Jack Sprat

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Exhibit 5 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],QSR Industry Analysis

Exhibit 3 Sources of Competitive Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Higher Unit Prices Lower Unit Costs

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Answer ALL THREE questions 1. Illustrate the main characteristics and the associated challenges of perishable food supply chains such as the meat supply chain. (maximum 1500 words) 100 marks 2. How might Wings and Legs combine a lean and agile approach in its supply chain? (maximum 1500 words) 100 marks 3. What are the relative merits of each possible position of the material decoupling point? What option would you suggest to Wings and Legs? Provide justification for your answer. (maximum 1500 words) 100 marks Chicken Run - the poultry supply chain Stephan van Dijk, Jack van der Vorst and Adrie Beulens Case date 2000 Published as: Dijk, S.J. van, Vorst, van der, J.G.A.J., Beulens, A.J.M. (2003) Chicken Run - the poultry supply chain, in: Cases in Operations Management., Eds: Johnston, R., S. Chambers, C. Harland, A. Harrison, N. Slack, Case 34, p. 327-335, Prentice Hall, Third Edition Introduction At Wings & Legs, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers a serious discussion arises. The sales manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The operations and purchase managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products. This discussion sounded very familiar to the general manager. He has heard the complaints of the senior managers already many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the co-ordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The general manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any real impact of performance to consumers. He.

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Assessment on this Module The assessment for this module consists of two elements. Final submission dates for elements of assessment vary. Element Type of assessment Word or time limit % of Total Mark Submission method Final Submission Date 010 GROUP PRESENTATION 20 MINUTES HAND-IN AS A VIDEO 30% Dropbox link W/C 09 March NO LATER THAN: 2PM OM: Friday 13 March, 2020 011 INDIVIDUAL ASSIGNMENT 2000 WORDS 70% Turnitin®UK Grademark NO LATER THAN 2PM ON: Friday 24 April 2020 All forms of assessment must be submitted by the published deadline which is detailed above. It is your responsibility to know when work is due to be submitted – ignorance of the deadline date will not be accepted as a reason for late or non-submission. Assessment Case: Supply Chain at The Good Farm Company[footnoteRef:1] [1: This case is adapted from Stephan van Dijk, Jack van der Vorst and Adrie Beulens, but data have been changed for reasons of commercial confidentiality.] Introduction At The Good Farm Company, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers, a serious discussion arises. The Sales Manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The Operations and Purchase Managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products. This discussion sounded very familiar to the General Manager. He has already heard the complaints of the senior managers many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the coordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The General Manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any re.

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