SUPPLY-CHAIN MODELLING:-

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LO1: Understand the relationship between supply chain management (SCM) and

organizational business objectives.

LO1.1 Explain the role and importance of logistics in supply chain management in meeting your

chosen organizations strategic objectives.

In the ancient Greek tale about the tortoise and the hare, the speedy and overconfident rabbit fell

asleep on the job, while the "slow and steady" turtle won the race. That may have been true in

Aesop's time, but in today's demanding business environment, "slow and steady" won't get you out

of the starting gate, let alone win any races. Managers these days identify that getting products to

customers faster than the competition will advance a company's competitive position. To remain

competitive, companies must get new solutions to significant Supply Chain Management issues

such as modal analysis, supply chain management, load planning, route planning and distribution

network design.

Companies must face corporate challenges that sway Supply Chain Management such as

reengineering globalisation and outsourcing. Why is it so significant for companies to get products

to their customers rapidly? Faster product availability is central to escalating sales, says R. Michael

Donovan of Natick, Mass., a management consultant specialising in manufacturing and

information systems. "There's a substantial profit advantage for the extra time that you are in the

market and your competitor is not," he says. "If you can be there first, you are likely to get more

orders and more market share." The aptitude to convey a product faster also can make or break a

sale. "If two alternatives [products] emerge to be equal and one is right away available and the

other will be accessible in a week, which would you choose? evidently, "Supply Chain

Management has an central role to take part in moving products more speedily to their target.”

LO1.2 Explain the link between your chosen organization’s supply chain management and its

business functions.

Williams et al. (2002) assured organizational novelty would drive the changes of the whole

organizational framework and that of employees, which further affects the operation of the whole

supply chain. The mounting needs for the cooperation and the connection between buyers and

suppliers would reason strong effects to the organizational innovation (Lee, 1995). Atuahene-Gime

(1996 a/b) also assured that supply chain management chiefly concentrates on the pluses and value

of the product innovation. As for service industry, the returns of innovation in both service and

quality are subject to a good supply chain management. Athaide et al. (1996) said that in the

happening of both product innovation and technique innovation, the supply.

The type of the corporate culture affects the likelihood of the individual innovation and the

organizational innovation. The bureaucratic culture restrains the individual innovation and the

corporations’ ability to make any conversion against competition. The supportive culture is easiest

to shore up the individual innovation, and can also make corporations happy to alter for

recuperating their competences. The effectual culture can egg on the individual innovation.

However, its too much emphasis on results will bring on the opposing conflicts among staff, and

becomes a big obstacle for the organizational transformation. Hurley and Hut (1998) said that an

organization would give more resources to promote more innovation and build up competences if

its culture stresses innovation.

LO.1.3 What are the key drivers used by your organization to achieve an integrated Supply Chain?

As companies increasingly put into action their supply chain to compete and attain market share,

spending and action in this area are remarkably on the upswing. Technology and process upgrades

at forward-thinking companies evidently demonstrate that supply chain excellence is more broadly

established as an element of overall business strategy and that growing value to customers is not

just management’s, but everyone’s business.

The transfer in how company’s outlook their supply chain is taking hold. Scrutinize how your

company views its supply chain and deem your answers to these fundamental questions. Does

leadership view your supply chain as a strategic competitive advantage? If not, are you bearing in

mind outsourcing your supply chain? Are the capacity strengths of your supply chain generally

known and understood by leadership of the company? If so, how do they sway growth, profitability

and customer service?

Hitachi Consulting works closely with leading manufacturing and distribution companies and aids

them address their business challenges. From our experience operational with key companies in

food and beverage, consumer products, high tech and industrial manufacturing, there are six key

trends causing significant impact and modify to supply chain design and performance:

 Trend 1 – Demand planning

 Trend 2 – Globalization

 Trend 3 – Increased competition and price pressures

 Trend 4 – Outsourcing

 Trend 5 – Shortened and more complex product life cycles

 Trend 6 – Closer integration and collaboration with suppliers

LO2: Be able to use information technology to optimise supplier relationships in an

organization.

LO2.1 Evaluate the effectiveness of strategies used by your organisation to maintain supplier

relationships.

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LO1: Understand the relationship between supply chain management (SCM) and organizational business objectives. LO1.1 Explain the role and importance of logistics in supply chain management in meeting your chosen organizations strategic objectives. In the ancient Greek tale about the tortoise and the hare, the speedy and overconfident rabbit fell asleep on the job, while the "slow and steady" turtle won the race. That may have been true in Aesop's time, but in today's demanding business environment, "slow and steady" won't get you out of the starting gate, let alone win any races. Managers these days identify that getting products to customers faster than the competition will advance a company's competitive position. To remain competitive, companies must get new solutions to significant Supply Chain Management issues such as modal analysis, supply chain management, load planning, route planning and distribution network design. Companies must face corporate challenges that sway Supply Chain Management such as reengineering globalisation and outsourcing. Why is it so significant for companies to get products to their customers rapidly? Faster product availability is central to escalating sales, says R. Michael Donovan of Natick, Mass., a management consultant specialising in manufacturing and information systems. "There's a substantial profit advantage for the extra time that you are in the market and your competitor is not," he says. "If you can be there first, you are l ...
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