LB5230 Managing Strategic Resources and Operations Report 2 Sample

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LB5230 Managing Strategic Resources and Operations Report 2 Sample

DESCRIPTION

Assessment Aim: The aim of this assessment is to detail the design of the supply chain and to value add activities for the chosen organisation in assignment 1, and evaluate the role of the global economy in logistics and chain logistics management.

Word Count: 1200 words (+/–10%), (Executive Summary, Introduction, Table of Content, Conclusion/Recommendations, and Reference List are not included in the word count).

Requirements: Students are expected to prepare a client report as a strategy and operation manager, by applying the tools and frameworks for their chosen company to improve the organisational performance. Further, students are required to set up future strategic resources and operations.

Instructions: See the separate instruction sheet in the “assessment two” folder in LearnJCU.

Solution

1. Introduction

1.1. Description of Product and Company

Paperboat is an Indian beverage company which aims at creating “ready to drink” products that remind the Indian consumers of the flavors of their childhood. One of the most famous products in its range is Aam Panna, the refreshingly sour drink made of raw mango, popular in India in hot summer (Paperboat, 2024). This company focuses on quality issues with a balance between product quality and ecological impact (Paperboat, 2024). The flavors are not the only purpose of the Paperboat; in addition to serving authentic flavors in a portable and easily consumable format, Paperboat wants to use high quality, fresh produce and follow sustainable practices (Paperboat, 2024). Following the concept of lean supply chain and JIT inventory, Paperboat aims to timely and effectively deliver products without a negative impact on “quality” and “freshness” (Yu et al. 2024.p.109352).

2. Analysis, Discussion, and Justification for Selection of Suppliers and Local and Global Logistics

2.1. Supplier Selection and Seasonal Challenges

In Paperboat, the usage of mangoes which are seasonal, mainly available in certain months, brings a supply chain risk characterized by fluctuations in price and quality due to climate changes and market forces. To overcome these challenges, Paperboat has cultivated good relationships with suppliers within India. Thus, by developing long-term relationships, the company can forecast how often mango will be available, so that quality remains high (Hamp and Harrys, 2022).

Due to seasonality of market, employment of forecasting technique and procurement planning are required to meet the need for raw material and cost liabilities (Dora et al. 2021.p.496). To overcome any problem of instability of supplies or poor produce from a single source area, Paperboat may seek supplies from more than one supplier. This approach would also enable Paperboat to have optimal operating management throughout the year.

2.2. Quality Control and Lean Supply Chain

To maintain quality in all aspect of its products, Paperboat follow quality assurance procedures in selection of raw materials to packaging. These checks for university assignment help are important to ensure that Aam Panna is up to the taste benchmark of Paperboat products, and also passes all the safety check which is very important for consumers appeal and brand loyalty (Chuenban, Sornsaruht & Pimdee, 2021.e06301). Quality assurance is even more important since mangoes are seasonal and highly perishable and any process must be fast to avoid deterioration of the fruit (Silué et al. 2022.p. 111930).

Paperboat has chosen to develop a lean supply chain that focuses on the minimization of cost and wastage. Lean initiatives include eliminating waste within a production process through the identification of activities that do not add value to an end product, transport and storage. Furthermore, to minimize waste & to produce for the immediate demand, the business implements the JIT inventory (Amjad et al. 2020.p.380). The company is able to minimize the costs of storing raw materials through JIT which minimizes other expenses on extra inventories. On the other hand, JIT also integrates the suppliers well into the system and depends first on accurate demand estimates.

2.3. Global and Asian Logistics Considerations

The key thinking about the logistics strategy encapsulated in the Paperboat model is to incorporate the domestic and global problems. In India, there are seasonal disruptions that affect logistics during the monsoon and they will affect the efficiency of transportation of its raw and finished goods (Belton et al. 2021.p. 104523). Based on these possibilities, Paperboat could also use strategic objectives like contingency planning that takes into consideration the weather interchange across the different seasons (Tchonkouang, Onyeaka & Nkoutchou, 2024.p.171047). In addition, Paperboat’s conscious effort of adopting environmentally friendly packing for its products is a competitive strategy that has adopted recyclable or biodegradable material in the packaging of its products. This emphasis on sustainable packaging is good for Asian consumers while also being friendly to the environment. In addition to achieving cost and waste efficiencies, Paperboat therefore enhances its corporate image and acts as a socially-responsible company since consumers now place high importance on environmentally friendly products.

2.4. Role of the Global Economy in Supply Chain and Logistics Management

Paperboat as a business is vulnerable to the influence of the global economy because fluctuations in supply affect supply chain and logistics system including raw materials and fuel. Since fuel and transportation cost are some of the “factors” that are sensitive to change because of global economic forces, logistics cost constitutes a critical success factor for Paperboat. There is also the issue of environment and this is also putting pressure to the change of globalization logistic since there is much concern in cutting down the emissions and coming up with green solutions (Ekinci et al. 2022.p. 121634). Some of the current global trends include the manufacture of biodegradable packaging.

With increasing consciousness of social responsibility in the global market, its sustainable business strategy could work as a major selling proposition for Paperboat’s products in global economy. Paperboat can use the global economy to promote the company and attract new consumers because the organization’s main values are concentrated on the quality of the product and its sustainability,

3. Actionable Recommendations

To further optimize its supply chain and logistics, Paperboat can consider the following strategic recommendations as stated below.

• Expand Supplier Base

Buying from different regions or even if exploring the international markets during off-seasons can help Paperboat to ensure the mango supply for Aam Panna production.

• Invest in Predictive Analytics

With analytics, Paperboat could forecast how demand was likely to rise during certain periods, and avoid having to manufacture when the demand is low or having idle stock when demand is high (Zhan & Tan, 2020.p.561).

• Strengthen Global Partnerships

Paperboat must also build relationships with logistics agencies that have a working understanding of the firm’s vision of a sustainable and cost-effective supply chain (Mohsen, 2023.p.791). Such linkages will help Paperboat to acquire a new technology or a better way of logistically implementing its operations in the coming days.

• Enhance Packaging Sustainability

An opportunity still exists for Paperboat to improve its packaging materials that would be environmentally friendly meeting the standards of the global markets and the customers.

• Implement Seasonal Contingency Planning

Since monsoon season heavily influences transportation, Paperboat may work on strategies to resolutions in case of a breakthrough in transportation.

4. Conclusion

Focusing on quality control, efficient logistics and also supreme sourcing, it will be very much possible for Paperboat to provide the consumer with the necessary taste and quality that the product must bear while at the same time not causing harm to the environment. This environment of supply chain management fits the firm in responding to issues of sourcing seasonal food and corporate social responsibility. Nevertheless, as new competitors enter food and beverages market Paperboat can also strengthen its performance by investing in a few more aspects. Referring to the effective implementable strategies stated in this paper, these strategies can help Paperboat to provide timely value propositions, effectively utilize resources and consolidate its brand image in impending global markets. Relating to this context, it is expected that Paperboat will be able to grow and enter more Asia-orientated markets or international markets in the coming days.


 

Reference list

Amjad, M. S., Rafique, M. Z., Hussain, S., & Khan, M. A. (2020). A new vision of LARG Manufacturing—A trail towards Industry 4.0. CIRP Journal of Manufacturing Science and Technology, 31, 377-393. Retrieved from: https://doi.org/10.1016/j.cirpj.2020.06.012 [Retrieved on 5 November 2024]

Belton, B., Rosen, L., Middleton, L., Ghazali, S., Mamun, A. A., Shieh, J., ... & Thilsted, S. H. (2021). COVID-19 impacts and adaptations in Asia and Africa’s aquatic food value chains. Marine Policy, 129, 104523. Retrieved from: https://doi.org/10.1016/j.marpol.2021.104523 [Retrieved on 5 November 2024]

Chuenban, P., Sornsaruht, P., & Pimdee, P. (2021). How brand attitude, brand quality, and brand value affect Thai canned tuna consumer brand loyalty. Heliyon, 7(2). Retrieved from: https://doi.org/10.1016/j.heliyon.2021.e06301 [Retrieved on 5 November 2024]

Dora, M., Biswas, S., Choudhary, S., Nayak, R., & Irani, Z. (2021). A system-wide interdisciplinary conceptual framework for food loss and waste mitigation strategies in the supply chain. Industrial Marketing Management, 93, 492-508. Retrieved from: https://doi.org/10.1016/j.indmarman.2020.10.013 [Retrieved on 4 November 2024]

Ekinci, E., Mangla, S. K., Kazancoglu, Y., Sarma, P. R. S., Sezer, M. D., & Ozbiltekin-Pala, M. (2022). Resilience and complexity measurement for energy efficient global supply chains in disruptive events. Technological Forecasting and Social Change, 179, 121634. Retrieved from: https://doi.org/10.1016/j.techfore.2022.121634 [Retrieved on 5 November 2024]

Hamp & Harrys, (2022, November 23). Why Seasonal Ingredients Matter. Retrieved from: https://www.hampandharrys.com/seasonal-ingredients-matter [Retrieved on 4 November 2024]

Mohsen, B. M. (2023). Developments of digital technologies related to supply chain management. Procedia Computer Science, 220, 788-795. Retrieved from: https://doi.org/10.1016/j.procs.2023.03.105 [Retrieved on 5 November 2024]

Paperboat, (2024). Hector Beverages Pvt. Ltd. Paper Boat Foods. Retrieved from: https://www.paperboatfoods.com [Retrieved on 5 November 2024]

Silué, Y., Nindjin, C., Cissé, M., Kouamé, K. A., Mbéguié-A-Mbéguié, D., Lopez-Lauri, F., & Tano, K. (2022). Hexanal application reduces postharvest losses of mango (Mangifera indica L. variety" Kent") over cold storage whilst maintaining fruit quality. Postharvest Biology and Technology, 189, 111930. Retrieved from: https://doi.org/10.1016/j.postharvbio.2022.111930 [Retrieved on 4 November 2024]

Tchonkouang, R. D., Onyeaka, H., & Nkoutchou, H. (2024). Assessing the vulnerability of food supply chains to climate change-induced disruptions. Science of the Total Environment, 171047. Retrieved from: https://doi.org/10.1016/j.scitotenv.2024.171047 [Retrieved on 4 November 2024]

Yu, W., Wong, C. Y., Jacobs, M. A., & Chavez, R. (2024). What are the right configurations of just-in-time and just-in-case when supply chain shocks increase?. International Journal of Production Economics, 276, 109352. Retrieved from: https://doi.org/10.1016/j.ijpe.2024.109352 [Retrieved on 4 November 2024]

Zhan, Y., & Tan, K. H. (2020). An analytic infrastructure for harvesting big data to enhance supply chain performance. European Journal of Operational Research, 281(3), 559-574. Retrieved from: https://doi.org/10.1016/j.ejor.2018.09.018 [Retrieved on 5 November 2024]

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