OPERATION AND SUPPLY CHAIN MANAGEMENT
Q.1ANSWER
INTRODUCTION
A Strategic fit occurs when organisation design their internal operations in
accordance with their external environment. strategic fit refers to aligning the
firm's strategy, structure, capabilities and resources with its external context to
positively impact performance. Strategic fit means that a company understands
its customers, competitors, suppliers, and other stakeholders. It also means that
the company can adapt and respond to their needs and expectations.
A full set of logistical and cross-functional drivers can be used to create strategic
fit for a PC manufacturer targeting both time sensitive and price conscious
customers by using a strategy that involves facilities, inventory, transportation,
information, sourcing, and pricing. The facility should have a good distribution
network. Inventory should stay close to the customer. Transportation should cater
to the targeted customers. Information should be updated regularly. To increase
efficiency, the PC manufacturer could outsource a few manufacturing processes.
Time sensitive customers should be charged more for the extra value being
provided
CONCEPT
Creating strategic fit for a PC manufacturer targeting both time-sensitive and
price-conscious customers involves aligning logistical and cross-functional drivers
to meet the specific needs of these customer segments. Here's how various
drivers can be utilized:
LogisticaL Drivers:
➢ Inventory Management:
Inventory management refers to the process of ordering, storing, using, and
selling a company's inventory. This includes the management of raw materials,
components, and finished products, as well as warehousing and processing of
such items.
➢ Transportation Management:
Organisation consider the time is precious or the customer. So fast delivery is
making time-sensitive and charges also be normal and not much more which
is comfortable for customers.
➢ Warehousing:
Marketing area or local area nearby warehouse always time saving and
making customer loyalty.
cross-FunctionaL Drivers:
➢ Marketing:
It is the only one strategy where all the department depend because better
marketing and better selling is the key attraction of customers and while
OPERATION AND SUPPLY CHAIN MANAGEMENT
handling customers with the latest technology for time-sensitive
customers, while emphasizing cost-effectiveness and value for money for
price-conscious customers.
➢ Product Development:
Develop different product lines or configurations to meet the specific
needs of each segment. Create high-performance, premium PCs for time-
sensitive customers and more affordable, basic models for price-conscious
customers.
➢ Information Systems:
Implement robust systems that track demand patterns for both customer
segments. Utilize data analytics to forecast demand accurately and adjust
production and inventory levels accordingly.
QuaLity ManageMent:
Maintaining the quality organisation always need to the customers need
and requirement because customer always want better quality at low price
so while maintaining quality determining the price conscious is required.
custoMer service:
Customer Service is the best service while operation need to determine
customer expectation and always value the time of customer. For price-
conscious customers, offer standard support with longer response times
but efficient issue resolution.
CONCLUSION
By aligning these logistical and cross-functional drivers with the specific needs
and preferences of time-sensitive and price-conscious customer segments, the PC
manufacturer can achieve strategic fit, enabling them to effectively serve both
markets while optimizing operational efficiency and customer satisfaction.
The logistical drivers, facilities, inventory, and transportation, and the cross-
functional drivers, information, sourcing, and pricing must be used in concert to
achieve the appropriate balance of efficiency and responsiveness for the supply
chain to be successful. A PC manufacturer that wants to deliver products both
quickly and efficiently can make cost and time trade-offs among these drivers to
achieve their goals. These trade-offs across drivers afford more flexibility but
require constant vigilance as the trade-offs within each driver change
OPERATION AND SUPPLY CHAIN MANAGEMENT
Q.2 ANSWER
INTRODUCTION
SCOR Model is a Supply Chain Operations Reference Model , and it designed by
the Supply Chain Council (SCC) for help to the organisation in the improving the
effectiveness of their supply chains. The model describes the business processes
required to satisfy a customer's demands.
It provides a unique framework that links business process, metrics, best
practices and technology into a unified structure to support communication
among supply chain partners and to improve the effectiveness of supply chain
management and related supply chain improvement activities. It also helps to
explain the processes along the entire supply chain and provides a basis for how
to improve those processes.
CONCEPT
SCOR model links business process, performance metrics, skills and practices
into a unified structure. It increased the speed of implementation, support
organisational goal and improve inventory turns. The model provides a
standardized approach for analysing and optimizing supply chain performance
across various industries.
The primary components of the SCOR model include:
➢ Process
In SCOR, there is five steps are followed Plan , source, make, deliver, return.
These processes give the organisation flow of management and making the
organisation process in smooth.
➢ Performance Metrics
Performance metrics it is indicator while operation where performance have to be
improved and indicate the effectiveness and efficiencies in operations.
➢ Skill
Every organisation not runs by skills. So, there is some skills are used for the
smooth operation and structural product.
➢ Practices
It outlines best practices and standard methods for executing supply chain
operations. These practices serve as guidelines for organizations to optimize their
processes and achieve higher efficiency and effectiveness.
OPERATION AND SUPPLY CHAIN MANAGEMENT
The Supply Chain Operation reference model helps the organisation to address,
improve and convey supply chain management decision related to various entities
within and outside the organisation.
CONCLUSION
Identify inefficiencies and areas for improvement across the supply chain.
Establish benchmarks for performance evaluation and goal setting. This provides
a comprehensive look at the business processes needed to satisfy customer
demands. It also creates a standard method for evaluating the supply chain's
efficiency and effectiveness to highlight improvement areas. As a standard,
companies in any industry with a supply chain may use it successfully.
Implementing the SCOR model requires commitment, resources, and a dedication
to continuous improvement. However, its benefits in terms of improved supply
chain performance, cost savings, better customer satisfaction, and competitive
advantage are substantial. As supply chains become increasingly complex and
interconnected, the SCOR model remains a valuable tool for organizations
seeking to optimize their operations and excel in today's dynamic business
environment.
OPERATION AND SUPPLY CHAIN MANAGEMENT
Q.3A ANSWER
INTRODUCTION
Yomato is an Indian multinational restaurant aggregator and food delivery
company. Company reported first-ever profitable quarter brought a whole lot of
cheer among management. Company is also planning to expand its business to
other countries as well. Yamato, an Indian restaurant aggregator and food
delivery company, may need to rework these competitive dimensions to achieve
sustainable profitability: Cost, Quality, Delivery, Flexibility, Lead time.
Competitive dimension is followed for the efficient operation in organisation. Cost,
quality, time, flexibility are the main competitive dimensions of the organisation.
CONCEPT
Expanding a food delivery business like Yomato to other countries requires a
careful revaluation of competitive dimensions to ensure sustainable profitability.
Here are several critical competitive dimensions and areas for consideration:
➢ Cost
Cost is the main competitive dimension of the organisation. Cost-Leadership
strategy that aims at producing standardised products and selling them at low
prices. Price is the amount a customer must pay for the product or service. If two
products are comparable in quality and differ in price, customers will buy the
product or service that has a lower price.
➢ Quality
The main aim of every organisation is to achieve customer satisfaction and it’s
done by best quality goods and services. Maintaining quality is high standardised,
and while maintain organisation need to determines the expectation of the
customers toward the quality of goods or service.
An organisation can ensure the quality of its products by following points,
o Improving design and features of goods
o Adopting most appropriate manufacturing process
o Procuring high-quality inputs
o Having efficient human resource.
➢ Time
Organisation focus on the timely delivery of the products. Time to perform certain
activities refers to several aspects of an organization’s operations such as:
o How quickly a product or service is delivered to a customer (like speed to
market or minimum lead time to supply).
o How quickly new products or services are designed, developed, and
launched to the market (speed to market of new products or services) and,
o The rate at which improvements in products or processes are made.
OPERATION AND SUPPLY CHAIN MANAGEMENT
➢ Flexibility
Every organisation should be flexible because situation occur in any time it
respects respond that situation organisation should be capable. Changes in
situation with respect to the product improvement and innovations. This refers to
the ability of a firm to respond to changes demanded by the customer. The
changes might relate to increases or decreases in volume demanded or to
changes in the design of product or service or changes in the delivery time.
CONCLUSION
Expanding internationally demands a meticulous approach and a keen
understanding of the diverse dynamics in each new market. Yomato's sustainable
profitability in these new markets will heavily rely on its ability to effectively
address these competitive dimensions while staying true to its core values and
business objectives. The most common measure of competitiveness at the
national level is productivity. Increases in productivity allow wages to grow without
causing inflation and thus raising the standard of living of the people of a nation.
The dimensions of competitiveness that measure the effectiveness of the
production function of a manufacturing firm are discussed briefly in the following
one. In the context of individual firms, competitiveness refers to “how effectively
an organization meets the needs of customers relative to other firms which offer
similar goods and services.
OPERATION AND SUPPLY CHAIN MANAGEMENT
Q.3B ANSWER
INTRODUCTION
Yomato is an Indian multinational restaurant aggregator and food delivery
company. Any food delivery company is always determining the value of the food
and time of customers because customers always be satisfied with this service it
is important.
A corporate level strategy is often referred to as a corporate strategy or a
corporate business strategy, corporate level strategy refers to a set of decision
that determine the organisation’s objectives, goals and purpose.
CONCEPT
A corporate strategy is a long-term plan that outlines goals for a company. The
goal of a corporate strategy is to improve the company. The strategy should
establish the overall value of the business , set strategic goals. The top
management of an organisation formulate corporate level strategy. These
strategies are mainly concerned with decision regarding the product or service to
produce and the geographical location to target. It gives the different direction to
the organisation.
There is four type of corporate level strategies
1. Expansion Strategy
Organisation always think about the expansion because expansion
according to the need and requirement is the better way to achieve great
target.
2. Stability Strategy
Recently Corona Virus Situation so many businesses are closed because of
no money and customers but after that which are business is ongoing that
organisation or business are stable means every situation stable of the
business is required.
3. Retrenchment Strategy
It is a process through which you cut down all of those products and
services that aren't profiting your business to achieve financial stability. It
also means leaving the market where your business can't sustain itself.
4. Combination Strategy
A combination strategy is a combination of different strategies used in
different businesses at the same time or in the same business at different
times. The goal is to improve efficiency. Combination strategies can
include: Stability, Expansion, Retrenchment, Low-cost, Differentiation.
OPERATION AND SUPPLY CHAIN MANAGEMENT
CONCLUSION
Implementing a combination of these corporate-level strategies can assist Yomato
in maintaining its competitive edge, expanding its market presence, enhancing
customer satisfaction, and fostering sustainable growth in the dynamic and
competitive food delivery industry. Government policy affects how a business
creates their strategies and the implementation. Corporate strategy is not the only
factor determining a company's success or failure. The competence of its
managerial leadership is significant as well
