FEEDBACK TUTORIAL LETTER. 1st SEMESTER 2018 ASSIGNMENT 2 SUPPLY CHAIN MANAGEMENT SCM711S

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1 FEEDBACK TUTORIAL LETTER 1st SEMESTER 2018 ASSIGNMENT 2 SUPPLY CHAIN MANAGEMENT SCM711S 1

2 Feedback Tutorial Letter Supply Chain Management (SCM711S) Assignment 2 Dear students Thank you for the effort and congratulations in completing your second assignment for this semester. There are still students that do not follow instructions, all assignments should be TYPED, some students handed in assignment that are hand written and are really not legible. At your level of study you should adopt a practice of typing and writing a comprehensive assignment report. Remarks on Assignment 2: The biggest problem is that students are not referencing (in text referencing) their work. Please purchase the APA referencing guide from the Library, this document can be used as a guide as you are referencing your assignments. Please note that if you are given a case study assignment, you should it carefully and analyse phrases that give you a hint on the problem experienced and the opportunity that an organization can explore to improve its current situation. You need to use the theory you have learnt in the module and apply it to the case study. You should also give practical examples relating to the case study. It does not help to give examples relating to the products or companies that are not discussed in the case study, while having the opportunity to use the scenario already presented to you in the case study. All forms of academic dishonesty are viewed as misconduct under the Namibia University of Science and Technology Student Rules and Regulations. Students who make themselves guilty of academic dishonesty will be brought before a Disciplinary Committee and may be suspended from studying for a certain time or may be expelled. All students who are found guilty of academic dishonesty shall have an appropriate endorsement on their academic record, which will never be erased. Please also be guided by the marks allocated per question when answering questions. Best regards,

3 Assignment 2 Case Study (Source: Pienaar & Vogt, 2009) Veragoods is a leading supplier consumer packaged goods (CPG) business that serves retail markets locally and abroad. Veragoods has a presence in more than 40 countries and offers a product portfolio that spans the grocery store market with well-known trademark brand names. Although it has number of manufacturing facilities for producing a wide range of products, it also makes use of contract manufacturing and supply agreements. Many CPG organizations are struggling to align their supply chain strategy with the business strategy. A number of typical challenges face these types of businesses, including: Growth goals and innovation streams leading to more complex products portfolios that require new capabilities; Ever-changing customer requirements (for example, customisation, lead times and fill rates); and Financial pressure for cost and capital performance (fixed and working) Many challenges have emerged over time for Veragoods as product lines were purchased and sold off, product line portfolio priorities shifted, assets rationalised, new technologies introduced and customers increasingly provided with differentiated services. Veragoods has multiple supply networks rather than single chain, with each network reflecting different product families, trade channels and sourcing, manufacturing and distribution networks. Key business considerations for Veragoods began to materialise, including brand and technology growth rates; geographic, channel and customer investment focus; and the capabilities for achieving differentiation in the market. The need to grow and innovate, coupled with financial objectives and relevant good business practices collectively suggested that strategic third-party relationships would become crucial. Many cost-focused supply chain improvements have in the past helped to improve Veragoods bottom line (e.g. sourcing, lean manufacturing, contract manufacturing, and third-party logistics). In the past, the organization s supply chain was essentially thought of as little more than a required path from the factory to the retailer s warehouse. With this philosophy, Veragoods was able to focus on manufacturing and marketing, while retailers made sale. The next strategic supply chain challenge is to achieve full alignment with the business intent of creating value and enabling growth. Veragoods realised they need to initiate a programme that will aid them in achieving full alignment between their business strategy and their supply chain strategy approach.

4 Veragoods has approached you to advise them on formulating an appropriate supply chain strategy. From your understanding of what supply chain strategy entails and the business context described, explain to Veragoods how best to deal with following issues: 3.1. What business imperatives (necessities or essentials) are highlighted and should be used to become supply chain drivers? Discuss some of these supply chain drivers? 15 Marks Veragoods experienced the challenges in its operations such as shifts in product line portfolio priorities, assets rationalised, introduction of new technologies and a large number of customers that requires differentiated services. Veragoods also has multiple supply networks rather than single chain, with each network reflecting different product families, trade channels and sourcing, manufacturing and distribution networks. These challenges should become supply chain drivers and should be aligned to their business strategy and their supply chain strategy to create value and enable growth. The supply chain drivers relate to flexibility, responsiveness, reliability and availability, lowest delivery cost, and asset optimisation. The supply chain drivers also relate to the major performance attributes that supply chain should portray (Pienaar & Vogt, 2009). Innovation of consumer packaged goods and technologies influence the delivery and availability of goods to customers. Supply chain drivers are also influenced by the supply and demand uncertainties. a) Supply chain facilities Location: Veragoods is has customers in more than 40 countries, with different tastes and needs. Veragoods needs to develop marketing and promotion strategies that can reach out customers and also distribute products to these customers on time. Capacity: Veragoods supply chain requires skills, equipment and resources for smooth operations. Warehousing methodology: the distribution operations and channels of Veragoods requires an effective and efficient management of the distribution centre. The distribution centre may allow mass production, timely packaging of products and mass shipments of goods to the customers. The distribution centre must be equipped with handling equipment that should perform different economic benefits of warehousing such as consolidation, break bulking, cross-dock and reverse logistics processing b) Inventory Types of inventory: Veragoods should manage inventories in their supply chain in order to ensure that products reach customers on time. Inventory management can be a threat if business operations are transparent and when there is no visibility in the supply chain. There is trade-off between inventory carrying costs and inventory holding costs. Veragoods supply chain should be integrated to ensure that demand is not exaggerated as this situation can lead to a bullwhip effect and loss of money invested in the inventory.

5 c) Transportation Mode of transportation: by nature of its business operations, Veragoods should use multimodal transportations to distribute its goods to customers. International supply chain shipping may involve bulk transportation of goods to different customers via sea transport. This mode of transport is not limited to countries bounders, however it does not make provision for door-to-door services. Hence road or rail transport will be used to deliver the goods to their destination s distribution centre. Air Transport mode can used to ship light and urgent orders to the customers. This option is less time consuming and expensive to operate. Route and network selection: Veragoods route planning and network selections is determined by the customers on a certain area. d) Information sharing plays a huge role as a supply chain driver. Veragoods supply chain should be integrated and there must be collaboration. Supply chain partners should share information, hence facilitating the following process: Push and pull process decisions Coordination and information sharing Forecasting and aggregate planning Pricing and revenue management Enabling technologies 3.2. For this industry and type of business (given the level of supply and demand uncertainty), what would be appropriate supply chain strategy? 10 Marks Strategy is the action plan for running the business and conducting operations. Veragoods is operation is characterised by uncertainty in demand and supply. Demand and supply uncertainty can be used as an approach to devise the right supply chain strategy. A supply chain strategy may consider any of the following forms given the alignment with the business strategy: Efficient supply chains which involves high cost efficiency; economy of scale; capacity utilisation; tight and effortless information integration. Responsive supply chains flexible to changing needs; built to order; mass customisation; order accuracy is key. Risk-hedging supply chains shared risk in supply chain; safety stock/inventory pooling with other companies; supply chain transparency. Agile supply chains combine the strength of responsive and risk-hedging supply chains; flexible and agile to customers needs.

6 Students should discuss one or any of the following business strategy and apply it to the case study of Veragoods. Low-Cost Provider Strategies striving to achieve lower overall costs than rivals and appealing to a broad spectrum of customers, usually by under-pricing. This method is a powerful competitive approach in markets with many price-sensitive buyers. This involves including features and services that buyers considers essential a product offering that is too frills-free sabotages the attractiveness of the company s product and can turn buyers off even if it is priced lower than competing products (Hough, Arthur, Thompson, Strickland III, & Gamble, 2011). A broad differentiation strategy seeking to differentiate the company s product offering from rivals in ways that will appeal to a broad spectrum of buyers (Hough et. Al., 2011). A best-cost provider strategy giving the customers more value for their money by incorporating good-to-excellent product attributes at a lower cost than rivals; the target is to have the lowest (best) costs and prices compared to the rivals offering products with comparable attributes (Hough et. Al., 2011). A focused (or market niche) strategy based on low costs concentrating on a narrow buyer segment and outcompeting rivals by having lower costs than rivals and thus being able to serve niche members at a lower price (Hough et. al., 2011). A focused (or market niche) strategy based on differentiation concentrating on a narrow buyer segment and outcompeting rivals by offering niche members customized attributes that meet their tastes and requirements better than rival s products (Hough et. al., 2011). The broad differentiation strategy will fit the operations of Veragoods since it experience shifts in product line portfolio priorities, assets rationalised, introduction of new technologies and a large number of customers that requires differentiated services. Veragoods also has multiple supply networks rather than single chain, with each network reflecting different product families, trade channels and sourcing, manufacturing and distribution networks 3.3. Advise Veragoods on a sound process to follow for development and implementation of a supply chain strategy? 10 Marks Veragoods Company and its supply chain members must develop a supply chain strategy that is aligned to the competitive strategy of the end products or services. If the end products are competing on basis of quality, then the supply chain strategies must be consistent with delivering high quality products at competitive price and service levels. Development of the supply chain strategy: The following steps can be used to link Veragoods supply chain and its broad differentiation strategy:

7 Understanding the business context and strategy: developing a logistics and supply chain strategy requires a thorough understanding of the business strategy. This requires answers to questions such as what products or services should the firm sell? What customer segments should the firm serve? In which geographical markets should the firm operate? Identifying supply chains: knowing the products that a business sell and the customers segments provides the basis for understanding and identifying different supply chains. Major supply chains drivers: requires translating the Veragoods imperatives for business competitiveness into supply chain drivers. These are among the key building blocks for developing a supply chain strategy and are derived for each defined supply chain. Supply chain vision and purpose: Veragoods stakeholders in a supply chain should have a shared vision and be clear on its purpose and intent. The vision statement provides a clear picture of where the supply chain should be in the next five to ten years in terms of its appearance, performance, contribution and stature. Supply chain SWOT analysis: will help determine the true capabilities of Veragoods supply chain when compared to the best in its industry as well as all the potential competitors. Assessing strengths and weaknesses of the supply chain involves an internal focus on its capabilities, such as efficiency. Opportunities and threats are externally focused. Strategic objectives: formulating a logistics and supply chain strategy requires translating competitive imperatives into achievable objectives consistent objectives. The objectives relate to strategic aspirations as well as gaps and improvement opportunities identified in the inbound and outbound elements of the supply chain. Strategic focus: major strategic focus areas are identified in order to help with focus, clarify priorities and make the logistics and supply chain strategy more manageable. The nature, challenges, possible improvement opportunities, objectives and maturity level of a supply chain will determine the strategic focus of Veragoods supply chain. These areas include network integration, operational efficiency and effectiveness, reverse logistics, inventory optimisation, risk management, relationship management, procurement management, organization and people capability, supply chain planning and information management. Veragoods can follow these steps to implement the broad differentiation strategy: Veragoods should deal with all entities (both internal and external) in the supply chain, as execution of the strategy must be in agreement with all different stakeholders. It is important for Veragoods to coordinate the implementation of the strategic changes across all supply chain entities to avoid misalignment and inefficiencies because some

8 parts of the supply chain may be able to implement the change at the speed that other supply chain partners are unable to maintain, and some partners may lack resources to commit and realise the shared objectives. Therefore good communication can help to coordinate and keep the strategy implementation in sync. Balanced scorecard (BSC) and action plans: balanced scorecard summarises the key objectives, Key Performance Indicators (KPIs), targets and related supply chain actions plans. Scorecards are used for communication and progress tracking throughout strategy implementation. KPIs and progress-action plans agreed must be tracked on a regular basis during implementation. Linking KPIs to personal charters can help people to understand their contribution and responsibilities. Initiatives and strategic actions: strategic actions must be managed and executed to reach the specific objectives. A good practice is to project-manage action plans and measure progress throughout implementation. Adequate resources should be allocated to ensure capacity for implementation. Review: reviewing of the progress and effectiveness of actions completed. Veragoods should agree on necessary changes in the plan and continue with the cycle What approach can be followed to help Veragoods gain strategic alignment among parties involved within its supply chain(s)? 15 Marks Once the primary strategy has been identified for each of the supply chain end products, managers need identify important processes linking each of the supply chain partners and establish process objectives to assure that resources and efforts are effectively deployed within each firm to support the end product strategy. The actual processes, procedures and techniques that are to integrate and manage process links among the supply chain partners will differ based of the following factors: Internal structure of the firm The prevailing economic condition in the marketplace The degree that functional silos exist in any of the trading partners The nature of existing relationships within the supply chain. Strategic alignment among supply chain partners can be achieved though supply chain network integration, information management and relationship management. Veragoods must ensure that supply chains networks are optimised and provide the required capability i.e, adequate infrastructure and capacity to service a business segmented markets and also establish and maintain mutually beneficial relationship with suppliers, internal stakeholders and customers and meet their expectations. Veragoods must also ensure timely and accurate information available to enable supply chain business processes. There must be information visibility, simplification, standardisation and eliminate duplication where possible. The company must

9 automate applicable processes and interfaces to support improved effectiveness and efficiency of supply chains. Automation will help with easiness in disseminating the information leading to supply chain partners to make timely and informed decisions. Please note: some of the basic materials for the questions are given within the case study report, but students are expected to use their knowledge to analyse and interpret the data to produce reasonable arguments Grand Total: 50 Marks

10 References Bowersox, D. J., Closs, D. J., Cooper, M. B. Bowersox, J. C. (2013). Supply Chain Logistics Management (4 th ed). New York: McGraw- Hill Krajewski, L.J., Ritzman, L.P. & Malhotra, M.K. (2010). Operations management: processes and supply chains. United States of America: Pearson Prentice Hall Hough, J., Arthur, A., Thompson, J. R., Strickland III, A. J., & Gamble, J.E. (2011). Crafting and Executing Strategy: Creating sustainable high performance in South Africa: text, readings and cases (2 nd Ed.). United Kingdom: Mc Graw Hill. Pienaar, W. J., & Vogt, J. J. (2009). Business logistics management: A Supply chain perspective (3rd Ed.). Cape Town: Oxford University Press.

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