This document discusses global production and supply chain management. It provides an overview of topics that will be covered, including opening and closing case studies on domestic and foreign industries as well as management focuses. It also lists the members of a project team that will be analyzing these topics. Specifically, it introduces an opening case study on the effects of lack of transparency in the supply chain and how blockchain technology can be used to address this issue. It poses research questions on how to develop an effective garment supply chain management system using blockchain.

1. Global Production
& SCM
Chapter 17 (International Business- 13e)

2. Team Entity
1. Md Moinul Islam Ifti- 1840 (L)
2. Sangeeta Karmaker Tithi - 1798
3. Marium Akter Nipu – 1802
4. Mehedi Hasan – 1831
5. Abir Hassan Shanto- 2395
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3. Topics
1. Opening Case
2. New Case Development- Domestic
Industry
3. Focuses on Management
4. Closing Case
5. New Case Development- Foreign Industry
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4. 1.
Opening Case
Marium Akter Nipu – 1802
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5. • Supply chain executives and corporate strategists make a compelling case
that information flows in global supply chain is critical than the flow of
products and raw materials.
• And the aim is to prevent lack of information transparency.
• Enterprise resource planning (ERP) and supply chain software.
• Even after using ERP, one of the core drawbacks behind this is limited
information and not having an up-to-date technology infrastructure.

6. • Initiated Blockchain technology.
• But only one-third of the business executives who participated in the study
said that their companies had initiated implementation of the technology.
• Others didn’t initiate it as they see it as difficult, costly, and not as efficient
as for short term and immediate advantages.
• Also companies have legacy issue of technology.

7. • Lack of transparency in the supply chain.
• Using blockchain technology in the supply chain.

8. What are the effects of lack of transparency
in the supply chain?
• Leads to operational challenges due to
stoppage of work.
• Difficult to Plan for the future .
• Increase in cost and waste.
• Difficult to manage risk, security.

12. 2.
New Case
Development
Md Moinul Islam Ifti- 1840 (L)
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13. Summary
◎ Little management system
◎ Unexposed
◎ Inactive in the global village
◎ Transactions are not accessible
◎ Time-consuming
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14. Research Question
◎ What are the attributes and requirements needed to develop an
effective garments supply chain management system using
Blockchain technology?
◎ How to develop a GSCMS using Blockchain?
◎ How the GSCMS system be evaluated?
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15. What are the attributes and requirements needed to develop an
effective garments supply chain management system using
Blockchain technology?
our office
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16. How to develop a GSCMS using Blockchain?
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17. How the GSCMS system be evaluated?
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18. 3.
Management
Focuses
Sangeeta Karmaker Tithi - 1798
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19. ◎ I = Ingvar
◎ K = Kamprad
◎ E = Elmtaryd
◎ A = Agunnaryd
Management Focus - 1

20. Features of IKEA
◎ World’s largest furniture seller is
a swidish company having 445
store with 9500 products across
the world .
◎ Spent a lot of money on their
R&D developmemt .
◎ Low price with high value of
product
◎ Use “DIY” (do it yourself)
strategy.
◎ It is a NGO

21. For successfully doing
business globally, 3 broad
factors considered by IKEA
i)Country Factors
ii)Technological Factors
iii)Product Factors

22. Management Focus - 2

23. Features of Amazon.com,Inc.
◎ Amazon.com is a US based multinational
electronic commerce company founded by
Jeff Bezos in 1994.
◎ Has ranked “Gartner Global Supply Chain
Top 25” ranking.
◎ Started as an online bookstore ‘Kindle’ in
1995 , but soon diversified into selling DVD’s
,Mp3 download, computer software, Food ,
Toys etc.
◎ Surpassing ‘Walmart’ as the most valuable
retailer by market capitalization .

24. Supply chain Management of Amazon
Massive availability of products puts a strain on Amazon’s global supply chain
Customer Service Representative localized to each country .
Free two day shipping is really what drives the Amazon prime service .
Excellent Postal Services for local shipping .
Using new technologies and logistics models to exploit opportunities to reduce supply
chain cost and improve customer service

25. 4.
Closing Case
Abir Hassan Shanto- 2395
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26. Summary of the case
Procter & Gamble (P&G) is the world’s leading manufacturer of
consumer products. P&G, founded in 1837 by British American
William Procter and Irish American James Gamble. P&G has 21
billion-dollar brands (e.g., Bounty, Crest, Tide), operates 130 plants
staffed by 95,000 people, has some 70,000 suppliers around the
world, and sells its products in more than 180 countries. P&G’s goal
is to replenish at least 80 percent of the retail orders the company
receives in less than a day. To be able to do this, P&G redesigned its
distribution network. The company has improved transparency
throughout the end-to-end supply chain, developed even stronger
partnerships with its suppliers, and focused on maximizing synergy
throughout the production cycle.
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27. 1. P&G is the world’s leading manufacturer of consumer products,
but most customers do not know the P&G brand. Does that matter,
or should P&G brand more of their products under the P&G brand
(instead of Bounty, Crest, Tide and so on)?
As a leading market leader, Procter and Gamble already has
cemented their mark in the global markets for the past years and the
years to come. It is true that branding your own product is one of the
most important aspects of the business. P&G's use of their sub-
branding products like (Bounty, Crest, Tide) helps the parent
company. t gives its customers the impression that these sub-
branding products offer the same quality Procter & Gamble offers.
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28. 2. Considering P&G’s massive product portfolio and the
company’s enormous size, what global supply chain efficiencies
do you think P&G has that other companies cannot match given
the size and scope of P&G?
The global supply chain efficiencies that P&G has is customer
oriented and deliver service or products on time. P&G a global
supply chain giant has superior capabilities in terms of fulfilling
customer orders such that it aims to replenish 80% of its customer
orders anywhere in the world in less than a day which would seem
impossible to many companies in the same sector.
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29. 3. Given P&G’s focus on synergy and supplier partnerships,
how many of P&G’s suppliers do you think should be labeled
strategic, and how many should be considered just
transactional relationships, and why?
All P&G suppliers should be labeled as strategic. P&G focuses of
supplier relationships and synergy. This is effective when it is
attained for all the suppliers. All suppliers are important to the firm
and deserve to enjoy close and mutual relationships.
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34. Thanks!
Any questions?
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