GLOBAL SUPPLY CHAIN MANAGEMENT
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DEFINITION, OBJECTIVES, ADVANTAGES, DISADVANTAGES, FACTORS, AND THE KEY ACTIVITIES INVOLVED IN THE GSCM.
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PARTIES TO IR AND THEIR ROLES IN IR
The document discusses the major parties involved in industrial relations: employees, employers, government, and trade unions. It outlines the roles of each party. Employees seek to collectively bargain and improve their terms and conditions through trade unions. Employers associations represent employers in collective bargaining and provide advice to avoid disputes. The government establishes the legal framework and bodies like wage boards and courts to promote satisfaction among employers and employees.
Workers participation in management and its present status in india
Workers' participation in management aims to involve workers in enterprise decision-making. This document outlines the history and forms of workers' participation in India. It began in the 1920s but gained momentum post-independence through acts like the Industrial Disputes Act of 1947. Common forms of participation included works committees, joint management councils, and worker directors. However, progress has been limited due to factors like ideological differences between workers and management.
Workers Participation in Management
This document discusses workers' participation in management (WPM) in India. It defines WPM as a system of communication that allows employees to be informed about company affairs and contribute to management decisions. It describes different levels of WPM involvement from information sharing to administrative and decisive participation. Some common forms of WPM discussed are suggestion schemes, works committees, joint management councils, and shop councils. The document also outlines some reasons for the limited success of WPM in India such as resistance from employers and lack of initiative from unions and government.
Quality of work life HRM
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future trends of organizational development
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International strategic management
This document discusses international strategic management and different types of strategies used. It defines international strategic management as managing international business through strategic planning, decision making, organizing, leading and controlling functions globally. Four main types of strategies are described: international strategy focuses on transferring core competencies to foreign markets; multi-domestic strategy customizes strategies for each local market; global strategy pursues low-cost tactics by concentrating activities in few locations; and trans-national strategy balances cost reductions, skills transfer, and local responsiveness. The document provides details on each strategy's goals, advantages, and disadvantages.
Training and development of international staff
The document discusses providing training and development to international staff being sent to Japan, China, South Korea, and Singapore. It covers the need for cross-cultural training to facilitate expatriate adjustment. It also outlines a 5-phase process for designing effective cross-cultural training programs: 1) Identifying assignment type, 2) Conducting a needs analysis, 3) Establishing goals and measures, 4) Developing and delivering the program, 5) Evaluating the program. Key cultural differences across the countries in areas like management style, business structure, teams, and communication style are also summarized.
Entry strategies in international marketing
This document discusses various entry strategies for international marketing. It outlines 10 main strategies: exporting, licensing, franchising, contract manufacturing, management contracts, joint ventures, strategic alliances, mergers and acquisitions, wholly-owned subsidiaries, and turnkey projects. Each strategy is briefly defined and an example is provided. The strategies range from more indirect, lower commitment options like exporting and licensing, to higher commitment options that involve greater control like wholly-owned subsidiaries.
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PARTIES TO IR AND THEIR ROLES IN IR
The document discusses the major parties involved in industrial relations: employees, employers, government, and trade unions. It outlines the roles of each party. Employees seek to collectively bargain and improve their terms and conditions through trade unions. Employers associations represent employers in collective bargaining and provide advice to avoid disputes. The government establishes the legal framework and bodies like wage boards and courts to promote satisfaction among employers and employees.
Workers participation in management and its present status in india
Workers' participation in management aims to involve workers in enterprise decision-making. This document outlines the history and forms of workers' participation in India. It began in the 1920s but gained momentum post-independence through acts like the Industrial Disputes Act of 1947. Common forms of participation included works committees, joint management councils, and worker directors. However, progress has been limited due to factors like ideological differences between workers and management.
Workers Participation in Management
This document discusses workers' participation in management (WPM) in India. It defines WPM as a system of communication that allows employees to be informed about company affairs and contribute to management decisions. It describes different levels of WPM involvement from information sharing to administrative and decisive participation. Some common forms of WPM discussed are suggestion schemes, works committees, joint management councils, and shop councils. The document also outlines some reasons for the limited success of WPM in India such as resistance from employers and lack of initiative from unions and government.
Quality of work life HRM
Quality of work life,concepts, methods to improve quality of work life,flexi time,flexi place, alternative work schedules, part time employment,compressed work week, job rotation, job enlargement and enrichment, challenges in implementing QWL programmes.
future trends of organizational development
Past and and future trends in OD. The ppt shows possible future trends in OD with respect to past trends.
International strategic management
This document discusses international strategic management and different types of strategies used. It defines international strategic management as managing international business through strategic planning, decision making, organizing, leading and controlling functions globally. Four main types of strategies are described: international strategy focuses on transferring core competencies to foreign markets; multi-domestic strategy customizes strategies for each local market; global strategy pursues low-cost tactics by concentrating activities in few locations; and trans-national strategy balances cost reductions, skills transfer, and local responsiveness. The document provides details on each strategy's goals, advantages, and disadvantages.
Training and development of international staff
The document discusses providing training and development to international staff being sent to Japan, China, South Korea, and Singapore. It covers the need for cross-cultural training to facilitate expatriate adjustment. It also outlines a 5-phase process for designing effective cross-cultural training programs: 1) Identifying assignment type, 2) Conducting a needs analysis, 3) Establishing goals and measures, 4) Developing and delivering the program, 5) Evaluating the program. Key cultural differences across the countries in areas like management style, business structure, teams, and communication style are also summarized.
Entry strategies in international marketing
This document discusses various entry strategies for international marketing. It outlines 10 main strategies: exporting, licensing, franchising, contract manufacturing, management contracts, joint ventures, strategic alliances, mergers and acquisitions, wholly-owned subsidiaries, and turnkey projects. Each strategy is briefly defined and an example is provided. The strategies range from more indirect, lower commitment options like exporting and licensing, to higher commitment options that involve greater control like wholly-owned subsidiaries.
training practices and corporate training initiatives in india
This document discusses training practices and corporate training initiatives in India. It outlines several on-the-job and off-the-job training methods used in India, including job instruction training, coaching, mentoring, position rotation, apprenticeship, committee assignment, vestibule training, classroom training, internship training, and simulation/role play. It also discusses electronic training methods like audio-visuals, computer-based training, and electronic performance support systems. The document concludes by highlighting training programs at several major Indian companies, including Aditya Birla's Gyanodaya center, Infosys' Global Business Foundation School, and Accenture's "Leaders teaching leaders" program.
Political environment OF BUSINESS
The document discusses the political environment's important role in shaping business worldwide. It explains that the political leadership in each country controls how international business occurs within that country. Managers need to understand how to interact between business and government and react to conflicts of interest. The political environment includes all laws, government agencies, and lobbying groups that influence organizations. It also outlines the key responsibilities and relationships between business and government. Finally, it provides steps for managers to establish appropriate political strategies to be successful when dealing with varying degrees of government intervention across different countries.
Global business environment
Globalization refers to the increasing integration of economies around the world through cross-border trade and financial flows. It allows businesses to expand internationally to access new markets, raw materials, lower costs, and talent. While globalization increases productivity and living standards, it also results in job losses and increased competition. For businesses and countries to benefit from globalization, they require an open policy environment, infrastructure, government support, resources and competitiveness. Multinational companies play a major role in globalization by operating in multiple countries.
Collective bargaining
The document discusses collective bargaining between unions and management. It covers topics like the collective bargaining process, preparing for negotiations, typical bargaining issues, ways to overcome negotiation breakdowns, ratifying agreements, and administering contracts. Collective bargaining aims to establish a union-management relationship and set rules for issues like wages, hours, and grievance procedures for the duration of the labor contract.
Global strategic management
This document provides an overview of global strategic management. It begins with introducing common questions around globalization, strategy, and multinational enterprises. It then discusses the importance of managing firms' relationships with the global business environment. Key aspects of global strategic management frameworks are outlined, including understanding the global phenomenon, theories of international trade and investment, analyzing the global environment and its strategic implications, and coordinating competitive strategies across countries. Forces driving globalization like political, technological, social and competitive factors are explained. Reasons why firms go global and the tension between globalization and localization strategies are also covered at a high level.
Industrial relations in japan
Japan has a seniority-based employment system that prioritizes stable employment. Wages increase based on age and tenure, and bonuses are paid twice yearly through collective bargaining agreements. Trade unions have a three-tier hierarchical structure and represent both white and blue-collar workers, though only regular employees can join. Annual "spring offensive" negotiations between enterprise unions and employers set industry-wide wages and benefits through unified action. If disputes are not resolved between parties, the labor commission can provide support. Key differences with India include seniority-based versus merit-based wages in Japan, more stable employment, and temporary workers' inability to unionize there.
Globalization & Human Resource Management (HRM)
The document discusses how globalization is affecting human resource management practices across different countries. It examines trends in HRM in five countries and how organizations are instituting consistent corporate cultures globally. Some of the challenges in globalizing HR functions include variations in social and economic conditions between locations and resistance to change. Many organizations are standardizing assessment, compensation and development practices or sharing best practices between locations to address these challenges. The use of expatriate assignments is also discussed, including the costs associated and characteristics sought for these roles.
T & d in ihrm
Training and development of international staff is important for multinational corporations. There are several types of employees that require training, including expatriates, their spouses, and children. Effective cross-cultural training helps expatriates adjust to new cultures and environments abroad. Developing cross-cultural training programs requires identifying assignment types, assessing training needs, setting goals and evaluation metrics, delivering customized training content, and evaluating effectiveness. The five-phase process helps organizations design cross-cultural training that improves expatriate performance and adjustment overseas.
International employee relations
This document provides an overview of employee relations and international labor organizations. It defines employee relations and discusses factors that influence it such as institutional, economic, technological, political/legal, and global factors. It then evaluates international labor organizations like the WFTU, ICFTU, ITUC, and ETUC. Alternative forms of worker representation are described, including work councils, co-determination, and worker cooperatives. Work councils and co-determination systems in different countries are defined. Finally, litigation risks in international employee relations are mentioned.
Global business management
Global business involves cross-border trade and has occurred for millennia, but increased dramatically after the 16th century with the rise of trading companies connecting continents. It continues today to allow for the sharing of resources, ideas, technology, and services between nations. While globalization aims to reduce poverty and promote education, global business faces barriers from negotiating different environments, cultures, ideologies, and governments. Shipping and logistics play a key role by facilitating over 90% of world trade by sea. Successful global business management requires understanding cultural differences between peoples and countries.
International Human Resources Management
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
Workers participation in management
This document discusses worker participation in management (WPM) in India. It defines WPM and explains its objectives and importance, including mutual understanding, higher productivity, and industrial harmony. Several forms of WPM are described, such as consultative participation, administrative participation, and decision/decisive participation. Examples of WPM levels in India include collective bargaining, works committees, shop councils, joint councils, and board representation. Challenges to effective WPM implementation in India are also outlined, as well as examples of WPM practices at Tata Steel and BHEL.
Strategies of organisational environment
This document discusses three strategies organizations use to deal with their environmental forces: insulation, control, and adaptation. Insulation strategies minimize the environment's negative impact through buffering, leveling, and rationing. Control strategies gain influence over aspects of the environment through agreements, building prestige, and lobbying. Adaptation strategies adjust the organizational structure and systems/processes to better cope with the demands of the environment.
Collective bargaining
Industrial disputes harm all stakeholders like employers, employees, and society. They lead to loss of production and profits for management and loss of wages and jobs for employees. Collective bargaining is a process where union representatives and business representatives negotiate agreements on employment terms and conditions. It helps resolve differences, protect worker interests, maintain employer-employee relationships, and arrive at agreements through compromise. The key issues in collective bargaining are wages, working conditions, job security, and grievance procedures. Collective bargaining is important as it develops employee responsibility and bargaining power, increases productivity and morale, and promotes industrial peace in society.
Chapter global strategic management1 introduction
This document provides an overview of strategic management and global strategic management. It discusses Toyota and Philips' visions and definitions of strategic management, competitive advantage, and the strategic management process of environmental scanning, strategy formulation, implementation, and evaluation. It also outlines the phases firms go through in developing a global strategy and differences between international and global strategies. Finally, it defines global strategic management and discusses dimensions and drivers for a global strategic perspective.
Virtual organisations
A virtual organization is a temporary network of independent organizations that use technology to coordinate work to achieve a common goal. It has no physical presence and relies on electronic communication. Key features include small partners, extensive IT use, shared ownership, flexibility, and geographically dispersed members. Successful virtual organizations require clear communication, performance standards, coordination between members, and support mechanisms for remote work.
Employee discipline
It may be useful for reference, particularly focusing on Under-graduate Management scholars aspiring for a career in Human Resources Management
Modes of entry to international business
The document discusses different modes of entry into international business, including exporting, licensing, franchising, contract manufacturing, management contracts, foreign direct investment (FDI) without alliances, and FDI with alliances. It provides details on the key characteristics, advantages, and disadvantages of each mode. Exporting allows gradual market entry at relatively low financial risk but with logistical complexities. Licensing and franchising provide low-cost ways to assess markets but have dependence on partners. FDI through greenfield investment gives full control but requires high expenses. Strategic alliances through mergers, acquisitions, and joint ventures combine strengths but also carry shared ownership risks.
Training and development in international context
This document discusses cross-cultural training (CCT) for expatriates working internationally. It covers the goals of CCT, which include increasing knowledge and skills to live and work effectively in an unfamiliar host culture. CCT aims to produce cognitive, affective, and behavioral changes. The document also discusses needs assessment, types of international assignments, CCT content including cultural and language training, methods like cultural briefings and role playing, and evaluating CCT effectiveness.
Business environment
The document discusses the business environment and its various components. It defines the business environment as comprising internal and external factors that influence a company's operations. It classifies the external environment into political, legal, economic, sociocultural, demographic, technological, and natural factors. The internal environment includes elements like organizational culture, management practices, and employee relations. Regular scanning and monitoring of the business environment is important for companies to identify opportunities and threats and respond with appropriate strategies.
Top 10 Steps to achieving success in modern distribution
If you are a distribution company, get a taster of our free whitepaper and discover the key 10 steps to follow to achieve success.
Page 9Page 10PRINTED BY [email protected] Printing is.docx
Page 9
Page 10
PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may
be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
KEY ELEMENTS OF SUPPLY CHAIN STRATEGY
A supply chain strategy involves many interlocking activities and decisions, large and small. According
to Michael Porter, strategy guru and author of Competitive Advantage, successful business strategy relies
on the concept of “fit”—that is, a group of activities that support a chosen competitive strategy.
Although any single activity can be copied, the activities taken together form a system that is virtually
impossible to duplicate.9
Porter’s concept of fitness holds equally true for supply chain strategy. Five elements of your
business—and the choices you make regarding these elements—are fundamental:
Customer service. What are your objectives in terms of delivery speed, accuracy, and
flexibility?
Sales channels. How will your customers order and receive your goods and services?
Value system. Which supply chain activities will be performed by your organization and which
by your partners?
Operating model. How will you organize the planning, ordering, production, and delivery
processes to provide customer service while still meeting your working capital and cost
objectives?
Asset footprint. Where will you locate your supply chain resources, and what is their scope of
action?
Companies often make decisions about each of these elements in isolation, without considering the
others. It’s possible, for example, to develop a manufacturing footprint that reduces costs, only to fall
short of required customer-service levels. To get the full strategic benefit a supply chain can offer,
however, it’s critical to treat each element as part of an integrated whole (Figure 1.2).
Figure 1.2 Elements of Supply Chain Strategy
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1 of 2 5/24/2016 8:49 PM
Page 11
CUSTOMER SERVICE
The first step in developing a supply chain strategy is to define customer service objectives. Offering
various levels of delivery speed, accuracy, and flexibility for different types of customers can help
distinguish the overall customer experience. Should, for example, deliveries reach all customers in the
same amount of time, or should customers who are more valuable receive deliveries faster? Should the
ordering process be the same for all customers? Answers to questions like these will be dictated by your
company’s business strategy and target audience—that is, whether you are addressing B2C or B2B
segments.
Business to Consumer
In the B2C world, off-the-shelf product availability is often the key service criterion. Customers are
willing to wait for hot products from a leading brand—but only up to a point. Retailer Nordstrom
introd.
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This document discusses training practices and corporate training initiatives in India. It outlines several on-the-job and off-the-job training methods used in India, including job instruction training, coaching, mentoring, position rotation, apprenticeship, committee assignment, vestibule training, classroom training, internship training, and simulation/role play. It also discusses electronic training methods like audio-visuals, computer-based training, and electronic performance support systems. The document concludes by highlighting training programs at several major Indian companies, including Aditya Birla's Gyanodaya center, Infosys' Global Business Foundation School, and Accenture's "Leaders teaching leaders" program.
Political environment OF BUSINESS
The document discusses the political environment's important role in shaping business worldwide. It explains that the political leadership in each country controls how international business occurs within that country. Managers need to understand how to interact between business and government and react to conflicts of interest. The political environment includes all laws, government agencies, and lobbying groups that influence organizations. It also outlines the key responsibilities and relationships between business and government. Finally, it provides steps for managers to establish appropriate political strategies to be successful when dealing with varying degrees of government intervention across different countries.
Global business environment
Globalization refers to the increasing integration of economies around the world through cross-border trade and financial flows. It allows businesses to expand internationally to access new markets, raw materials, lower costs, and talent. While globalization increases productivity and living standards, it also results in job losses and increased competition. For businesses and countries to benefit from globalization, they require an open policy environment, infrastructure, government support, resources and competitiveness. Multinational companies play a major role in globalization by operating in multiple countries.
Collective bargaining
The document discusses collective bargaining between unions and management. It covers topics like the collective bargaining process, preparing for negotiations, typical bargaining issues, ways to overcome negotiation breakdowns, ratifying agreements, and administering contracts. Collective bargaining aims to establish a union-management relationship and set rules for issues like wages, hours, and grievance procedures for the duration of the labor contract.
Global strategic management
This document provides an overview of global strategic management. It begins with introducing common questions around globalization, strategy, and multinational enterprises. It then discusses the importance of managing firms' relationships with the global business environment. Key aspects of global strategic management frameworks are outlined, including understanding the global phenomenon, theories of international trade and investment, analyzing the global environment and its strategic implications, and coordinating competitive strategies across countries. Forces driving globalization like political, technological, social and competitive factors are explained. Reasons why firms go global and the tension between globalization and localization strategies are also covered at a high level.
Industrial relations in japan
Japan has a seniority-based employment system that prioritizes stable employment. Wages increase based on age and tenure, and bonuses are paid twice yearly through collective bargaining agreements. Trade unions have a three-tier hierarchical structure and represent both white and blue-collar workers, though only regular employees can join. Annual "spring offensive" negotiations between enterprise unions and employers set industry-wide wages and benefits through unified action. If disputes are not resolved between parties, the labor commission can provide support. Key differences with India include seniority-based versus merit-based wages in Japan, more stable employment, and temporary workers' inability to unionize there.
Globalization & Human Resource Management (HRM)
The document discusses how globalization is affecting human resource management practices across different countries. It examines trends in HRM in five countries and how organizations are instituting consistent corporate cultures globally. Some of the challenges in globalizing HR functions include variations in social and economic conditions between locations and resistance to change. Many organizations are standardizing assessment, compensation and development practices or sharing best practices between locations to address these challenges. The use of expatriate assignments is also discussed, including the costs associated and characteristics sought for these roles.
T & d in ihrm
Training and development of international staff is important for multinational corporations. There are several types of employees that require training, including expatriates, their spouses, and children. Effective cross-cultural training helps expatriates adjust to new cultures and environments abroad. Developing cross-cultural training programs requires identifying assignment types, assessing training needs, setting goals and evaluation metrics, delivering customized training content, and evaluating effectiveness. The five-phase process helps organizations design cross-cultural training that improves expatriate performance and adjustment overseas.
International employee relations
This document provides an overview of employee relations and international labor organizations. It defines employee relations and discusses factors that influence it such as institutional, economic, technological, political/legal, and global factors. It then evaluates international labor organizations like the WFTU, ICFTU, ITUC, and ETUC. Alternative forms of worker representation are described, including work councils, co-determination, and worker cooperatives. Work councils and co-determination systems in different countries are defined. Finally, litigation risks in international employee relations are mentioned.
Global business management
Global business involves cross-border trade and has occurred for millennia, but increased dramatically after the 16th century with the rise of trading companies connecting continents. It continues today to allow for the sharing of resources, ideas, technology, and services between nations. While globalization aims to reduce poverty and promote education, global business faces barriers from negotiating different environments, cultures, ideologies, and governments. Shipping and logistics play a key role by facilitating over 90% of world trade by sea. Successful global business management requires understanding cultural differences between peoples and countries.
International Human Resources Management
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
Workers participation in management
This document discusses worker participation in management (WPM) in India. It defines WPM and explains its objectives and importance, including mutual understanding, higher productivity, and industrial harmony. Several forms of WPM are described, such as consultative participation, administrative participation, and decision/decisive participation. Examples of WPM levels in India include collective bargaining, works committees, shop councils, joint councils, and board representation. Challenges to effective WPM implementation in India are also outlined, as well as examples of WPM practices at Tata Steel and BHEL.
Strategies of organisational environment
This document discusses three strategies organizations use to deal with their environmental forces: insulation, control, and adaptation. Insulation strategies minimize the environment's negative impact through buffering, leveling, and rationing. Control strategies gain influence over aspects of the environment through agreements, building prestige, and lobbying. Adaptation strategies adjust the organizational structure and systems/processes to better cope with the demands of the environment.
Collective bargaining
Industrial disputes harm all stakeholders like employers, employees, and society. They lead to loss of production and profits for management and loss of wages and jobs for employees. Collective bargaining is a process where union representatives and business representatives negotiate agreements on employment terms and conditions. It helps resolve differences, protect worker interests, maintain employer-employee relationships, and arrive at agreements through compromise. The key issues in collective bargaining are wages, working conditions, job security, and grievance procedures. Collective bargaining is important as it develops employee responsibility and bargaining power, increases productivity and morale, and promotes industrial peace in society.
Chapter global strategic management1 introduction
This document provides an overview of strategic management and global strategic management. It discusses Toyota and Philips' visions and definitions of strategic management, competitive advantage, and the strategic management process of environmental scanning, strategy formulation, implementation, and evaluation. It also outlines the phases firms go through in developing a global strategy and differences between international and global strategies. Finally, it defines global strategic management and discusses dimensions and drivers for a global strategic perspective.
Virtual organisations
A virtual organization is a temporary network of independent organizations that use technology to coordinate work to achieve a common goal. It has no physical presence and relies on electronic communication. Key features include small partners, extensive IT use, shared ownership, flexibility, and geographically dispersed members. Successful virtual organizations require clear communication, performance standards, coordination between members, and support mechanisms for remote work.
Employee discipline
It may be useful for reference, particularly focusing on Under-graduate Management scholars aspiring for a career in Human Resources Management
Modes of entry to international business
The document discusses different modes of entry into international business, including exporting, licensing, franchising, contract manufacturing, management contracts, foreign direct investment (FDI) without alliances, and FDI with alliances. It provides details on the key characteristics, advantages, and disadvantages of each mode. Exporting allows gradual market entry at relatively low financial risk but with logistical complexities. Licensing and franchising provide low-cost ways to assess markets but have dependence on partners. FDI through greenfield investment gives full control but requires high expenses. Strategic alliances through mergers, acquisitions, and joint ventures combine strengths but also carry shared ownership risks.
Training and development in international context
This document discusses cross-cultural training (CCT) for expatriates working internationally. It covers the goals of CCT, which include increasing knowledge and skills to live and work effectively in an unfamiliar host culture. CCT aims to produce cognitive, affective, and behavioral changes. The document also discusses needs assessment, types of international assignments, CCT content including cultural and language training, methods like cultural briefings and role playing, and evaluating CCT effectiveness.
Business environment
The document discusses the business environment and its various components. It defines the business environment as comprising internal and external factors that influence a company's operations. It classifies the external environment into political, legal, economic, sociocultural, demographic, technological, and natural factors. The internal environment includes elements like organizational culture, management practices, and employee relations. Regular scanning and monitoring of the business environment is important for companies to identify opportunities and threats and respond with appropriate strategies.
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Top 10 Steps to achieving success in modern distribution
If you are a distribution company, get a taster of our free whitepaper and discover the key 10 steps to follow to achieve success.
Page 9Page 10PRINTED BY [email protected] Printing is.docx
Page 9
Page 10
PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may
be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
KEY ELEMENTS OF SUPPLY CHAIN STRATEGY
A supply chain strategy involves many interlocking activities and decisions, large and small. According
to Michael Porter, strategy guru and author of Competitive Advantage, successful business strategy relies
on the concept of “fit”—that is, a group of activities that support a chosen competitive strategy.
Although any single activity can be copied, the activities taken together form a system that is virtually
impossible to duplicate.9
Porter’s concept of fitness holds equally true for supply chain strategy. Five elements of your
business—and the choices you make regarding these elements—are fundamental:
Customer service. What are your objectives in terms of delivery speed, accuracy, and
flexibility?
Sales channels. How will your customers order and receive your goods and services?
Value system. Which supply chain activities will be performed by your organization and which
by your partners?
Operating model. How will you organize the planning, ordering, production, and delivery
processes to provide customer service while still meeting your working capital and cost
objectives?
Asset footprint. Where will you locate your supply chain resources, and what is their scope of
action?
Companies often make decisions about each of these elements in isolation, without considering the
others. It’s possible, for example, to develop a manufacturing footprint that reduces costs, only to fall
short of required customer-service levels. To get the full strategic benefit a supply chain can offer,
however, it’s critical to treat each element as part of an integrated whole (Figure 1.2).
Figure 1.2 Elements of Supply Chain Strategy
https://jigsaw.vitalsource.com/api/v0/books/0071846646/print?from=9&...
1 of 2 5/24/2016 8:49 PM
Page 11
CUSTOMER SERVICE
The first step in developing a supply chain strategy is to define customer service objectives. Offering
various levels of delivery speed, accuracy, and flexibility for different types of customers can help
distinguish the overall customer experience. Should, for example, deliveries reach all customers in the
same amount of time, or should customers who are more valuable receive deliveries faster? Should the
ordering process be the same for all customers? Answers to questions like these will be dictated by your
company’s business strategy and target audience—that is, whether you are addressing B2C or B2B
segments.
Business to Consumer
In the B2C world, off-the-shelf product availability is often the key service criterion. Customers are
willing to wait for hot products from a leading brand—but only up to a point. Retailer Nordstrom
introd.
Supply chain management
Supply chain management (SCM) involves coordinating all activities from sourcing materials and components to delivering the final product to customers. This includes planning and managing inventory, warehousing and transportation. The goal of SCM is to improve the performance of both individual companies and the entire supply chain network through strategic coordination of business functions and information sharing between partners. Key elements of SCM include inventory management, warehousing, transportation and integrating business processes between buyers and suppliers.
Global supply chain management an overview
This document discusses global supply chain management. It begins with a brief history of global supply chains and how they have evolved with globalization and new technologies. It then defines what a global supply chain is and discusses why global supply chain management is needed. It outlines the key components, factors, objectives, advantages, and disadvantages of global supply chains. It also discusses benefits, processes, challenges, and strategies for managing global supply chains effectively. The document provides a comprehensive overview of global supply chain management.
SCM
The document discusses supply chain management. It defines a supply chain as including all parties involved in fulfilling customer requests, from suppliers to manufacturers to transporters to warehouses to retailers. It also discusses the goal of maximizing overall supply chain profitability through decisions that influence costs and revenue. Key supply chain phases include strategy/design, planning, and operations, with different time horizons. The document also outlines supply chain processes, competitive strategies, and drivers of supply chain performance like facilities, inventory, transportation, information, sourcing, and pricing.
Intro. to Supply Chain
The document outlines the benefits of supply chain management (SCM) including optimizing product, information, and financial flows to create market opportunities, lower costs, and enable quicker decision-making. It discusses how effective SCM can improve product flows through reduced delivery times and improved inventory management. It also explains how SCM provides seamless information and financial flows through enhanced collaboration, visibility, and addressing cash flow challenges. The document recommends that companies embrace a data-driven SCM approach using integration and data management to maximize benefits.
Cpfr final
CPFR (Collaborative Planning, Forecasting, and Replenishment) allows trading partners like suppliers and retailers to work together to better meet consumer demand through information sharing and joint planning. There are three levels of CPFR engagement from basic to advanced. CPFR evolved from earlier practices like Efficient Consumer Response and Continuous Replenishment Programs to further improve coordination and reduce costs. Implementing CPFR can result in benefits like improved inventory management, customer service, and profitability for both retailers and suppliers.
Fundamentals of Supply Chain Management
(1) A supply chain consists of all parties involved in fulfilling customer requests, including suppliers, transporters, warehouses, retailers, and more. It transfers information, products, and finances between stages.
(2) Major stages of a supply chain include sourcing/procurement, materials management, logistics, sales and marketing, quality control, customer service, inventory management, and transportation. Lack of coordination between stages can increase costs.
(3) Differences between push and pull supply chains relate to when customer demand is known. In a pull process, demand is known with certainty, while in push demand must be forecasted.
SCM A Brief Study
The Supply Chain Management has the potential to improve Company’s competitiveness. Supply chain capability is as important to a company's overall strategy as overall product strategy. It encourages management of processes across departments. By linking supply chain objectives to company strategy, decisions can be made between competing demands on the supply chain. The impact of managing overall product demand and the supply of product will impact the profitability of the company.
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SCM
The document outlines several challenges that companies face in managing their global supply chains. Key challenges include selecting strategic global suppliers, reducing supply chain costs while meeting customer demands, ensuring high product quality and safety, implementing lean initiatives, consolidating suppliers, accessing new technologies, reducing operating costs, managing omni-channel selling, responding to changing customer preferences, expanding into new markets, balancing trade-offs, dealing with increasing complexity, and fully understanding supplier capabilities. Taking proactive steps to address these challenges will help companies better serve customers, operate efficiently, and grow profitably.
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This document provides an overview of supply chain management concepts and Zara's supply chain strategy. It discusses key supply chain concepts like being consumer-centric, partnerships, adaptability, risk control, and innovation. It then describes Zara's supply chain process of designing, manufacturing, shipping and selling products in an integrated manner. Zara is able to get products to stores within 2 weeks compared to an industry average of 6 months. The document also discusses how an effective supply chain can provide competitive advantages through cost savings and efficiency. Zara's rapid response supply chain is highlighted as giving it an advantage over competitors. Challenges for Zara's supply chain like unpredictability and expansion are also summarized. Finally, the interrelationships between the
Procurement Presentation
This presentation discusses the importance of procurement policies, contract management, supplier management, and performance monitoring. It outlines the benefits of these practices, which include cost savings, compliance, visibility, efficiency, and risk reduction. Specific policies and tools are also presented, such as developing procurement guidelines, tracking purchases against contracts, consolidating supply chains, defining key performance indicators for suppliers, and using software to evaluate suppliers.
retail management
The document discusses retail management and supply chain management. It covers topics such as the goals of SCM like decreasing inventory costs and improving customer satisfaction. It also discusses challenges in retail management like a lack of organization between retailers and suppliers. Effective SCM can enable benefits like realistic ordering lead times and averting problems. Retailers must focus on providing a good customer experience, streamlining costs, and optimizing their supply chain.
Role of-merchant-in-supply chain managment
This document discusses supply chain management in the apparel industry. It provides definitions of supply chain management and describes key aspects of apparel supply chains, including typical links such as raw material suppliers, manufacturers, export channels, and retail networks. It also discusses the roles of merchandisers in managing apparel supply chain efficiency and outlines some trends in supply chain management like increased use of technology.
Larry Savage Jr Birmingham - What causes Supply Chain Complexity.pptx
Understanding the intricate web of complexities within supply chains is essential for businesses to thrive in today’s competitive market. You can refer to Larry Savage Jr Birmingham’s Suggestions for Dealing with Adversity in the Workplace, where you can find Ways to Handle Challenges in Your Work Environment. The true costs of these complexities often remain hidden, impacting day-to-day operations, material availability, and customer satisfaction. Let us discuss the root causes of these challenges and explore effective management strategies.
Role of Merchandiser in Supply Chain Management
This slide shows the information about the supply chain management in RMG sector. Viewers will get the relationship between supply chain and the responsible merchandiser for smooth running the whole factory activities.
Strategic decision in supply chain
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This document discusses supply chain management (SCM) concepts. It defines key terms like supply chain, demand chain, and SCM. It describes the benefits of SCM like increased profits and competitive advantage. It explains the components of supply chains including upstream, internal, and downstream processes. It also discusses challenges in SCM like the bullwhip effect and solutions like strategic partnerships and just-in-time approaches. The role of technology like ERP systems and e-commerce in integrating SCM is also summarized.
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The document discusses themes related to warehouse and distribution footprint. It identifies the top 5 themes as: [1] Network design; [2] Channel control; [3] In-house or 3PL; [4] Re-tender; and [5] Cost to serve. For each theme, the document provides viewpoints and considerations for defining a company's warehouse and distribution strategy.
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GLOBAL SUPPLY CHAIN MANAGEMENT
- 1. GLOBAL SUPPLY CHAIN MANAGEMENT ANGAD SINGH 35115103918 MBA MOR (MIB)
- 2. CONTENTS Definition Objective of GSCM Advantages of GSCM Disadvantages of GSCM Factors of GSCM Key Activities in GSCM
- 3. DEFINITION Global Supply Chain Management (GSCM) is defined as the distribution of goods and services throughout a trans-national companies global network to maximize profit and minimize waste. Global supply-chain management has six main areas of concentration: 1. Logistics management 2. Competitor orientation 3. Customer orientation 4. Supply-chain coordination 5. Supply management, 6. Operations management
- 4. OBJECTIVE OF GSCM International manufacturing sources—whether company- owned or external suppliers—have in recent years been sought out by managers because of reduced cost, increased revenues, and improved reliability. Manufacturers typically set up foreign factories to benefit from tariff and trade concessions, low cost direct labor, capital subsidies, and reduced logistics costs in foreign markets
- 5. ADVANTAGES OF GSCM Diversified business and trading Lower supply chain costs Reduced cycle time Competitive advantage Untapped markets Enhance speed and efficiency Increase sale & profit It allows businesses to reduce dependence on their local and national economies.
- 6. DISADVANTAGES OF GSCM The biggest disadvantage of global supply chain management is the heavy investment of time, money, and resources needed to implement. Inefficient and undersized transportation and distribution systems Market instability Not only do companies have to strongly consider price and quality, but they also have to make sure that all the organizations are willing to cooperate to benefit the group.
- 7. FACTORS OF GSCM Costs 1. Local labor rates / International freight tariffs 2. Currency exchange rates Customs Duty 1. Duty rates differ by commodity and level of assembly 2. Impact of GATT/WTO: Changes over time Export Regulations & Local Content 1. Denied parties list / Export licenses 2. Local content requirement for government purchases
- 8. Time 1. Lead time /Cycle time /Transit time /Customs clearance Taxes on Corporate Income 1. Tax havens and not havens 2. Make vs. buy effect
- 9. KEY ACTIVITIES OF GSCM Customer Relationship Management Creates a structure for developing and maintaining relationships with customers. Individual customers or groups are identified, based on their value over time, and their loyalty can be enhanced by providing tailored products and services. Supplier Relationship Management Defines how a company interacts with its suppliers. As in the case of customer relationship management, a company will form close relationships with some of its suppliers, while others are less closely cultivated. Good supplier relationship management involves devising the right PSAs and managing them well, so that the company and its suppliers continue to benefit from the most favourable trading arrangements.
- 10. Customer Service Management Operates at the customer interface. It provides the key point of contact for administering the PSA and can give the customer information on orders, shipping dates and product availability. SYSPRO ERP manufacturing and logistics modules supply the data required by customer service management. Demand Management Allows a company to be proactive in matching supply to demand. The process includes forecasting and synchronization of supply and demand, in order to increase flexibility and reduce demand variability. The process should employ customer intelligence, historical sales information and planned marketing efforts to forecast and influence demand.
- 11. Manufacturing Flow Management Includes all the activities necessary to move goods through production and to obtain, implement and manage manufacturing flexibility in the supply chain. Manufacturing flexibility reflects the ability to make a wide variety of products at an appropriate rate and at lowest possible cost. Product Development and Commercialisation Provides the structure for developing and bringing products to market in unison with customers and suppliers. The product development and commercialisation process team must coordinate with customer relationship management to identify customer articulated and unarticulated needs; select materials and suppliers in conjunction with the supplier relationship management process; and develop production technology in manufacturing flow to manufacture and integrate into the best supply chain flow for a given product/market combination.
- 12. THANK YOU