International Supply Chain
Supplychain management is a paramount necessity for every business thattrades its commodities in separate markets or buys its raw materialsfrom suppliers in manufacturing industries. It is applied bycompanies worldwide because of its witnessed results like betterfinancial achievements, reduction of delivery time, better customersatisfaction, and more trust among suppliers[ CITATION Yan17 l 1033 ].This paper discussesa wide range of problems in the supply chain and provides feasibleadvice concerning the alleviation tactics and strategies that can beused to deal with the risks.
Thereare several risks that are associated with low quality supply chain.In the event of any supply chain issue causing harm to businessoperations, the organization’s management may need to takeefficient actions to discover the problems and iron them out and goon with the supply chain without interrupting business operations.Because of its worldwide description and intrinsic impacts on thecompany’s financial achievements, the supply chain rationally facesgreater risks than other departments of the company[ CITATION Arg15 l 1033 ].Companies with supply chains all over the world are faced with moreproblems which include, and not limited to, extended lead time,foreign laws, congestion in ports, global taxes, politicalinstability in countries, theft,customer demand changes, shortage of ware houses, and economicchanges like changes in exchange rates.
Mostly,supply chain risks mostly come as a result of lack of risk planningbecause it is not prioritized. Most companies have a low priority ofrisk management mostly because of lack of risks to motivatealertness. A case study done by Soltania, Arash, Liaoa, and Phillipsashows that most companies do not have external experts who can assesstheir supply chain risks[ CITATION Sol11 l 1033 ].Themain suppliers in this case were the M-caseand H-case suppliers. Thecompanies do supply management chain management internally and thusthey always ignore supply chain problems. Instead, they concentrateon overall financial affairs and liability of products. The othercause of supply chain problems comes from supply chain managersblaming the workers of poor quality work which makes the workers workin fear and even quit from their jobs. Also, lack of a strongrelationship between the buyer and the supplier leads to lack ofsharing mutual benefits that are key to efficient governance[ CITATION Yan17 l 1033 ].Additionally, if a business lacks to be keen in their qualityassurance, it can lead to the termination of its supply since qualityis the ground to a healthy supply chain.
Althoughsupply chain problems cannot be wiped out, they can be recognized,measured, assessed, and diminished. Once a good supply chainmanagement program is developed, a company can increase itscompetitiveness. There are several ways in which companies canimprove their supply chain, especially by improving their currentsupply chain mechanisms or enforcing new supply chain structures. Thefirst one is enhancing good communication to the staff and employeeson changes regarding supply chain. Communication of changes givesstaff members analyze what change affects them and their roles in theorganization. This sounds discernible but it is communicating,especially to those who will be closely impacted by the proposedsupply chain changes is paramount- particularly to the cutting edgeemployees who execute day-to-day processes of the company. Earlyconsultation to front line workers makes it easy to find problems inproposed changes easily and proactive actions taken[ CITATION Joh14 l 1033 ].
Secondly,setting up time plans to accomplish proposed changes helps attain thebest results in supply chain management. Creating and preservingrealistic schedules in implementation of supply chain is one of thebest methods of promoting the success of an organization. Poorlyscheduled supply chains are known to cause implementation failures.If supply chain managers are too focused on short-term achievements,they tend to push too much to implement their plans and legitimize aquick return on investment[ CITATION Joh14 l 1033 ].This brings about too much risks to the company and in the long runthe project does not succeed. Quick implementation is good but thereis need to balance risk mitigation and speed. Aproperly scheduled supply chain builds effective momentum and bringsabout more stable results.
Anotherway of implementing changes in supply chain is training the employeesfor change. Training plans that reduce the impact of changes and makesure that workers are prepared to take on the changes is critical fora successive implementation of changes in supply chain. The intentionof training employees is to turn them relaxed to sufficiently embracethe supply chain management resolutions and its abilities. Alsotraining empowers workers and makes them know their potential impactsas individuals on making the company grow or fall during the changeimplementation process.
Iwould propose that suppliers should cut the costs of raw materialsfor the supply chain to be successful. Also, I propose that suppliersimprove the quality of the products they offer to increase the salesof the products by organizations in the market. Lastly, I would alsopropose that suppliers should change their commodities depending onchanges in customer tastes and preferences to enhance smooth runningof organizations.
Inconclusion, creating the value of a company depends on supply chainmanagement. Therefore, supply chain managers should completely lookfor ways on how to eliminate problems in the supply chain. This inturn will position their organizations in competitive positions andenhance organizational growth.
Bouchery, Y. (2017). Sustainable Supply Chains : A Research-Based Textbook On Operations And Strategy. Cham, Switzerland: Springer.
Laboratory., A. N., Energy., U. S., & Information., U. S. (2015). Supply Chain Sustainability Analysis Of Indirect Liquefaction Of Blended Biomass To Produce High Octane Gasoline. Washington, D.C.: United States. Dept. Of Energy. Office Of Energy Efficiency And Renewable Energy.
Manners-Bell, J. (2014). Supply Chain Risk : Understanding Emerging Threats To Global Supply Chains. London: Kogan Page.
Soltani, E. A.-Y. (2011). Quality Performance In A Global Supply Chain: Finding Out The Weak Link. International Journal Of Production Research, 49(1), 269-293.
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