborate with their strategic retail customers and increase revenue (Jacobs & Chase, 2014, pg. 432). Technology in Global Business Processes and Strategies The pharmaceutical retail industry has experienced exponential growth over the last 10 years. U.S. pharmaceutical services have accounted for $286.5 billion in revenues that were motivated by the demands of the aging population and the necessity to provide rapid accessibility to generic drugs (Kumar & Kwong, 2010). To add the growth of the pharmaceutical industry, the integration of information technology has impacted the need for mobile interfaces that provide information and improve overall health and productivity. These well-designed mobile platforms also create an opportunity to monitor plan member’s behaviors to lower rates (Roberts, 2013). Furthermore, retail pharmacy chains rely on technology to ensure medication inventories are maintained at acceptable levels to satisfy demands while minimizing cost of both parties (Kumar & Kwong, 2010). Traditional asset driven supply chain planning is evolving into the need for customer value chains. The primary focus of the traditional supply chain planning was leverage he supply chain to achieve the lowest initial purchase prices while encourage strong competition among suppliers. Customer value chain is now a considered an innovative defense designed to sustain competitive advantage by reducing investments without affecting customer satisfaction (Spekman, Kamauff & Myhr, 1998). The problem that is approaching both types of supply chain management is that changes in improvements show that the value is placed on achieving added networks and sharing throughout the entire supply chain. Thus, acknowledging that success is no longer measured by single transactions. assured by a single transaction network of co-operating companies competing with other firms. Integrative business processes are achievable if we understand that supply chain management involves the use of information technology to deliver and management knowledge used to plan and control the flow of the supply chain (Wang, Huang & Dismukes, 2004). Essentially, the goal is to meet customer’s demands more efficiently by switching to customer value chain management. CVS goals are parallel to those defined by supply chain management queues. The use of information technology enables retail pharmacies work with drug distributors to ensure that medication inventories are maintained as well as ensuring pharmacy inputs and output prescriptions are correctly filled and dispensed. CVS’s planning phase includes an aspect of the collaborative planning system method. This method allows manufacturers chosen by CVS the ability to collaborate with other retail customers in efforts to increase revenues, improve service and use information to add retail partners to gain a more comprehensive view of its performance in the supply chain (Jacobs & Chase, 2014). References Kumar, S., & Kwong, A. M. (2011). Six sigma tools in integrating internal operations of a retail pharmacy: a case study. Technology and Health Care: Official Journal of The European Society for Engineering and Medicine, 19(2), 115-133. doi:10.3233/THC-2011-0615 Oscar, R. (2013). Smarter pharmacy benefits: How mobile technology communications improve pharmacy utilization and cut costs. Managed Care Outlook, 26(8), 2-6. Spekman, R. E., Kamauff Jr, J. W., & Myhr, N. (1998). An empirical investigation into supply chain management: a perspective on partnerships. Supply Chain Management: An International Journal, 3(2), 53-67. https://doi.org/10.1108/13598549810215379 Wang, G., Huang, S. H., & Dismukes, J. P. (2004). Product-driven supply chain selection using integrated multi-criteria decision-making methodology. International journal of production economics, 91(1), 1-15. https://doi.org/10/1016/S0925-5273(03)00221-4 Lynne's, J. M. (2000). System dynamics for market forecasting and structural analysis. System Dynamics Review, 16(1), 3. Zhao, X., & Xie, J. (2002). Forecasting errors and the value of information sharing in a supply chain. International Journal of Production Research, 40(2), 311-335. doi: 10.1080/00207540110079121 • • Submit a 2- to 3-page evaluation of the variables involved in developing an operations strategy designed to achieve a strategic fit across an organization and to gain competitive advantage in the global marketplace. In your evaluation, answer the following: What effective lean systems, techniques, or steps might your publicly traded company consider to create or maintain the competitive advantage? Explain your rationale for your suggestions. What theory or theories support your rationale or recommendations? Be sure to include scholarly, peer-reviewed sources to support your assertion. Any 6 apa citation Lean Systems Business Operations: Process Integration Lean systems were created by the Japanese automotive industry in the 1900’s. Lean manufacturing principles have been applied successfully in manufacturing areas as well as service areas (Al-Aradiah, Momani, Momani & Khasawneh, 2010). Lean thinking is a concept that contributes to reducing or eliminating non-value added time, money and energy in the healthcare sector. The pharmaceutical retail business is a highly complex and fragment arena that fills prescriptions in 140,000 outlets with only 6 percent of sales are sold direct by manufacturers (Rossetti, Handfield & Dooley, 2011). Recent changes in the retail pharmacy have affected the macroeconomic and regulatory arenas that constantly shapes the competitive edge of all pharmaceutical retail industry. Business operations and processes undergo various changes and require integrative processes to reply to demands of customers and rely on suppliers to manufacture product for future sales Lean Systems in Retail Pharmacy Industries (CVS) The pharmaceutical retail industry has experienced exponential growth and recent changes that stretch over a global level and impact the tactical and strategic decisions made by business managers (Rossetti et al., 2011). Recent changes in Medicare and Medicaid reimbursement have changed compensation for many supply chain management. There have been many standard logistic strategy models that have been useful in the managerial guidance in distribution industries but have not been easily applied in the pharmaceutical industries. Lean methods are low cost tools that help business managers to identify business problems in operations processes that reduce costs, increase quality and enhance timely delivery of services (AlAradiah, Momani, Momani & Khasawneh, 2010). CVS pharmacy rely on delivering the best service possible in their clinics and retail pharmacies. Elimination of waste activities that undermine efficient quality of care by reducing delays and wait times and speeding up the drug delivery processes can be used to invest in new technology. Theories of Lean Systems Publicly traded and owned healthcare enterprises are experiencing efforts to improve quality of care and cut down operating expenses through lean warehousing and logistics. Lean warehousing consists of eliminating non-value added steps and waste product storage processes. Lean logistic applies to the functions of moving material through the supply chain (Jacobs & Chase, pg. 350, 2014). Traditional asset driven supply chain planning is evolving into the need for customer value chains. Publicly traded companies use lean tools and methods to streamline operations and focus on delivery medicines to support hospitals and clinics partnered with the chain. Some business managers have chosen to use two lean tools that assess improvement: 5S and value-added mapping. The 5S stands for sift, sort, sweep, standardize and sustain. 5S is used to separate necessary from unnecessary, keeping work areas clean and making new procedures a habit (Hintzen, Knoer, Van Dyke and Milavitz, 2009). This is often experienced in the hospital and clinic pharmacies. 5S evaluates the number of consumption points, the role and number of intermediaries and the long lead times in the highly unpredictable pharmaceutical retail industry (Al-Aradiah et al., 2010) Value added mapping consists identifying value-added and nonvalue added steps of a process that delivers a service and provides visual identification of opportunities for improvement (Hintzen et. al., 2009). Lean system methods are primarily designed to improvement the responsiveness to the change in business supply chains and customer value. The reduction in costs with improved wait times and quality of care exemplifies how lean methods in a supply chain can positively affect the competitive advantage of retail pharmacies in the global market (Jacobs & Chase, 2014). References Al‐Araidah, O., Momani, A., Khasawneh, M., & Momani, M. (2010). Lead‐Time Reduction Utilizing Lean Tools Applied to Healthcare: The Inpatient Pharmacy at a Local Hospital. Journal for Healthcare Quality, 32(1), 59-66. Hintzen, B. L., Knoer, S. J., Van Dyke, C. J., & Milavitz, B. S. (2009). Effect of lean process improvement techniques on a university hospital inpatient pharmacy. American Journal of Health-System Pharmacy, 66(22). doi: 10.2146/ajhp080540 Jacob, F.R., & Chase, R. B. (2014). Operations and supply chain management. (14th ed). New York; NY: McGraw-Hill. Rossetti, C. L., Handfield, R., & Dooley, K. J. (2011). Forces, trends, and decisions in pharmaceutical supply chain management. International Journal of Physical Distribution & Logistics Management, 41(6), 601-622. https://doi.org./10/1108/09600031111147835 • • Submit a 2- to 3-page assessment of strategic issues affecting the implementation of global logistics. In your assessment, do the following: Answer the three questions below, providing peer-reviewed, scholarly sources to support your answers. Provide a brief assessment of where opportunities exist to improve supply chain operations for your selected public company and how VSM would help to identify those opportunities. • • • Create a value stream map (VSM) of this supply chain. What other information is needed? Where is there risk for supply chain disruptions or stoppages to the flow of materials? Where do opportunities reside in improving supply chain operations and how has VSM helped reveal these? 6 apa citation strategic issues affecting the implementation of global logistic To tackle many of these unprecedented challenges, supply chain professionals are relying on their peers for information on how to resolve issues and finding best practices to overcome (Koke, 2015). With the mounting challenges in the industry, it could be difficult supply chain and logistics professionals to even know where to start to make the improvements (Koke, 2015). Many of the world’s leading companies are utilizing transportation and network optimization strategy (Koke, 2015). When organizations are selecting what strategy to use, they must consider the impact on their business (Koke, 2015), it’s important to establish the right fit for the state. Despite logistic challenges a business is facing, they still need their goods (Koke, 2015). Additionally, rightsizing on inventory is considered when lowering services to fit the cost (Koke, 2015). Using the transportation network as a substiture, eventually turns into a long-term goal with the benefits as a factor (Koke, 2015). There are positive factors in my publicly traded company, Dillard’s supply chain management. Customer-centric marketing retailers are seeing startegies that reflect the customer’s preference and providing more at a relevant cost (Santos, 2011). Revenues were reported 6 billion annually in 2011 (Santos, 2011) while operating 296 stores in 29 US states. Dillard’s new system allows the company to target shopper offers (Santos, 2011). According to Dillard’s, email program revenues have doubled (Santos, 2011). Although email programs have brought about much success, they still struggle with emails scams as most companies (Santos, 2011). There is a better system managed to avoid most email scams. ROI, is seen everday as the email revenue continues to grow (Santos, 2011). References Koke, R. (2015). Transportation challenges and best practices: the supply chain design perspective panel. Llamasoft supply chain blog. Retrieved fromhttp://www.llamasoft.com/transportation-challenges-and-best-practices-the-supply-chaindesign-perspective-panel/ Santos, M. (2011). Dillard’s implements targeted email program to improve inbox placement rates. Retail Touch Points. Retrieved from http://www.retailtouchpoints.com/retailcrm/1010-dillards-implements-targeted-email-program-to-improve-inbox-placement-rates • • • • Submit a 2- to 3-page assessment of the ethical, financial/organizational, and social change implications of the processes involved in cross-functional coordination of sourcing. In your assessment, do the following: Develop an appropriate strategic sourcing plan concerning the advantages of sourcing and identify key relationship goals your chosen publicly traded company might consider. Explain the ethical implications of sourcing. Describe how your recommendations will contribute to positive social change. Identify the challenges of interfunctional and interorganizational supplier or vendor sourcing coordination and the degree that information technology can facilitate or hinder the coordination with sourcing and their relationship with the supplier or vendor. Any 6 apa citation Outsourcing and Relationship Coordination Recent changes in the retail pharmacy have affected the macroeconomic and regulatory arenas that constantly shapes the competitive edge of all pharmaceutical retail industry. Business operations and processes undergo various changes and require integrative processes to reply to demands of customers and rely on suppliers to manufacture product for future sales Competition is no longer limited to the realm of the retail enterprise. Pharmacy retailers partner with other communities in the health care marketplace to strengthen their competitive advantage. Strategic Sourcing in Retail Pharmacy- (CVS) The pharmaceutical retail industry has experienced exponential growth and recent changes that stretch over a global level and impact the tactical and strategic decisions made by business managers (Rossetti et al., 2011). Pharmacy retailers have developed the ability to display and make use of value adding capabilities that appeal to a variety of customers, suppliers and distributors (Bendoly, Soni & Venkataramanan, 2004). This implementation has led to the integration of enterprise systems designed to plan and integrate processes that better manage resources and partnerships in the pharmacy supply chain management. Enterprise systems have been adopted by over 30,000 companies worldwide in efforts to manage business practices such as accurate accounting principles of inventory (Bendoly, Soni, & Venkataramanan, 2004). Enterprise systems can be used to breakdown interfunctional communication barriers through applications that help business managers to identify business problems in operations processes that reduce costs, increase quality and enhance timely delivery of services (Al-Aradiah, Momani, Momani & Khasawneh, 2010). CVS pharmacy rely on delivering the best service possible in their clinics and retail pharmacies through processes that introduce effective augmentation of new business strategies and competencies. Ethical Implications Publicly traded and owned healthcare enterprises are experiencing efforts to improve quality of care and cut down operating expenses through lean warehousing and logistics that may somehow compromise some ethical inequalities in the health care marketplace. Ethical inequalities in pharmacy retailing have identified exploitation, copycat branding and aggressive pricing strategies that are controversial to the business ethics (Whysall, 2000). Aggressive discounting by CVS’s competition drives CVS to derive ways to maintain their competitive advantage and their positive social change in the health care marketplace. Retailers have been forces to re-evaluate their merchandise strategies to accommodate the increase in their prior investments as well as their competitive edge in supply chain management ( Pretious & Love, 2006). Enterprise systems are primarily designed to improvement the responsiveness to the change in business supply chains and customer value. Enterprise systems illustrate inflation costs and radical shifts that are associated with structural change and the implementation of information technology infrastructures. With the introduction of IT infrastructures, retailers can ensure faster replenishment, leaner and faster supply chains, competitive prices with the customers and their supplier partnerships. IT infrastructures also enable pharmacy retailers to positively respond to the pressures of cost reduction and take advantage of both strategic and technological standpoints. These additions can be viewed valued addition to the supply chain. References Al‐Araidah, O., Momani, A., Khasawneh, M., & Momani, M. (2010). Lead‐Time Reduction Utilizing Lean Tools Applied to Healthcare: The Inpatient Pharmacy at a Local Hospital. Journal for Healthcare Quality, 32(1), 59-66. Bendoly, E., Soni, A., & Venkataramanan, M. A. (2004). Value chain resource planning: Adding value with systems beyond the enterprise. Business Horizons, 47(2), 79-86, https://doi.org/10.1016/j.bushor.2003.08.004. Mike Pretious, Mary Love, (2006) "Sourcing ethics and the global market: The case of the UK retail clothing sector", International Journal of Retail & Distribution Management, Vol. 34 Issue: 12, pp.892-903, https:// doi.org/10.1108/09590550610714620. Rossetti, C. L., Handfield, R., & Dooley, K. J. (2011). Forces, trends, and decisions in pharmaceutical supply chain management. International Journal of Physical Distribution & Logistics Management, 41(6), 601-622. https://doi.org./10/1108/09600031111147835 Whysall, P. (2000). Addressing ethical issues in retailing: a stakeholder perspective. The International Review of Retail, Distribution and Consumer Research, 10(3), 305-318. doi: 10.1080/095939600405992.
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Hello! Kindly find the attached answers and in case of any issue, please let me know. Thank you and all the best!

Running head: BUSINESS PROCESS INTEGRATION AND MANAGEMENT

Business Process Integration and Management
Name
Institution
Date

1

BUSINESS PROCESS INTEGRATION AND MANAGEMENT

2

Business Process Integration
Business Process Integration (BPI) is crucial for global companies or organizations that
wish to connect their information and systems efficiently. BPI enables integration of services and
systems, sharing of information securely and automation of processes in a business (Jeston,
2014). It enables operational, management and supporting processes to work jointly to achieve
enterprise goals. For instance, Barclays, which is a British global bank, can use Business Process
Integration to automate processes, integrate services and systems, and share data across its
branches. In order for a company to gain a competitive advantage, the decision-making process
should focus on ideas that portray precisely the demands, capacity and forecasts, as it grows in
terms of customer acquisition and demands (Chang, 2016).
Technology in business process integration in a global organization
Technology is a very critical element in business process integration. Business process
integration is most of the times implemented through several technologies to increase data
exchange and flow between business processes across or within the organization, and between
different people and applications (Guo et al., 2015). Through the technology, organizations are
able to utilize the solution investments they have to become more efficient and more productive.
Technology also enables business processes through the provision of information management,
communication support, and information processing support.
Problems Facing Traditional Asset-Driven Supply Chain
Today’s market landscape is dynamic, with customer demands and needs increasing. The
retail world is ruled by the consumers posing a challenge to the asset-driven supply chain.

BUSINESS PROCESS INTEGRATION AND MANAGEMENT

3

Companies are been forced to change their processes to meet the consumers’ demands.
Traditional asset-driven supply chain focuses on achieving minimal initial purchase prices and
ensuring there is still supplier competition (McCormack & Johnson, 2016). The supply chain is
facing problems in the market which is currently centered on consumer satisfaction. Companies
with asset-driven supply chain are been forced to shift to a customer-driven value chain which
focuses on maintaining a competitive advantage through investment reduction, without having an
effect on customer satisfaction.
Business Process Integration Feasibility
Business process integration is feasible. The first step in implementing business process
integration is identifying the processes involved. Business process mapping tools can be used to
identify the processes. The mapping tools also give a good indicator of the company’s ability to
document it existing processes and whether the processes are effective in attaining the business
goals (Vom Brocke et al., 2016). Business process integration should be able to lead the
company into the attainment of its business goals. For business process integration to be
attainable, management technology has to be utilized to manage and deliver knowledge required
for supply chain control and planning (Stevens & Johnson, 2016). The basic goal is to satisfy
customers by shifting to chain management which is customer-value oriented in order to improve
service and increase revenue.
Recommendations
Business process integration characterizes most successful organizations. The high
competition in the global market is forcing organizations to utilize integrated information and
processes raise their productivity. For effective business process integration for Barclays, I

BUSINESS PROCESS INTEGRATION AND MANAGEMENT

4

would recommend the company to have Information Technology managers to facilitate the
integration since IT is the most essential enabler for business process integration implementation.
According to organizational integration theory, technological interfaces play a pivotal role in
integration (Stevens & Johnson, 2016).
The company’s business process integration initiative should align with the company’s
goals. The potential savings of the initiative should be estimated conservatively as a way of
measuring its impact on the company productivity.

BUSINESS PROCESS INTEGRATION AND MANAGEMENT

5

References
Chang, J. F. (2016). Business process management systems: strategy and implementation.
Auerbach Publications.
Guo, X., Sun, S. X., & Vogel, D. (2015). A data flow perspective for business process
integration. ACM Transactions on Management Information Systems (TMIS), 5(4), 22.
Jeston, J. (2014). Business process manage...


Anonymous
Really helped me to better understand my coursework. Super recommended.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Similar Content

Related Tags