Supply Chain Management

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A supply chain is the sequence of organizations—their facilities, functions, and activities—that are involved in
producing and delivering a product or service (Stevenson, 2021). A supply chain involves everything related to the
product or service from the beginning to the end, which involves everything from the raw materials to the final
customer.
For this assignment do the following:


Select two Middle Eastern organizations and identify their industry, and their products or services.
Identify supply chain aspects from both of your selected organizations like purchasing issues, supplier
issues, logistics, information systems, quality, and customer service, and compare them.
• Explain how Information Technology impacts the Supply Chain Management for both organizations.
• Finally, based on your results, offer recommendations for improvements for each organization.
Directions:

Your assignment is required to be four to five pages in length, which does not include the title page and
reference pages, which are never a part of the content minimum requirements.
• Support your submission with course material concepts, principles, and theories from the textbook and at
least 4 scholarly, peer-reviewed journal articles.
• Formatted according to APA 7th edition.
• Use times new roman size 12 with double spacing
Requirements:

No plagiarism we have been asked to minimum matching to 12%.

Reference page

DO NOT USE AI APPLICATION.
This CT assignment is with in the 15 chapter .
Supply Chain
Management
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No
reproduction or distribution without the prior written consent of McGrawHill Education
15-1
You should be able to:
LO 15.1
LO 15.2
LO 15.3
LO 15.4
LO 15.5
LO 15.6
LO 15.7
LO 15.8
LO 15.9
LO 15.10
LO 15.11
LO 15.12
LO 15.13
LO 15.14
Explain the terms supply chain and logistics
Name the key aspects of supply chain management
List, and briefly explain, current trends in supply chain management
Outline the benefits and risks related to outsourcing
Explain what the main supply chain risks are, and what businesses can do to minimize
those risks
Describe some of the complexities related to global supply chains
Briefly describe the ethical issues in supply chains and the key steps companies can take to
avoid ethical problems
Describe the three concerns of small businesses related to the supply chain and suggest
ways to manage those concerns
List several strategic, tactical, and operational responsibilities related to managing the
supply chain
Discuss procurement in terms of the purchasing interfaces, the purchasing cycle, ethics,
and centralized versus decentralized decision making
Briefly describe the key aspects of supplier management
Discuss the logistics aspects of supply chain management, including RFID technology
Discuss the issues involved in managing returns
Describe some of the challenges in creating an effective supply chain and some of the
trade-offs involved
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without the prior written
consent of McGraw-Hill Education
15-2
 Supply chain:
 The sequence of organizations — their facilities,
functions, and activities — that are involved in
producing and delivering a product or service
 Logistics:
 The part of a supply chain involved with the forward and
reverse flow of goods, services, cash, and information
LO 15.1
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-3
LO 15.1
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-4
 The sequence of the supply chain begins with basic
suppliers and extends all the way to the final customer
 Warehouses
 Factories
 Processing centers
 Distribution centers
 Retail outlets
 Offices
LO 15.1
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-5
 Supply chain functions and activities
 Forecasting
 Purchasing
 Inventory management
 Information management
 Quality assurance
 Scheduling
 Production and delivery
 Customer service
LO 15.1
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-6
 Supply Chain Management (SCM)
 The strategic coordination of business functions within
a business organization and throughout its supply chain
for the purpose of integrating supply and demand
management
LO 15.2
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-7
 SCM managers
 People at various levels of the organization who are responsible for
managing supply and demand both within and across business
organizations
 Involved with planning and coordinating activities
 Sourcing and procurement of materials and services
 Transformation activities
 Logistics
LO 15.2
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-8
 The goal of SCM is to match supply to demand as
effectively and efficiently as possible
 Key issues:
1.
2.
3.
4.
5.
LO 15.2
Determining appropriate levels of outsourcing
Managing procurement
Managing suppliers
Managing customer relationships
Being able to quickly identify problems and respond to them
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-9
 Three types of flow management
 Product and service flow
 Involves movement of goods and services from suppliers to
customers as well as handling customer service needs and
product returns
 Information flow
 Involves sharing forecasts and sales data, transmitting orders,
tracking shipments, and updating order status
 Financial flow
 involves credit terms, payments, and consignment and title
ownership arrangements
LO 15.2
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-10
 Trends affecting supply chain design and
management:
 Measuring supply chain ROI
 “Greening” the supply chain
 Re-evaluating outsourcing
 Integrating IT
 Adopting lean principles
 Managing risks
LO 15.3
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-11
 Benefits:







Lower prices may result from lower labor costs
The ability of the organization to focus on its core strengths
Permits the conversion of some fixed costs to variable costs
It can free up capital to address other needs
Some risks can be shifted to the supplier
The ability to take advantage of a supplier’s expertise
Makes it easier to expand outside of the home country
 Risks









LO 15.4
Inflexibility due to longer lead times
Increased transportation costs
Language and cultural differences
Loss of jobs
Loss of control
Lower productivity
Loss of business knowledge
Knowledge transfer and intellectual property concerns
Increased effort required to manage the supply chain
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-12
 Supply chain risks
 Supply chain disruption
 Natural disasters
 Supplier problems
 Quality issues
 Another form of disruption that may disrupt supplies and
lead to product recalls, liability claims, and negative publicity
 Loss of control of sensitive information
 If suppliers divulge sensitive information to competitors, it
can weaken a firm’s competitive position
LO 15.5
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-13
 Risk management
 Involves identifying risks, assessing their likelihood of
occurring and their potential impact and then
developing strategies for addressing those risks
 Strategies for addressing risk include:
 Risk avoidance
 Risk reduction
 Risk sharing
 Key elements of successful risk management include:
 Know your suppliers
 Provide supply chain visibility
 Develop event-response capability
LO 15.5
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-14
 Global supply chains
 Product design often uses inputs from around the world
 Some manufacturing and service activities are outsourced to
countries where labor and/or materials costs are lower
 Products are sold globally
 Complexities
 Language and cultural differences
 Currency fluctuations
 Political instability
 Increasing transportation costs and lead times
 Increased need for trust amongst supply chain partners
LO 15.6
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-15
 Examples:
 Bribing government or company officials to secure permits or favorable
status
 “Exporting smokestacks” to developing countries
 Claiming a “green” supply chain when the level of “green” is only
minimal
 Ignoring health, safety, and environmental standards
 Violating basic worker rights
 Mislabeling the country of origin
 Selling products abroad that are banned at home
 Dealing with ethical issues:
 Develop an ethical supply chain code of behavior
 Monitor supply chain activities
 Choose suppliers that have a reputation for good ethical behavior
 Incorporate compliance with labor standards in supplier contracts
 Address any ethical problems that arise swiftly
LO 15.7
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education
15-16
 Three small business SCM concerns:
1.
Inventory management


2.
Reducing risks





3.
Use only reliable suppliers
Determine which suppliers are critical and get to know them and any
challenges they have
Measure supplier performance
Recognize warning signs of supplier issues
Have plans in place to manage supply chain problems
International trade





LO 15.8
Carry extra inventory as a way to avoid shortages due to supply chain
interruption
Have backups for delivery from suppliers and to customers
Work with someone who has expertise to help oversee foreign suppliers
Set expectations for demand and timing
Do not rely on a single supplier
Build goodwill to help in negotiations and resolving any problem that arise
Consider using domestic suppliers if the risks of working with foreign
suppliers are prohibitive
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-17
 Aspects of management responsibility:
 Legal
 Being knowledgeable about laws and regulations of the
countries where supply chains exist
 Obeying laws and operating to conform to regulations
 Economic
 Supplying products and services to meet demand as
efficiently as possible
 Ethical
 Conducting business in ways that are consistent with the
moral standards of society
LO 15.9
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-18
 Certain strategic responsibilities have a major impact
on the success of both supply chain management and
the business itself:
 Supply chain strategy alignment
 Network configuration
 Information technology
 Products and services
 Capacity planning
 Strategic partnerships
 Distribution strategy
 Uncertainty and risk reduction
LO 15.9
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-19
Tactical
 Forecasting
 Sourcing
 Operations planning
 Managing inventory
 Transportation planning
 Collaborating
Operational
 Scheduling
 Receiving
 Transforming
 Order fulfilling
 Managing inventory
 Shipping
 Information sharing
 Controlling
LO 15.9
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without the
prior written consent of McGraw-Hill Education
15-20
 The purchasing department is responsible for
obtaining the materials, parts, and supplies and
services needed to produce a product or provide a
service.
 The goal of procurement
 Develop and implement purchasing plans for products
and services that support operations strategies
LO 15.10
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-21
LO 15.10
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-22
 Identifying sources of supply
 Negotiating contracts
 Maintaining a database of suppliers
 Obtaining goods and services
 Managing suppliers
LO 15.10
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education
15-23
 The main steps:
1.
2.
3.
4.
5.
LO 15.10
Purchasing receives the requisition
Purchasing selects a supplier
Purchasing places the order with a vendor
Monitoring orders
Receiving orders
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-24
 Choosing suppliers
 Supplier audits
 Supplier certification
 Supplier relationship management
 Supplier partnerships
 CPFR (collaborative planning, forecasting, and
replenishment)
 Strategic partnering
LO 15.11
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-25
 Vendor analysis
 Evaluating the sources of supply in terms of price, quality,
reputation, and service
 Supplier audit
 A means of keeping current on suppliers’ production (or service)
capabilities, quality and delivery problems and resolutions, and
performance on other criteria
 Supplier certification
 Involves a detailed examination of a supplier’s policies and
capabilities
 The process verifies the supplier meets or exceeds the requirements
of a buyer
LO 15.11
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education
15-26
 Type of relationship is often governed by the duration
of the trading relationship
 Short-term
 Oftentimes involves competitive bidding
 Minimal interaction
 Medium-term
 Often involves an ongoing relationship
 Long-term
 Often involves greater cooperation that evolves into a
partnership
LO 15.11
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-27
 Two or more business organizations that have
complementary products or services join so that each
may realize a strategic benefit
 Example:
 When a supplier agrees to hold inventory for a customer in
return for a long-term commitment
 The customer’s inventory holding cost is reduced and the
supplier is relieved of the costs that would be needed to
continually find new customers
LO 15.11
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education
15-28
Aspect
Adversary
Partner
Number of suppliers
Many; play one off against the
others
One or a few
Length of relationship
May be brief
Long-term
Low price
Major consideration
Moderately important
Reliability
May not be high
High
Openness
Low
High
Quality
May be unreliable; buyer inspects
At the source; vendor certified
Volume of business
May be low due to many suppliers
High
Flexibility
Relatively low
Relatively high
Location
Widely dispersed
Nearness is important for short
lead times and quick service
LO 15.11
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the prior written consent of McGraw-Hill Education
15-29
 Logistics
 Refers to the movement of materials, services, cash, and
information in a supply chain
 Movements within a facility
 Incoming shipments
 Outgoing shipments
LO 15.12
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without the prior written consent of McGraw-Hill Education
15-30
LO 15.12
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the prior written consent of McGraw-Hill Education
15-31
 Traffic management
 Overseeing the shipment of incoming and outgoing
goods
 Handles schedules and decisions on shipping method and
times, taking into account:
 Costs of shipping alternatives
 Government regulations
 Needs of the organization
 Shipping delays or disruptions
LO 15.12
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education
15-32
 Radio frequency identification (RFID)
 A technology that uses radio waves to identify objects, such as
goods in supply chains
 Similar to barcodes but
 Are able to convey much more information
 Do not require line-of-sight for reading
 Do not need to be read one at a time
 Has the ability to:
 Increase supply chain visibility
 Improve inventory management
 Improve quality control
 Enhance relationships with suppliers and customers
LO 15.12
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-33
 Third-party logistics (3-PL)
 The outsourcing of logistics management
 Includes
 Warehousing and distribution
 Potential benefits include taking advantage of:
 The specialists’ knowledge
 Their well-developed information system
 Their ability to obtain more favorable shipping rates
LO 15.12
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-34
 Reverse logistics
 The process of transporting returned items
 Products are returned to companies or third party handlers
for a variety of reasons and in a variety of conditions
 Elements of return management
 Gatekeeping
 Screening returned goods to prevent incorrect acceptance of goods
 Avoidance
 Finding ways to minimize the number of items that are returned
LO 15.13
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-35
 It begins with strategic sourcing
 Analyzing the procurement process to lower costs by reducing
waste and non-value-added activities, increase profits, reduce risks,
and improve supplier performance
 There must be
 Trust
 Effective communication
 Information velocity
 Supply chain visibility
 Event management capability
 Performance metrics
LO 15.14
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without the prior written consent of McGraw-Hill Education
15-36
 Barriers to integration of organizations
 Getting top management on board
 Dealing with trade-offs
 Small businesses
 Variability and uncertainty
 Response time
LO 15.14
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education
15-37
1.
Lot-size-inventory trade-off
 Large lot sizes yield benefits in terms of quantity discounts and
lower annual setup costs, but it increases the amount of safety stock
(and inventory carrying costs) carried by suppliers
2. Inventory-transportation cost trade-off
 Suppliers prefer to ship full truckloads instead of partial loads to
spread shipping costs over as many units as possible. This leads to
greater holding costs for customers
 Cross-docking
 A technique whereby goods arriving at a warehouse from a supplier are
unloaded from the suppliers truck and loaded onto outbound truck,
thereby avoiding warehouse storage
LO 15.14
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-38
3.
Lead time-transportation costs trade-off
 Suppliers like to ship in full loads, but waiting for sufficient orders
and/or production to achieve a full load may increase lead time
4. Product variety-inventory trade-off
 Greater product variety usually means smaller lot sizes and higher
setup costs, as well as higher transportation and inventory
management costs
 Delayed differentiation
 Production of standard components and subassemblies which are held
until late in the process to add differentiating features
LO 15.14
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education
15-39
5.
Cost-customer service trade-off
 Producing and shipping in large lots reduces costs, but increases
lead time
 Disintermediation
 Reducing one or more steps in a supply chain by cutting out one or
more intermediaries
LO 15.14
Copyright ©2018 McGraw-Hill Higher Education. All rights reserved. No reproduction or distribution without
the prior written consent of McGraw-Hill Education
15-40
A supply chain is the sequence of organizations—their facilities, functions, and activities—that are involved in
producing and delivering a product or service (Stevenson, 2021). A supply chain involves everything related to the
product or service from the beginning to the end, which involves everything from the raw materials to the final
customer.
For this assignment do the following:


Select two Middle Eastern organizations and identify their industry, and their products or services.
Identify supply chain aspects from both of your selected organizations like purchasing issues, supplier
issues, logistics, information systems, quality, and customer service, and compare them.
• Explain how Information Technology impacts the Supply Chain Management for both organizations.
• Finally, based on your results, offer recommendations for improvements for each organization.
Directions:

Your assignment is required to be four to five pages in length, which does not include the title page and
reference pages, which are never a part of the content minimum requirements.
• Support your submission with course material concepts, principles, and theories from the textbook and at
least 4 scholarly, peer-reviewed journal articles.
• Formatted according to APA 7th edition.
• Use times new roman size 12 with double spacing
Requirements:

No plagiarism we have been asked to minimum matching to 12%.

Reference page

DO NOT USE AI APPLICATION.
This CT assignment is with in the 15 chapter .
We use Operations Management 14th Edition by William J Stevenson as a book

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