Indicate the nature of hotls claim, an express an opinion as to the outcome of the case.
SAMPLE ANSWER
The issue in question is related to the sale of goods law since the ownership has been passed from the owner to the buyer. The confusion at the library display made Holt to believe that the book he is buying is in good shape. According to Tepper (2011), the sale of goods law requires that the seller should pass goods of good quality to the buyer so that the buyer can get quality for his money. In this case, Holt believed that he was purchasing a book in good quality in accordance to the price quotation. Since he has been given the book he never intended to buy, Holt has an actionable claim against MacPherson. In his claim, Holt can argue that the property passed to him by the seller was not corresponding with the description he gave for the property in accordance with the sale of good law. In addition, the sale of goods law demands that the property passed from the seller to the buyer should be fit for purpose and this was not in this case of Holt and MacPherson (Tepper, 2011). MacPherson is liable under the sale of goods law which requires that the quality of goods passed to the buyer should correspond to the sample that was put in the library display. In this regard, Holt ought to have been given a reasonable opportunity to compare what he wanted to buy and what he has been given as the actual product to assess whether the goods have any defects. This accord the buyer an opportunity not to be duped into buying goods that does not reflect the amount of money paid on them. Therefore, MacPherson is liable for passing goods which are not of the right quantity to the buyer.
Reference
Tepper, P. (2011). The Law of Contracts and the Uniform Commercial Code. Cengage Learning; 2 edition
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The remedies available to buyer and the remedies available to the seller when there is a defaults in a contract to which the sale of goods acts applies.
Order Instructions:
discuss the remedies available to buyer and the remedies available to the seller when there is a defaults in a contract to which the sale of goods acts applies.
SAMPLE ANSWER
Sale of goods Acts
Introduction
The general principles of the law of contract that relates to remedies such as damages and restitution apply to the sales of goods act in an action either to the seller or the buyer.
The remedies available to the seller are;
1 Action for price
Under the contract of sale, and where the property in the goods or items sold has already passed to the buyer and the buyer willfully refuses to honor his part of agreement by either not paying the price agreed or defaults on a major condition of the contract, the seller may maintain institute an action to recover the price of goods from the buyer (Hare, 2003).
2 Action for damages for non-acceptance of goods
Where the buyer unlawfully or wrongfully refuses or neglects to accept goods delivered to him after a lawful agreement, the seller may maintain an action for damages against the buyer for non acceptance.
Specific performance
In an action instituted for breach of a contract, the court may compel the defaulting party to perform his part of the contract without the option of retaining the goods or payment of damages.
Buyer
Damages for non-delivery
Where the seller unlawfully or wrongfully refuses or neglects to deliver the goods after a lawful agreement, then the buyer may maintain an action for damages against the seller for non delivery (Hare, 2003).
Specific performance
In an action instituted for breach of a contract, the court may compel the defaulting party to perform his part of the contract without the option of retaining the goods or payment of damages.
As the search for rare resources becomes increasingly risky and expensive oil and gas firms have to use different strategies to maintain their place in a competitive sector. “2013 saw a continuation of the growing joint venture trend between NOCs and IOCs for international exploration” (Global Oil and Gas Transactions Review 2013, EY Review, 2013)
You have been tasked with evaluating a joint venture in the energy sector. In this concisely written report you are required to provide specific information and analysis about the chosen joint venture.
SAMPLE ANSWER
Introduction
As the global market in the oil and gas sector continue to be highly dynamic and competitive, most of the companies operating in the sector have been engaged in plans to devise appropriate measures or interventions to make sure that they cushion themselves from the threats posed by the unpredictable conditions in which they operate (Forsyth, 2011). According to Louis (2007), it has become greatly essential for most of the companies operating with the gas and oil sector in order to make sure that they strategically position themselves in the international markets, and one of the main strategy that many oil and gas companies have been adopted include entering into joint ventures or through mergers and acquisitions. However, this research report will only focus on a particular joint venture in the oil and gas sector, in particular between British Petroleum (BP) from United Kingdom and Reliance Industries from India, and specifically belonging to India Gas Solutions.
Therefore, in the case study joint venture betweenBritish Petroleum (BP) from United Kingdom and Reliance Industries from India, and specifically belonging to India Gas Solutions was aimed at exploiting or leveraging on the strengths of each other in order to make sure that they both continued to expand their market share across the global market. This decision was mainly informed by the fact that both companies were in possession of different strengths, which if effectively exploited could have result to enormous market competitiveness and advantage. For instance, the joint venture between Reliance Industries (a subgroup of India Gas Solutions) to continue sourcing for natural gas across the globe and eventually market it in India, it definitely required to make sure that it developed a significant infrastructure, which would have enable the company to make sure that it effectively source for natural gas across the globe prior to transporting and marketing it in India (Business Line, 2011). However, due to financial constraints the company had no other option rather than seeking for another company which had the capability to allow it achieve its intended goals and objectives, in particular those concerned with the level of transportation and marketing of natural gas sourced globally utilising the infrastructure of the company it would enter into a joint venture with (Business Line, 2011).
Reasons for choosing the joint venture between BP and Reliance Industries Ltd.
There were various reasons why the joint venture between BP and Reliance Industries Limited was chosen for analysis:
The joint venture was a unique one from the fact that, the considered BP is a giant company with enormous infrastructure; whereas the considered Reliance Industries Limited is a small company with interest in natural gas sourcing and marketing but unable to establish its own infrastructure due to financial constraints.
The joint venture involved two companies which are from two markets that are very different socially, economically and culturally. BP is from UK (Europe) while Reliance Industries Limited is from India (Asia).
Each of the considered companies managed to leverage on the strengths and opportunities of the other company to improve its performance. For example, BP managed to acquire significant gas and oil reserves from Reliance; whereas Reliance managed to utilise BP’s infrastructure to improve it natural gas sourcing, transportation and marketing.
Background of the joint venture between BP and Reliance Industries
BP Plc (IW1000/4) and Reliance Industry Ltd (IW1000/83)
In 2011, BP company which sough to gain from increased access to new resources and market of hydrocarbons, entered into an agreement of purchasing 30 per cent stake of Reliance company’s stake in its existing 23 gas and oil blocks, for $7.2 billion including its most crucial block i.e. KG-D6 (Business Line, 2011). This resulted to a merger between BP and Reliance whereby BP had high hopes of embarking on utilising its expertise in drilling within deep waters aimed at raising its output especially from KG-D6 that had significantly slumped as a result of geological complexities leaving Indian dependent on importation of LPG. Business Line (2014) states that implementation of this merger plan entailed a total investment of $5 billion for a duration of three to five years which would currently be valued at slightly above $50 billion importation of natural gas to India meaning that the natural gas resulting from this joint would definitely make India independent of natural gas importation according to the concerned minister Moily. Since the signing of the agreement, BP and Reliance have formed a 50:50 joint venture aimed at sourcing and marketing natural gas in India referred to as the India Gas Solution Ltd. which intends to fully utilise BP’s deep water drilling expertise in India (British Petroleum, 2015). However, the challenge of slow process of approval by the government is aimed to be fast-tracked in order to ensure that Reliance and BP begin to step up the development so that more natural gas is found and geology complexities along the Indian coast are addressed for the purpose of fulfilling the natural gas deficit in India (Business Line, 2014).
For example, across the world when companies such as BP/Reliance, Exxon/Mobil, BP/Amoco/Arco, and Chevron/Texaco enter into joint ventures, the key factor that was driving the decision was their interest in making sure that they gained scale in order to make sure that they achieved significant reductions in operational costs while at the same time remaining highly or considerable profitable. Therefore, since scale as well as cost efficiencies remain highly relevant in the international markets which are highly dynamic where most oil and gas companies operate, many focuses on accessing as well as the management of fiscal take by the national governments from the nations where those countries originate (Meyer & Brysac, 2008; Safina, 2011; Kirkland, 2014). However, considering that governments are involved, the issues involving these joint ventures have continued to become increasingly complex, and necessitate the adoption of models that are highly sustainable and which are in the interest of the manages of both the new forms of partnership (that is, joint ventures).
Mergers and partnerships may seek on linking with either one or possibly more than one through provision of necessary expertise and funding in their attempts towards expanding their operations, subsequently leading to gaining access to reserves of substantial amounts (Meyer &Brysac, 2008; Kirkland, 2014). This implies for most entering into joint ventures ought to devise appropriate models as well as high caliber people, in a group that would make sure that international expansion is exponential continued (Louis, 2007; Meyer &Brysac, 2008; Safina, 2011; Kirkland, 2014).
For either to be successful or a failure prior to entering into the joint venture, something which would be of significant essence in order to make that these joint ventures are undoubtedly successful. Thus, potential merger matrix which could be adopted in order to ensure that the joint ventures entered achieves their anticipated goals and objectives, in terms of profitability, cost reduction as well as improved effectiveness (Meyer &Brysac, 2008; Vassiliou, 2009; Kirkland, 2014). Hence, the merger matrix shown in the figure below clearly illustrates how these partnerships can be done even though it slightly involves others other than the joint ventures while evaluating the viability of each of the possible partnership.
Source: Boscheck (2008)
BP and Reliance Organisation Structure
The board for this joint venture comprises of six members drawn from both companies i.e. BP and Reliance. For example, they are: Kris Sliger (Chairman) from BP and Bibhas Ganguly (vice chairman) from Reliance. The executive team of the board comprises of Hiten Mehta (chief executive officer), from BP; Suresh Manglani (chief financial officer) from Reliance; Amit Mehta (chief operations officer) from Reliance; as well as Brian Dodson (chief commercial officer), from BP. According to British Petroleum (2015), the regional president stated that the vision for the joint venture between BP and Reliance is to ensure that the growing demand for natural gas in India is met by making sure that there are assured natural gas supplies from the BP-Reliance partnership. As a result, the joint venture began its operations with only 30 employees in addition to the utilisation of the expertise of BP and RIL in deep water natural gas drilling both in India and internationally. Therefore, the joint venture will result to an assumption of the administration of the prevailing natural gas contracts to customers of KGD6, LNG import included (Business Line, 2014, British Petroleum, 2015).
The challenges of the merger between BP and Reliance
Despite the fact that operational joint ventures in the oil and gas sector are quite common, the merger between BP and Reliance in the recent years can be sited to be one of the highly effective in joint collaborations. However, there are various challenges that faced the operations of the joint venture between BP and Reliance including cultural and political differences between the two countries (Louis, 2007; Meyer &Brysac, 2008; Safina, 2011; Kirkland, 2014). For example, there might be very significant differences between how joint venture are run. For example, India’s bureaucracy is undoubtedly exquisitely sluggish and slow-moving, as anti-corruption and weak political leadership drives snarl up in the process of making decisions in New Delhi leasing to declination in the production. According to Kirkland (2014) BP insists that its envisaged rate of declination to be currently 31 down from slightly above 60 in the year 2010. The main challenges are discussed below in no particular order:
National breadwinner. In most countries national governments are highly dependent their source of revenue in terms of taxes, royalties, as well as profit sharing. However, in some countries where personal and corporate taxes range from low to minimal, the potential of providing approximately 90% of total revenues of the state. Therefore, the significance of these revenues may result to a conflict between the national governments and the anticipated joint venture (Meyer &Brysac, 2008; Safina, 2011; Kirkland, 2014).
Benevolent employer. In a considerable number of partnership, companies may decide to maintain lean operations in order to ensure that the processes are streamlined and headcount is reduced, both of which are not priorities which would definitely result to a conflict between the interests the two (Louis, 2007; Meyer &Brysac, 2008; Safina, 2011; Kirkland, 2014).
Trustee for future generations. BP and RIL partnership are not just business, but they are also held responsible to oversee what may be considered as the only viable natural resource for the nation as well as a source of national pride. This means that at all time there must be constant weighing the development of these national resources against the custodians’ need (Meyer &Brysac, 2008; Kirkland, 2014).
Cultural difference: Based on Hofstede’s cultural dimensions, the employees of both companies especially those who were repatriated to work in other countries involved in the joint since UK and India are significantly different culturally (Louis, 2007). Thus, any UK employees repatriated to India or any Indian employees repatriated to UK will definitely need adjust to the culturally changes in order to work better and co-exist well with their colleagues and neighbors. Therefore, both companies will be required to adopt Hofstede’s cultural model in order to make sure that any differences in culture are amicably addressed which involve slight restructuring of the organizational structure (Louis, 2007).
Key market
As highlighted earlier, the joint venture between BP and Reliance Industries Limited was solely driven by the benefits each would acquire upon completion of the joint venture. For instance, BP considered, India a very highly attractive market from natural gas. In particular, BP company has outlined in its Energy Outlook 2030 that, Indian energy consumption has experience an exponential growth particularly by 190 per cent over the last two and a half decades and this growth is envisaged to continue by 115 per cent within the next twenty years (which means that the growth will be occurring at an annual rate of over four per cent). Furthermore, the other reason why BP was also highly interested in the joint venture is attributable to the fact that from now and onwards up to 2030, natural will definitely be the fastest growing source of energy due to it exponentially increasing demand. On the other hand, Reliance Industries Limited saw this as an opportunity to utilise BP’s transportation infrastructure in order to source for natural gas across the globe as well as transport and market it back in India, particularly getting the highest amounts of natural gas from BP (Business Line, 2011). In this kind of a situation each of the two companies are expected to benefit.
Key aspects and significant statistics of the joint venture between BP and Reliance Industries Limited (a Subgroup of Indian Gas Solutions)
The joint venture between British Petroleum (BP) and Reliance Industries Ltd (RIL) was significantly informed or motivated by the increasing global demand for liquefied natural gas (LPG) across the world. In the joint venture signing and statement, BP was to get 30 per cent stake in the twenty three blocks of oil and gas of Reliance Industries Limited including the KG-D6 oil fields (British Petroleum, 2015). The value of the total deal was approximated to be about 9 billion dollars, and the entire 23 oil and gas fields were expected to cover about 270,000 square kilometres. Hence the deal was envisaged to be highly significant since it is expected to have positive to both companies that entered into the joint such as the BP and Reliance Industries Limited (Business Line, 2011). As a result of this joint venture both companies experienced significant growth in revenues, profitability and market share subsequently resulting to improvements in effectiveness and market competitiveness (British Petroleum, 2015).
Recommendations
The recommendations for the firms involved in this joint venture in a descending order are as follows:
The two firms should ensure that an upper limit of the joint venture agreement is set to avoid discomfort from either side. This is because Reliance is exchanging its gas and oil blocks in India which may be considered a strategic natural resource with BP’s infrastructure which is constructed through public funding. This may cause dissenting voices from either side if one side feel that the other side is benefiting more.
The two firms should avoid merging any of their operational activities to avoid conflict of interest. This is because BP is a public firm and may prioritise the interest of UK’s citizens at the expense of profits, while Reliance Industries Limited is a private company which may prioritise profits at the expense of citizens.
The reason for this ranking is that, natural resources as well as publicly funded infrastructures are considered highly significant because they are often sabotage targets by enemies. This made the first recommendation rank number 1 compared to the interests of citizens and profits which are of less national importance compared to natural resources and publicly funded infrastructures.
Conclusion
In conclusion, it is undoubtedly evident that through joint ventures companies operating in oil and gas sector can achieve significant benefits in terms of operational cost reduction, market expansion, as well as increased profitability and improved effectiveness. This is attributable to the fact that, each of the companies entering into a joint venture utilises all possible avenues to leverage on the strengths as well as opportunities inherent in each of these strengths and opportunities with an objective of making sure significant benefits accrue from such engagements. For instance, it has been observed that through this report the case study joint venture discussed between BP and Reliance Industries Limited has shown that, each of the two companies leveraged on what it was lacking, but present in the other company in order to make sure that each of the two companies eventually achieves the anticipated results. In particular, BP leveraged on the ability to expand its market share by making sure it sell more natural gas; whereas Reliance Industries Limited leveraged on the transportation infrastructure of BP in order to source for natural gas across the globe and transport and market it in India. This means that a joint venture between the two companies resulted to a win-win situation whereby both benefits from the strengths and opportunities inherent in the other partners within a joint venture by leveraging on the positive aspects integral in each of the company.
Business Line, (2011), Reliance Industries, BP ink gas joint venture.Retrieved from: http://www.thehindubusinessline.com/companies/reliance-industries-bp-ink-gas-joint-venture/article2639452.ece [Accessed on 1st March 2015].
the sale of goods act imposes terms relating to goods matching samples or descriptions and meeting standards of fitness quality,and title. explain the nature of these implied terms and their effects on the parties. determines which are conditions and which are warranties and explain the effects of this distinction.explain the effects of exemption clauses in the purchases agreement which states “that there are no implied terms, and that the only terms are those contained in the agreement.
SAMPLE ANSWER
Any business entity selling goods to clients is required to consent to certain implied responsibilities, as described by the contract. The consumer’s legal rights require that the product being sold has not only a satisfactory description but one that is valuable to the consumer. As such, contract agreement where consumers are disallowed to compensation following mislabeled or defective products are seen to be unfair under the guidelines. Moreover, the usage of such disclaimers is likely to mislead consumers with regards to their statutory rights. Diverse descriptions can have the impact of disregarding liability for unacceptable goods. For instance, the customer has the legal footing to seek redress in the event of defective goods especially if the defect stems from misinformation of labels (Carter, 2013). The Sale of Goods Act also gives the statutory mandate to the consumer to inspect the goods and reject them on grounds of faultiness. Appending a signature on the delivery of goods is not reason enough to warrant a success completion of the business deal, instead goods should be tried out to ascertain the veracity of its authenticity. However, a legally binding contract on both parties requires full compensation in the event that one party fails to live up to the expectations of the contract. Statutes that restrict liability are subject to the same criticism as those that omit it. Thus far, compensation would be awarded in the event of a loss or damage of sorts that involved parties might have anticipated for that matter. Nonetheless, the supplier has a legal standing to fight it off lawfully. Such a gesture cannot be seen to be unfair under the law (Carter, 2013).
References
Carter, J.W (2013). ‘Party Autonomy and Statutory Regulation: Sale of Goods’. Journal of Contract Law 2013
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Risk Transfer to the Buyer in the sale of Goods Order Instructions: explain when risk transfers to the buyer in a sale of goods transaction and explain the exceptions to the rule.
Risk Transfer to the Buyer in the sale of Goods
explain when title transfers to the buyer on a scale of goods transaction.
Risk Transfer to the Buyer in the sale of Goods Sample Answer
Introduction
The general principles of the law of contract such as the laws relating to acceptance, offer, and consideration among others that also apply to the sale of goods contract and both the seller and the buyer are allowed to agree freely on the terms that will govern their relationship. The sale of goods act outlines the terms that are intended to protect both parties in cases where contingencies are not provided for and which may interfere with the performance of the contract such as destruction of goods before they are actually delivered. The contract for the sale of goods refers to the transfers of the property in goods by the seller to the buyer in exchange of money consideration known as the price (Hare, 2003).
The property in the goods passes to the buyer in the contract of sale at the time the contract is being made.
The general rule on transfer of risks is that unless the parties to the sale of goods contract have agreed otherwise, the transfer of risks to the buyer occur when the properties in the goods have been transferred to the buyer. For example, the risk of loss passes prima facie also with the property in the goods. The goods remain at the sellers’ risks until the properties in the goods are transferred to the buyer then the buyer assumes the risks. Hence in case of a sale agreement and the goods are destroyed, the buyer will bore the risk even though he may not have taken possession of the goods i.e. the goods may still be in the possession of the buyer. But in case of a contract of an agreement to sell, the risks will be borne by the seller even though the possession of the goods may have passed to the buyer as in the case of Demby Hamilton & Co. Ltd V. Barden (1949) 1 Aller 435 B
The exceptions to the rule occur only when there are exemption clauses that have been agreed upon by both parties as in the case of L’Estrange V Grautob (1934) 2 K.B. 688. Also, the general rule on the advertisement is an exception to the general rule of sales of goods.
The property in the goods is transferred to the buyer after he has met all the terms of the contract, for example, after the payment for the goods in full, and the buyer has fulfilled all the conditions required under the sale of goods act.
Risk Transfer to the Buyer in the sale of Goods References
Demby Hamilton & Co. Ltd V. Barden (1949) 1 Aller 435 B
Hare, J. C. (2003) The Law of Contracts. Clark, N.J.: Lawbook Exchange.
The photograph as visual a visual document may be Victorian “snapshots” or cartes-de-visite, studies in motion by Muybridge, or Atget’s Parisian street scenes. Select a photographer, perhaps Eugene Atget, Gordon Parks, August Sander, Diane Arbus, Dorothea Lange, Robert Frank, Lewis Hine, Arthur Rothstein, Walker Evans, or another, whose work demonstrates the concept of the photograph as a document. When and where did the photographer make the images? For what purpose? Who was the intended audience? Using specific examples, explain how the photographs fit the definition of “document” as it applies to photography.
After reading the articles concerning the validity of digital images, do we “read” visual documents differently today?
As with all essays, your information needs to be cited within the text (including citing all images) and include a works cited in either a MPA or APA format. I am looking for quality writing, and would assume that your essay should be at least two pages (aside from any inserted images).
SAMPLE ANSWER
Photographs can be used as a document to illustrate the real life examples of the changes that happen in the society. Specifically, the traditional photographs were more real in documenting the society since technologies of editing images was not available. In this regard, these traditional photographs, such as those of Atget, were real documentation of the happenings and events during their time.
Atget was a French philosopher who was a pioneer in taking street photography who left landmark with his works. Most of these pictures were documented and are available before the disappearance of modernization. His photographic ideals helped to promote surrealistic ideals such that his genius is still recognized to date. He began his photographic career in the street of Paris and left a rich legacy that is still experienced to date. Most of his jobs inspired enough passion and hustle from most people who found opportunity to look at his photos. His photographic skill is the strong vision that enabled him to take more than 8,000 within very few years (Barberi, 2005). Most photos taken by Atget were meant to benefit the society in several ways and thus were a documentation of his immediate society. This is the reason why he decided dispose most of his photos to the members of the society. He is also quoted saying that the purpose of taking photos is to benefit the society one way or the other. In order to benefit the society with his photos, Atgen decided to create aesthetically beautiful street photos that are attractive to the members of the society. Atgen was heavily involved in capturing socially conscious street photographs that paints the socio cultural happenings in the society. He was therefore successful in creating images that make bold statements of their surroundings and to leave a long lasting impact to their users.
Atgen street photography 1927, Source (Barberi, 2005)
The motive of taking photos that benefit the society enabled Atget to take photos only at strategic points to help him portray the socio cultural information. The motive of Atget to benefit the society enabled him to focus on the realities that surrounded various sectors of the society. His images were captured such that the audience could easily interpret the realities being portrayed by such images. Therefore, he projected his images such that he avoided intrusion between the image and the observer. Since he did not romanticize his subjects, he shot his images such that he avoided fancy tricks and gimmicks. While walking in the streets, Atget looked at objects with fascinating curiosity in order to figure out the realities that existed in them. In order to portray the realities in life, he focused his images with calculated aperture while holding his breath. This enabled him to capture realities as they existed in the society. When it comes to photographer, the photographer has the power of making them beautiful and fascinating.
Atget street photography 1898, Source (Barberi, 2005)
Despite famous landmarks and monumental buildings, Atget somehow avoided them and captured the real events that happened in the streets (Barberie, 2005). While traveling in the streets or the natural environments, it was easy for Agtet to capture iconic landmarks.
Reference
Barberie, P (2005). “Looking at Atget” Yale University Press
For this paper, the writer has to pay attentions to all the details and respond diligently to all the points mentioned in the main questions. APA 6th edition has to be implored throughout the entire paper including the proper referencing of the reference list all in APA.
Outsourcing and the Extended Organization
As global businesses have become more complex and dispersed, effective coordination of activities and processes within and between organizations has become an ever more urgent priority. Imagine that you manage a company supplying educational resources to students studying online. Consider the potential advantages of outsourcing capabilities currently performed within your organization.
Develop an appropriate strategy to capitalize on these advantages and identify the key relationship goals. Then, go on to discuss the challenges of inter-functional and inter-organizational coordination. To what degree has information technology facilitated, or hindered, such coordination?
Resources
Articles
• Gottfredson, M., Puryear, R., & Phillips, S. (2005). Strategic sourcing from periphery to the core. Harvard Business Review, 83(2). Retrieved from Business Source Premier database.
The authors contend that outsourcing is becoming so sophisticated that even core functions like engineering, R&D, manufacturing, and marketing can and often should be moved outside the organization.
• Gosain, S., Lee, Z., & Kim, Y. (2005). The management of cross-functional inter-dependencies in ERP implementations: Emergent coordination patterns. European Journal of Information Systems, 14(4). Retrieved from ABI/INFORM Global database.
This report presents primary data related to Enterprise Resource Planning (ERP) implementations at four large organizations representing different industries and implementation strategies.
• Chi, L., & Holsapple, C. (2005). Understanding computer-mediated interorganizational collaboration: A model and framework. Journal of Knowledge Management, 9(1). Retrieved from ABI/INFORM Global database.
This article takes a systematic view of collaboration between different organizational systems and offers an integrative model supported by empirical examples of key issues.
Kim, D., Cavusgil, S. T., & Calantone, R. J. (2006). Information system innovations and supply chain management: Channel relationships and firm performance. Journal of Academy of Marketing Science, 34(1). Retrieved from ABI/INFORM Global database.
This article reports the effects of innovation in supply chain communication systems on channel relationships and market performance. The hypothesis is that certain innovations can enhance channel capabilities, and hence an organization’s market performance.
This paper puts forth a thesis exploring how to put into effect dynamically composed inter-organizational business processes.
SAMPLE ANSWER
Outsourcing and the Extended Organization
Given the expanding set of activities that take place within the modern organization, more and more companies are looking into subcontracting some of their operations to external firms. Outsourcing can encompass some or all activities of the organization, including but not limited to research and development, product design and manufacture, marketing and distribution, and after sales services (Kim Daekwan, 2006). In this case, outsourcing involves developing a bilateral relationship with an external partner, to undertake certain investments on behalf of the company, and to manufacture products that meet the company’s specific needs, whether on-site or off-site.
For an organization supplying educational resources to students studying online, outsourcing can mean huge cost savings for the organization among other benefits, and may occur for different activities within the whole value chain. In most cases, a company can experience serious problems with document handling and choose to outsource the services of an external company. These services will range from scanning and storing documents electronically to creating a central database where all users can easily access them.
There are several potential benefits to the outsourcing capabilities currently undertaken at the organization. For one, the organizations from which the products are outsourced are likely to enjoy economies of scale, which translate into huge cost savings for the organization. Second, through outsourcing, the organization benefits from cost restructuring that allow it to avoid certain fixed overheads associated with in-house production. Another advantage is that through outsourcing, the organization can concentrate on the quality of its products rather than support services through the expertise and technological capabilities of its external partner. Being that the outsourcing contract is fixed, the organization also avoids issues as financial risks, and price shifts.
The key to developing an appropriate strategy to capitalize on these benefits lies in the flexibility of the organization, capacity to carry out activities in-house and the available skill set. According to Harmon’s Process Strategy Matrix, all these depend on the complexity and dynamism of the process and its strategic importance. Outsourcing is not recommended where the process is of high strategic importance to the organization. In this case, the organization cannot outsource IT or similar technological services, as it is the backbone of its operations and a source of its competitive advantage.
Before the onset of the outsourcing, it is necessary for the organization and the external party to agree on expected outcomes to avoid misunderstandings. Since there may be no clear measure for comparing the outcome of outsourced products and those produced in-house, both parties should develop a standard that guarantee quality and value for money (Norta, 2007). These standards should consider process activity and information flow, performance, and management.
There are several challenges that arise because of inter-functional and inter-organizational coordination. The main challenge often is physical proximity to the external partner, but this has become irrelevant with increased globalization and technological advancements. For such functions as R&D, transaction processing and similar support services, the internet and improved telephone infrastructure has made work easier and cost effective (Mark Gottfredson, 2005). Because of information technology, the organization can carry out a majority of its transactions electronically at high speeds and minimum cost. Another challenge is the dynamic nature of the supply chain. Given that the needs and preferences of customers change with time, it is inevitable that this will have an impact on the supplier-distributer relationship. It is vital that both parties recognize that the bilateral relationship will also evolve and provide contingency measures for when this happen.
References
Kim Daekwan, T. S. (2006). Information System Innovations and Supply Chain Management: Channel Relationships and Firm Performance. Journal of the Academy of Marketing Science , 40-54.
Mark Gottfredson, R. P. (2005). Strategic Sourcing: From Periphery to the Core. Havard Business Review , 132-145.
Sanjay Gosain, Z. L. (2005). The management of cross-functional inter-dependencies in ERP implementations: Emergent coordination patterns. European Journal of Information Systems , 371-387.
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Business Operations in Your Organization: A Systems View
Order Instructions:
For this paper the writer has to pay attention to details and use the template that is provided. The paper contains three sections and the writer must clearly respond to all the three sections. The writer will have to chose a company to use for this paper. APA 6th edition will be require for this paper and the writer must properly format the paper. Another very important aspect is that the writer must read carefully the entire requirement before attempting the responds so as to properly understand the requirements of the assignment. Use subheadings as indicated in the template and also harmoniously link all sections together. As mentioned earlier, the writer must use the provided template to complete this assignment.
Business Operations in Your Organization: A Systems View
For this paper, you will develop a systems perspective of business operations in your organization, or the organization you have chosen to use as an appropriate subject for analysis, as a whole.
Your task is to show how the business operations in your organization, or the organization you have chosen as an exemplar, can be brought into harmony, generating the smooth flow of information and materials throughout the value network for the benefit of customers and the competitive success of the organization. A key element of the Praxis Paper is the identification and framing of an organizational problem that relates to the course topics such as
– Inventory, Transportation, and Warehousing.
– Trends in Supply Management
– Developing Market Specific Supply Chain Strategies
– Outsourcing and the Extended Organization
– Innovation and Change.
Your research should lead you to identify possible solutions to the problem(s) you identify. You will apply knowledge gained in the course in order to present advantages and disadvantages of various approaches to the problem(s) with the goal of generating the smooth flow of information and materials throughout the value network in order to increase the organization’s competitive success.
SECTION A of the paper
Focus on discussing the importance of effective logistics management in smoothing the flow of materials, reducing inventory costs and enabling responsiveness throughout the supply chain.
SECTION B
You will complete an analysis of the outsourcing of capabilities to achieve optimal coordination of inter-functional operational processes and inter-organizational collaboration across the whole value chain and consider the need for new kinds of relationships with suppliers.
SECTION C
You will conclude the paper by developing and presenting a strategy for implementing change in the organization with the objective of bringing about a transformation that will secure competitive advantage through improved performance, coordination, and innovation.
This systems perspective will allow you to formulate a strategy for the management of operational issues relevant to your chosen organization such as demand, supply, production, inventory, and logistics with a view to assessing how processes can be managed to bring about integration, coordination, and harmonization throughout the supply chain.
The Praxis Paper, will comprise 8 pages in APA format. One to three diagrams and presentation slides may be included, but they will be additional to the required length of the paper. You are required to include research from at least two first-person interviews and at least two peer-reviewed practitioner or scholarly journals ( not more than 5 years old ) in addition to your resources. Please remember to include the doi is all cited materials.
Resources
Articles
• Wallin, C., Rungtusanatham, M. J., & Rabinovich, E. (2006). What is the “right” inventory management approach for a purchased item? International Journal of Operations & Production Management, 26(1/2). Retrieved from ABI/INFORM Global database.
This article explores four basic approaches to the problem of inventory management and shows their application to different circumstances.
• Pokharel, S. (2005). Perception on information and communication technology perspectives in logistics: A study of transportation and warehouses sectors in Singapore. Journal of Enterprise Information Management, 18(1/2). Retrieved from ABI/INFORM Global database.
This survey analyzes perceptions of logistics companies in Singapore concerning the benefits of ICT applications for their industry.
• Varila, M., Seppänen, M., & Suomala, P. (2007). Detailed cost modelling: A case study in warehouse logistics. International Journal of Physical Distribution & Logistics Management, 37(3). Retrieved from ABI/INFORM Global database.
This study considers the various drivers for assigning activity costs to products in warehouse logistics and concludes that the accuracy of accounting can be significantly increased by measuring the actual duration of transactions.
• Timme, S. G. (2003). The real cost of holding inventory. Supply Chain Management Review: Top 50 PLs, 7(4), 30-37. Retrieved from ABI/INFORM Global database.
This article examines the total costs involved with holding inventory. The author also presents a solution to valuing inventory and how it can lead to better management decisions.
• Phillips, W., Lamming, R., Bessant, J., & Noke, H. (2006). Discontinuous innovation and supply relationships: Strategic dalliances. R&D Management, 36(4). Retrieved from Business Source Premier database.
This article explores the need for supply relationships to generate, support, and respond to discontinuous innovation.
• Simpson, D. F., & Power, D. J. (2005). Use the supply relationship to develop lean and green suppliers. Supply Chain Management, 10(1). Retrieved from ABI/INFORM Global database.
This doctoral research paper presents a conceptual framework for investigating the relationship between a supplier firm’s level of environmental management and the structure of the customer-supplier manufacturing relationship.
Christopher, M., & Towill, D. R. (2002). Developing market specific supply chain strategies. International Journal of Logistics Management, 13(1). Retrieved from ABI/INFORM Global database.
• Trent, R. & Monczka, R. (1998). Purchasing and supply management: Trends and changes throughout the 1990s. Journal of Supply Chain Management, 34(4), 2-12. Retrieved from ABI/INFORM Database.
This article details the real and projected changes and trends that have affected and will continue to affect purchasing and sourcing professionals.
Harland, C. M., Lamming, R. C., & Cousins, P. D. (1999). Developing the concept of supply strategy. International Journal of Operations & Production Management, 19(7), 650-674. Retrieved from ABI/INFORM Global database.
This article provides experienced lean practitioners with information to expand their scope in order to better address multiple-tiered value streams.
• Phillips, W., Noke, H., Bessant, J., & Lamming, R. (2006). Beyond the steady state: Managing discontinuous product and process innovation. International Journal of Innovation Management, 10(2). Retrieved from Business Source Premier database.
This article argues that in a world of rapid change and technological revolution companies must deal proactively with the challenge of discontinuity.
• Kontoghiorghes, C., Awbre, S. M., & Feurig, P. L. (2005). Examining the relationship between learning organization characteristics and change adaptation, innovation, and organizational performance. Human Resource Development Quarterly, 16(2). Retrieved from ABI/INFORM Global database.
This article suggests that the structural, cultural, and information systems of a learning organization determines its success with adaptation to change, quick product or service introduction, and bottom-line organizational performance.
Organizational change that produces results: The linkage approach. Academy of Management Executive, 18(3) by Goodman, P. S., & Rousseau, D. M. Copyright 2004 by ACADEMY OF MANAGEMENT (NY). Reprinted by permission of THE ACADEMY via the Copyright Clearance Center.
SAMPLE ANSWER
Business Operations in Your Organization: A Systems View
Nowadays, the fiscal environment is typified by rising costs of raw materials, high inflation risk, and even strong volatility. These factors have an impact on the strategies of firms that operate in the very competitive manufacturing and transport logistics sectors. This paper is focused on Avon Corporation; the scope of logistics spans the entire company. This paper has 3 sections. Section A provides a discussion of the significance of effective logistics management in smoothing the flow of materials, lowering the costs of inventory, and facilitating responsiveness in the supply chain. Section B covers an analysis of the outsourcing of capabilities to realize optimal coordination of inter-functional operational processes as well as inter-organizational collaboration across the entire value chain. In Section C, a strategy is developed and presented for executing change within Avon Corporation in order to bring a transformation that would secure competitive advantage through improved performance, coordination, as well as innovation.
Avon Corporation
Avon Corporation is the selected organization. Avon is a major global beauty corporation and one of the biggest direct sellers worldwide and makes almost $10 billion in yearly revenue (Avon, 2015). Avon’s product line consists of home products, fashion products, as well as beauty products. The company has several famous brand names including Advance Techniques, ANEW, mark, Skin-So-Soft, Avon Color, and Avon Naturals (Avon, 2015). Avon is an international corporation which is entrenched in tradition with a vision of being a corporation which best knows and meets the service, product, as well as self-fulfillment requirements of ladies all over the world (Avon, 2015).
Section A: Importance of effective logistics management
Logistics management basically entails controlling and supervising the movement of goods. Logistics management is understood as that component of supply chain management which is involved with planning, implementing, and controlling the effective, efficient reverse and forward flow and storage of services and goods between the points of origin and consumption so as to satisfy the wants and requirements of customers (Christopher, 2008). The subject of logistics management involves many dissimilar factors. Effective logistics management is vital in smoothing the flow of materials, reducing costs of inventory, and enabling responsiveness throughout the supply chain.
The scope of logistics spans the whole company. Through logistics management, customers are satisfied through the coordination of material as well as information flow (Aitken, 2008). Some of the factors that have to be taken into account in logistics management include materials handling, transportation management, order fulfillment, as well as inventory and freight management (Christopher, 2008). Effective logistics management operations have to yield four main results: improve customer service; decrease the overall costs of transportation; improve the operating cost structure; and raise revenue. Effective management of business logistics is of great importance in meeting customer expectations and keeping costs low. According to Wallin, Rungtusanatham and Rabinovich (2006), effective logistics management offers a vital opportunity for companies to achieve cost savings since a lot of organizations mention transportation and logistics as key generators of production-related costs.
The present fiscal environment is typified by mounting costs of raw materials, high inflation risk, and strong volatility. These factors have a direct impact on the corporate strategies of business organizations that operate in this very competitive sector. This implies that efficient logistics becomes a key element of ensuring the competitiveness of these companies through: (i) reducing the levels of stock to achieve more efficiency. (ii) Effective coordination all through the supply chain: in essence, communication between the sales department and procurement department is vital to pass on all the increases in production and purchase costs. (iii) Guarantee of tailor-made, quick, and quality services in order to attain competitive advantage over the competitors (Varila, Seppänen & Suomala, 2007).
Effective logistics management entails managing the flow of materials including the movement of raw materials from various suppliers of the company, in-process within the company, as well as movement of finished products to consumers. One way in which costs of inventory are reduced is through quickening the flow of the various raw-materials used, work-in-progress, as well as finished goods (Christopher, 2008). Improving the effectiveness of logistics management encompasses 5 key pillars. These are information; logistical network; materials handling, warehousing, and packaging; transport; and inventory. Logistical network: this comprises various facilities including retail stores, warehouse, manufacturing, and dealers. The bigger the geographical stretch, the more intricate an organization’s logistical network will be (Varila, Seppänen & Suomala, 2007). For Avon Corporation, superior logistical network that is based upon methodical analysis and determination of the number of facilities, their exact work allocations, and geographical position could be an important competitive tool.
Transport: dependability, speed, and cost are vital determinants of the effectiveness. Given that time is crucial, the quality of transport performance is a critical factor. In addition, since cost and speed are interconnected, it is important to carefully select the transport since this is vital for optimal cost. For instance, quicker transport is costly but reduces inventories and improves customer service (Christopher, 2008). Information: correct prediction and proper order management are vital for the systematic inventory management Just-In-Time and Contingency Replenishment as well as quick response to the client (Simpson & Power, 2005). As such, timely information is essential to logistical performance. At Avon, deficiencies in information are removed by using email, faxes, phones, and Enterprise Resource Planning Software. Inventory management: a proper inventory management system has to be deployed in order to attain the desired level of customer service with least inventory investment. Products should be delivered timely and fast (Aitken, 2008). Avon should be committed to consistent and rapid delivery to gain customer service advantage. Materials handling, warehousing, and packaging: warehouses should be located in a site where the company can be nearer to its main clientele. Materials handling in the warehouse must be planned to ensure quick and safe receiving, movement, storage, as well as packaging of client’s requirements (Christopher, 2008).
Section B: Analysis of the outsourcing of capabilities
For Avon Corporation, the outsourcing of capabilities can help to attain optimal coordination of inter-functional operational processes and inter-organizational collaboration across the entire value chain. By outsourcing logistics for instance, the transportation logistics company can act as Avon’s logistics department and handle the following functions: procurement – the transportation logistics firm can engage in carrier rate negotiations as well as selection (Christopher, 2008). Execution: the logistics firm will handle Avon’s daily movement of cargo, including consignment tender, performance management, exception resolution, and service monitoring; planning: the transport logistics firm will handle Avon’s strategic network evaluation and optimization; and administration – the transport logistics company will also handle claims management, contract administration, invoicing, reporting, as well as freight bill audit and payment. A third party logistics company can provide a wide range of modes for the manufacturer – Avon Corporation – ranging from ocean and air to rail and over-the-road intermodal (Landstar, 2015). Through this kind of outsourcing, Avon Corporation can easily attain optimal coordination of inter-functional operational processes and inter-organizational collaboration across the entire value chain.
According to Aitken (2008), outsourcing of capabilities could enable workforce reduction, operational flexibility, cost reduction, reduced cycle times, freedom from restraining labor environments, expanded geographical coverage, improved responsiveness, as well as logistics management and technology issues. Outsourcing of capabilities is basically an important measure for cutting costs. Nonetheless, by outsourcing capabilities, Avon can gain capabilities it currently lacks in-house or it can strengthen the capabilities it currently has, for everything from introducing new women’s products into the marketplace faster to developing top-notch talent and enabling business model innovation (Varila, Seppänen & Suomala, 2007).
Outsourcing of capabilities helps in improving the competitive position of an organization since it ensures that functions and processes are obtained at the right cost and from the right source. Business organizations can leverage outsourcing for more processes and attain various objectives such as improved quality, costs, or capabilities (Landstar, 2015). Through the strategic use of outsourcing of capabilities, Avon can attain a long-term competitive advantage that may not only improve quality and lower costs and, but also drive innovation, improve productivity, open-up new markets for its women products, provide new revenue sources, and deliver a sustainable cost advantage. Equally important, outsourcing of capabilities will help Avon Corporation in optimizing the performance of its several manufacturing facilities. For a manufacturer such as Avon Corporation, the following outsourcing solutions can considerably help it to attain optimal coordination of inter-functional operational processes and inter-organizational collaboration across the entire value chain: supply chain planning and execution, after sales and support, marketing and order management, new product development, and operations (Aitken, 2008).
Business organizations generally profit when they are focused on their core business and the area of their best proficiency, for instance manufacturing of goods, importing, and/or sale of their merchandise. A small number of business organizations are actually proficient in distribution and warehousing as Third Party Logistics companies or 3PL are (Simpson & Power, 2005). Manufacturers like Avon Corporation who create a strong relationship with reliable Third Party Logistics companies are able to lower their transportation costs, simplify their supply chain management, and improve their capability of delivering products to their clients when required.
As companies seek increased competitiveness as well as success in the current international marketplace, many of them are in fact pursuing the tendency of increased outsourcing of capabilities and have seen the necessity for new types of relationships with suppliers (Landstar, 2015). Establishing new relationships with cheaper and better suppliers and suppliers who provide high quality materials will allow Avon to save costs of materials and develop products that are actually of higher quality. Companies establish their outsourcing relationship needs and their needs for new suppliers, and then find and select the right suppliers and vendors. Outsourcing of capabilities is essentially a management tool which alters a company’s organizational structure and a business transformation process which could provide an important opportunity for improved performance (Christopher, 2008).
Section C: Strategy for implementing change in the organization – Implement lean logistics
The strategy for implementing change in Avon Corporation to bring about a transformation that would secure competitive advantage by means of improved performance, coordination, as well as innovation entails adopting the lean approach in logistics and supply chain. Lean logistics helps in identifying and eliminating the wasteful activities in the supply chain so as to increase speed and flow of materials. Lean logistics, as Simpson and Power (2005) reported, is a method of driving the costs down considerably while allowing the company to increase its output as well as sales.
The rationale of adopting a lean supply chain is basically to meet the 4Rs: inventory which is in fact: the right merchandise, at the right place, in the right condition, and lastly in the right quantity. The activities which support the aforementioned 4Rs add value and this is applicable both to the movement of information and product. On the other hand, activities which add no value are considered as waste. Lean is the way that an appropriately designed and operated supply chain has to function (Simpson & Power, 2005). A lean supply chain is simplified to decrease and eradicate waste or the non-value added activities to the entire supply chain flow and also to the products that move in the supply chain. This in turn smoothes the flow of materials, reduces inventory costs, and facilitates responsiveness throughout the supply the chain. Wastes could be measured in inventory, time, and needless costs. Generally, value added activities contribute to efficiently bringing the finished product to the client. The supply chain and the inventory therein must flow; any activities that stop the flow must create value (Simpson & Power, 2005).
Landstar (2015) pointed out that business organizations are in a continuous cycle which drives them to improve their business to maintain their competitive advantage. The bottom line is that every company wants to reduce its costs, reduce time consumption, and reduce inventory. Although there are several techniques of achieving this, lean logistics is one method which has demonstrated over the years to significantly improve a company’s efficiency (Landstar, 2015). For business organizations such as Avon Corporation that work to decrease costs whilst improving their performance, the lean approach is suitable to them. By applying the lean approach, Avon can achieve efficient and smooth flow of materials throughout the supply chain.
Lean logistics will provides Avon Corporation with the capacity to decrease inventory carrying costs, free up cash, and get rid of substantial indirect costs that are associated with supplies, materials, as well as assets logistics. Lean logistics is of major importance in reducing inventory costs (Aitken, 2008). It is notable that inventory service costs, storage costs, capital costs, as well as risk costs all serve to reduce Avon’s profitability. Through lean logistics, the company can reduce all these costs. In essence, lean logistics results in greater efficiencies given that transportation efficiencies allow an increase in cargos managed and cargo density. There is also reduced inventory, improved lead-time dependability, and increased turns (Aitken, 2008).
In lean logistics approach, the main factors include the following: defining the focus areas and core competencies in logistics; absolute integration of the supply chain levels; and optimizing the logistics process interfaces and integration of logistics processes. Other factors are system approach; continuous application of the lean system to the back-to-back logistics chain; as well as continuous standardization and restructuring of the IT structures basing upon the lean/system approach (Aitken, 2008). For Avon Corporation, the benefits will include reduced costs of supply chain and making supply chain more flexible; increased process stability and transparency; as well as increased flexibility and responsiveness of the company’s supply chain. By being efficient, Avon Corporation will respond to the market requirements adequately (O’Reilly, 2010).
Conclusion
In conclusion, effective logistics management operations improve customer service, decrease the overall costs of transportation, improve the operating cost structure, and improve the company’s revenue. Effective management of business logistics is of great importance in reducing the levels of stock to achieve more efficiency and improve the flow of materials. Outsourcing of capabilities could aid in labor force reduction, operational flexibility, cost reduction, reduced cycle times, expanded geographical coverage, and improved responsiveness. Avon Corporation can adopt lean logistics to gain competitive advantage.
References
Aitken, J., (2008). Supply Chain Integration within the Context of a Supplier Association”, Cranfield University PHD Thesis. Cited in Christopher, M., (1998), “Logistics and Supply Chain Management. Strategies for Reducing Cost and Improving Service”, Financial Times Pitman Publishing, London.
Christopher, M., (2008), “Logistics and Supply Chain Management. Strategies for Reducing Cost and Improving Service”, Financial Times Pitman Publishing, London
O’Reilly, J. (2010). Managing Inventory: From Fat to Lean. Madison, WI: Aberdeen Group.
Simpson, D. F., & Power, D. J. (2005). Use the supply relationship to develop lean and green suppliers. Supply Chain Management, 10(1). Retrieved from ABI/INFORM Global database.
Varila, M., Seppänen, M., & Suomala, P. (2007). Detailed cost modelling: A case study in warehouse logistics. International Journal of Physical Distribution & Logistics Management, 37(3). Retrieved from ABI/INFORM Global database.
Wallin, C., Rungtusanatham, M. J., & Rabinovich, E. (2006). What is the “right” inventory management approach for a purchased item? International Journal of Operations & Production Management, 26(1/2). Retrieved from ABI/INFORM Global database.
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Business Letter Format and Communication Order Instructions: After much thought and research, Mr. Ellis bought his wife a pair of emerald earrings as a 40th wedding anniversary gift.
Business Letter Format and Communication
Unfortunately, the post on one of the earrings snapped off the first time Mrs. Ellis tried to wear them. Mr. Ellis was furious: the earrings cost $4000. He sends Smythe Jewellers (where you work) a letter demanding a full refund. Decide what you can do for Mr. Ellis and send him a partial bad newsletter with a suggested compromise. Be sure to bear in mind the important principles that govern this kind of letter and present your response in an appropriate business letter format. (20 marks)
Business Letter Format and Communication Sample Answer
Business Communication
To
Mr. Ellis
Re: Refund question
Dear Sir
This letter is a response to the complaint letter you presented concerning defective earrings that we sold to you. As the manager of this company, I would like to apologize for the products that we sold to you and affirm that this was unfortunate. We do value every single customer we receive and for the last 10 years, we have delighted ourselves as one of the stores that value quality. This was unfortunate but as the company policy, we have been forced to reach a compromise.
The management looked into the issue and reached a solution that was in tandem with the policies governing such complaints. The decision reached is that you will have to return the defective earrings to the company. The company will replace the earrings with those that cost $ 3000. This, therefore, means that your demand for a full refund will not be accepted. This decision was done in the best interest of the company in line with the company policies as a way of its commitment to providing its customers with better services. The company policy is that once goods are sold, the customer is responsible for any damages incurred. The nature of the earrings damaged will be assessed to determine whether they were defaulting at the time of sale or not.
As a company, we have taken our responsibility to ensure that you get value for your money. This decision even though may not appear to meet your demands, we ask you to bear with us. We thank you for shopping at our stores and look forward to seeing you again as our customer.
For this paper, the writer will address 2 critical questions , and it is important that the writer pays attention to all details and address the questions accordingly clearly indicating the two main questions. I will also upload the article mentioned in question 2 to facilitate the writer. the writer must properly cite the paper in APA 6th Edition.
Relationships with suppliers have become critical to the success of businesses competing in the global market. Lateral integration, the free flow of information, and the formation of collaborative partnerships with suppliers have become key steps for improving performance. For this paper, respond to the following questions:
• What competitive advantages can a lean supply strategy confer on the manufacturing industry? Explain in detail how these advantages are secured and maintained.
• How can the supplier relationship be used to secure broader objectives for the organization than purely the supply of materials? Base your answer on ideas in the journal article “Use the Supply Relationship to Develop Lean and Green Suppliers.”
Resources.
Articles
• Phillips, W., Lamming, R., Bessant, J., & Noke, H. (2006). Discontinuous innovation and supply relationships: Strategic dalliances. R&D Management, 36(4). Retrieved from Business Source Premier database.
This article explores the need for supply relationships to generate, support, and respond to discontinuous innovation.
• Simpson, D. F., & Power, D. J. (2005). Use the supply relationship to develop lean and green suppliers. Supply Chain Management, 10(1). Retrieved from ABI/INFORM Global database.
This doctoral research paper presents a conceptual framework for investigating the relationship between a supplier firm’s level of environmental management and the structure of the customer-supplier manufacturing relationship.
Christopher, M., & Towill, D. R. (2002). Developing market specific supply chain strategies. International Journal of Logistics Management, 13(1). Retrieved from ABI/INFORM Global database.
The authors seek to demonstrate that global supply chain strategies can be developed to achieve higher levels of customer responsiveness at lower total cost.
SAMPLE ANSWER
Introduction
Any organization that strives to become more sufficient and lean should incorporate the lean supply chain approach. This strategy intrigues a well-designed chain of supply that operates in delivering products in the shortest time possible to clients. Organizations that are within a lean supply chain can influence their lean journey more efficiently by delivering a better value for customers quickly and predictably to meet the needs of clients.
This structure, for this reason, facilitates the quick operation of the lean supply chain, founding a worthy cycle that benefits an organizations financial performance. Organizations motivated to incorporate this approach are susceptible to benefit from a systematic structural approach that enables them create effective foundations in managing their supply chain.
Competitive advantages of a lean supply strategy and how it confers on the manufacturing industry
The Lean strategy has significantly enabled many organizations globally to address the growing customer demands while maintaining high production volumes. The advantage of the lean supply chain is that it creates a closer connection between the client’s demands and the production rates (González, Lannelongue, & Alfaro-Tanco, 2013). The customers’ demands are believed to pull inventory through a chain; an approach that can be achieved when quantities produced are restricted to match the quantities ordered by clients. Creating such a link helps eliminate the wasteful inventory and overproduction leading to an increase in costs.
A lean supply chain, on the other hand, uses the kanban system in managing inventory levels. This kanban is referred to as a two-bin system. Two bins are maintained in stock, and when the first is emptied, the employee handling the stock takes another card that notes the item and quantity needed by a client. While the clients consume the materials in this bin, the company gets the opportunity to replenish the first bin. Quantities in both the bins are in capacity to provide and meet the needs of clients while the company initiates an addition of stock (Rimiene, & Bernatonyte, 2013). This approach keeps inventory low, and purchases are made only when the bin has been emptied.
This approach is also known for its elimination of waste. Waste in this method is described as that which a client is not willing to purchase. Lean supply strategy for this reason eliminates the wastes, functions and activities that a client is not in positions to consume. Employees are therefore engaged in rooting out waste and make improvements in production. It also prevents mistakes before they occur.
The supplier relationship usage as a means to secure broader objectives for the organization
A well-designed supply relationship between a customer and a company is an integral part that incorporates a joint approach to solving problems well in advance in order to reduce costs and improve the quality of production. Through this, the manufacturing functions of an organization are to produce a major proportion of the costs associated while facilitating environmental management activities that dwell on waste elimination, energy efficiency, and innovation (Leveroni, 2014). It is, therefore, imperative that a joint coalition between clients and the supplier be initiated with the objective of managing the environment.
Through the use of the lean manufacturing systems, companies can prevent pollution. Pollution prevention reduces the costs of production when materials used are reduced or when wastes are managed (Schoenherr, Modi, Benton, Carter, Larson, Wagner, 2012). This can be achieved when the supply chains are integrated, and the gains are shared from mutual investments and performance improvement between suppliers and their customers.
Conclusion
Lean production method is an integrated approach that companies should embrace. It involves a number of activities that are beneficial in reducing the production costs in a company.
Works Cited
González-Benito, J., Lannelongue, G., & Alfaro-Tanco, J. A. (2013). Study of supply-chain management in the automotive industry: a bibliometric analysis. International Journal Of Production Research, 51(13), 3849-3863. https://www.doi:10.1080/00207543.2012.752586
Rimiene, K., & Bernatonyte, D. (2013). Supply Chain Management Trends in the Context of Change. Economics & Management, 18(3), 596-606. https://www.doi:10.5755/j01.em.18.3.3799
Leveroni, T. (2014). Collateral management: Factors affecting the supply and demand for collateral and emerging trends and developments in the market. Journal Of Securities Operations & Custody, 6(4), 334-341.
Schoenherr, T., Modi, S. B., Benton, W., Carter, C. R., Choi, T. Y., Larson, P. D., & … Wagner, S. M. (2012). Research opportunities in purchasing and supply management. International Journal Of Production Research, 50(16), 4556-4579. https://www.doi:10.1080/00207543.2011.613870
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