Importance of Supplier Relations Management

Importance of Supplier Relations Management Chapter 1: Introduction 1.1 Objective â€Å"Supply chain management (SCM) is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service and deliver it to customers.(Worthen., 2008)†. The main objectives of this research are to structure a supply network through multiple tiers. It extends in identifying the importance of Supplier relations management. Todays market as we know is customer driven, with extensive subcontracting, Inventory and supply chain management can make or break a deal. Good supply network emphasizes on seamless integration between Original Equipment Manufacturer (OEM) and its suppliers. It encourages in merging its design of Product, process and services. Regard to todays world, Global Supply chain Management is changing virtually every day (group, June 2006 ) Large and Small companies are keen and very likely to trade internationally and also to take advantage of low cost countrys for their sources. (group, June 2006 ). This study takes a more holistic approach in identifying issues and constraints of global supply chain management. A very rigorous approach for optimally coordinating information, material and financial flow between supplier ti ers is another objective of this study. Study is supported by mapping different models and approaches in order to provide a harmonic coordination within a closed supply network. As mentioned earlier small and large companies are turning their interest towards low cost developing countries for sources, this research intends to study current trends and opportunities among these developing nations for sustainable supply network coordination. Chapter 2 Literature Review 2.1 Summary This paper revolves around various objectives as discussed earlier. The purpose of a literature review is to describe the work that has been reported on a topic. It illustrates an individuals ability to identify vital information and sketch existing knowledge. This literature review is carried out to review current market trends and also to have a thorough knowledge correlating our main objectives. Ideas and thoughts of different authors has been analysed to demonstrate a more eccentric review of the topic. Few case studies has also been analysed to understand practical difficulties and competitive advantage of a better supply network design. Table 1 illustrates various definitions proposed by authors. 2.2 Multi Tier Supply Chain Overview and key elements In general many Manufacturing Organizations are a network production and distribution sites. They transfer raw materials to finished products and supply it to end users (billington 1992). Strategic supply chains are those in which â€Å"members are strategically, operationally, and technologically integrated†(Hult 2004) and are assumed to be a long-term stable relationships with a potential to change in accordance with the variable demands and market conditions(Hult 2004). Inventories play a very important role at both macroeconomic and microeconomic levels (Jaber 2009). According to (Jaber 2009), Current inventory costs accounts to half of total logistical expenses of a supply chain(Lancioni 2000). Improper Inventory management in a supply chain usually tends to increase conflicts between entities of the supply chain i.e., between retailer, buyer, manufacturer and suppliers, which may result to inefficiencies of the supply chain.(Jaber 2009). In a ideal supply chain every firm is considered to be unified, thus in an ideally integrated supply chain, end users or ultimate customers are the pulling force of a value chain unlike classical way of Manufactures pushing the goods out(Tan 2001). Realistically achieving full integration of a value chain is difficult with its complexity, thus strategically important business organizations are emphasized (Tan 2001). Key elements and activities of supply chain are as shown below. Key Elements Of supply chain According to (Christopher 2005), One important aspect of effective SCM is to reduce or completely eliminate Inventory issues between different entities/Organisation in a supply chain. He suggests eliminating this issue by effective information sharing of all stock levels. This concept is called ‘Co- Managed Inventory CMI.(Christopher 2005).(Tan 2001) Suggest that primary focus of a SCM is to achieve efficient end product distribution from manufacturer to customer by replacing inventories with information. Supply chain managements philosophy also suggests that its operations are not concerned only with logistics, but expands through all other operations of an organisation to achieve a greater customer satisfaction and value.(John T. Mentzer 2001).Other basic characteristics of a SCM, according to (John T. Mentzer 2001) are Considering the whole supply chain as a single entity and by this virtue, total inventory flow is managed in a SCM. Orienting Intrafirm and interfirm operations with a strategic approach and thus reinforcing its capabilities by co-operative measures. Unique/Personalized approach should be carried out for every customer to stay competitive and to achieve better customer satisfaction. For years Supply chain was considered as channels for distribution. The main intent of channel distribution was to make each organisation more productive and efficient. It emphasized on making each organisation more profitable without considering its other counter parts of the channel, i.e. like Tier1 suppliers, tier2, distributors or retailers (Lancioni 2000). Over the years with the advent of Supply chain management, focus drifted from intrafunctionaltowards a more interfunctional vision, by which co-ordination between these entities of SCM was emphasised. Interfunctional Channel distribution or termed as the modern day supply chain management considered the opportunity in supply network coordination: â€Å". . . altering the levels of the various activities, often referred to as logistical in nature (such as transportation, inventories, facility location, and order processing) may adversely affect achieving the objectives of these other functional areas†(Lancioni 2000). Thu s customer becomes the driving force of supply chain management. Supply chain analysis (SCA) deals with vertical inter dependencies between the firms; it also requires a systematic approach towards resource allocation and information exchange at every stage of production (Simchi-Levi 2000). Globalization represents cross-border flow of finished goods and increase in global competitors, identifying opportunities and competitive supply chain within its industrial sector(John T. Mentzer 2006). Realistically Supply-chain Managers identify difference between a domestic and a global supply chain even if the conditions are same. It is found that complexitys designing Global supply chain is exponentially high compared to a domestic supply chain, also its ability to stay competitive lies in understanding subtleties of GSCM that exists only during cross border trade offs(John T. Mentzer 2006). Supply chain distinguishes itself from its constituent entities with its integration of operations (Mahapatra 2004). Supply chain management goes beyond co-ordination among firms; it recognises inter dependencies among them and also delivers effective relationship management. Logistics is an integral part of effective supply chain.(Pierpaolo Pontrandolfo 2003) Suggest that Logistics operations within an organization can be related to Forward flow of goods both WIP and Finished goods Information flow feedback Management and Control Network Analysis (NA) is a technique which provides many tools to map relationship between internal organisations. NA also concerns with horizontal dependencies unlike SCA (Sergio G. Lazzarini 2001). As SCA and NA there are many other analyses methodologys suggests the importance of Interdependencies between organizations, According to (John T. Mentzer 2001) , the following activities are necessary to implement a better SCM. â€Å"Integrated Behaviour Sharing risks and rewards mutually Co-ordination Mutual sharing Information Goals and focus to serve customers Process integration Installing Long-term relations with suppliers and customers†(Mentzer 2001). The term supply chain management had an increased influence over the past decade. For instance, Annual Conference of the Council of Logistics Management 1995, 13.5% of the conference sessions posted titles concerning the words â€Å"supply chain.† At the 1997 conference, just two years later, the number of sessions about the terminology drastically increased to 22.4% (John T. Mentzer 2001). This increase has been steady all these years. This increase widely illustrates the global importance and benefits of Supply chain management. There are different types of channel relations in a supply chain as illustrated in Fig4. Supplier Organization/OEM Customer Figure3a: Direct Supply Chain Suppliers Supplier Organization Customers SupplierCustomer Figure 3b: Extended Supply Chain Third party Logistics Supplier Ultimate Supplier Organization Customer Ultimate Supplier Customer Financial Market Provider Research The figure1 identifies different degrees of supply chain complexity they are direct, extended and ultimate supply chain. A direct supply chain consists of a supplier and a customer involved in upstream and downstream flow of (Products, services, finance and information)(Figure: 4a.)(John T. Mentzer 2001) Similarly an extended supply chain includes suppliers, Immediate suppliers and customers and immediate customer, all involved in the upstream and/or downstream flows of products, finances, services and info(Figure: 4b). Thus an ultimate supply chain includes all the organizations involved in all the upstream and downstream flows of products/services/finances, and information from the ultimate supplier to the ultimate customer. (Figure: 4c) illustrates the complex functions of an ultimate supply chains. This may include 3rd Party Financial institutions; this involvement may be a cause to reduce overall risk involved. Similarly Even logistical operations are also supported by (3PL) In figure:4c , a market research firm is also seen as an entity of this complex chain. These may very well support the Manufacturer by providing vital market information about their end users.(John T. Mentzer 2001). Process of Supply chain management Many organisations believe that with process approach it is difficult to reduce/optimize their production flow in SCM (Cooper 2000). Customer relationship management Customer service management Demand management Order fulfilment Manufacturing flow management Procurement Product development and commercialization Returns. Multi Levels Explained It is necessary to understand different network analysis, methodologies to understand and resolve issues in designing a better supply chain management. Fig2 illustrates a basic model of a multi tier supply chain. Each level has its own importance and prominent influence over the chain thus making every level an integral part of the complex system. Fig2 is a sceptic of four level supply chain with centralised decision process. The different levels are as described below(Goyal 2009) First level-This Level of supply network contains multiple buyers/Distributor. Second Level- This level encompasses of Vendors or Manufacturer ie., Original Equipment Manufacturer. Third level- This level contains Tier-1 /Immediate Suppliers of the supply chain. Fourth level- This level contains different tier 2 suppliers. These suppliers support tier1 suppliers or directly to the manufacturer by providing product, service or finance.(Goyal 2009). Levels of issue The major issues at different levels that have to be addressed in a multi dimensional Supply chain are(David Simchi-Levi 2003). Strategic level: Strategic level of decisions are vital which provides and long and sustainable effect on an organization. Major decisions like factory location, storage, Plant capacity and logistic network fall under this level. Tactical level: These decision that change steadily(eg: every quarter) depending on market position, like transportation, production capacity, inventory policy, customer review etc., Operational level: These decisions are mostly day to day like scheduling, lead time, quotes, routing etc.,(David Simchi-Levi 2003). According to (David Simchi-Levi 2003), the above issues can be addresses with few strategies as follows Distribution Network Configuration Inventory Control Supply Contracts Distribution Strategies Supply Chain Integration and Strategic partnering Outsourcing and Procurement Strategies Product Design Contrastingly other author(Simon Croom 2000) looks to analyse supply chain management as different levels as addressed below. Dyadic Level: This level considers just two party relations, like Supplier-Manufacturer or Supplier-Retailer Chain Level: This level composes of relations with different dyadic levels, relations with customer-manufacturer-supplier-distributor-retailer etc., Network Level: This level is concerned with all network operations like upstream and downstream flow.(Simon Croom 2000). Areas of concern for Supply chain Literature Figure 6: Principle component bodies of supply chain literature Source: (Simon Croom 2000) 2.3 Global Supply Chain Management [GSCM] In this decade of global exploitation for raw materials, cheap and skilled labour has impounded interest towards global supply chain. Fig6 illustrates a typical Global Supply chain network. Interfunctional characteristic of a value chain has grown more complex and non feasible. Manufacturers usually set up factories in foreign to take advantages of low cost labour, trade concession, reduced logistic expense for foreign market, subsidies in capital investment it also makes manufactures more reliable to customers due to their close proximity(Gargeya 2005).Greater needs for GSCM is debated in this chapter below. Authors debate of many learning methodologies to understand framework of Global Supply chain management (GSCM). According to (Pierpaolo Pontrandolfo 2003) GSCM issues can be understood by an Artificial intelligence approach called Reinforcement learning (RL). Currently there are many such frameworks, helping different Multi National Companys as a business model. (Barry 2004), describes â€Å"An enterprise may have lowest over-all costs in a stable world environment, but may also have the highest level of risk if any one of the multiple gating factors kink up an elongated global supply chain!† In a global supply chain, supply risk should be identified, asses its possible occurrence and provided with a monetary value for better understanding, Companys should easily modify towards alternate suppliers (Barry 2004). 2.3a Current State Issues However experts believe that Global supply chain are more complex and difficult to maintain unlike domestic SC. Transportation cost tend to increase substantially due to foreign location, also complicates decision making because of increased lead time(Gargeya 2005). The other factors that dont encourage Global supply chain are listed below (Gargeya 2005) Inventory Cost Trade offs Supplier availability and Quality Different Language, Culture, practices Difficulties in Material planning and demand forecast Infrastructural incapability and non sophisticated telecommunication Inadequate skilled labour, Technology and Equipments Uncertain exchange rates Instable economics and politics Inconsistency of financial performance of supply chain. Efficient product and service distribution to upcoming markets can only be provided if an effective marketing infrastructure is developed.(Richey 2001). Globalization process should be viewed as a network embedded with contemporaneous options, constraints and events(Richey 2001). It intends to look into developing a strategic supply chain development and implementation. One of the challenge in a Global supply chain is development of a decision making model which incorporates almost every concerns of entities running across the chain(Mahapatra 2004). It is one of the biggest concerns to produce effective decisions to reduce risk. Considerable efforts has now been expended in developing this model, many conventional methodologies are adopted like, Simulation, Mathematical program, statistics etc., (Mahapatra 2004). 2.3 b Emerging Issues Numerous Global Supply chain models have been proposed consistently by researchers to tackle issues. Diffusion in multiple plant production systems, globalized market has escalated researchers interest towards this field. Fig11 illustrates one of the models that help to design a supply network. This model proposed by authors â€Å"Carlos J. Vidal† and â€Å"Marc Goetschalckx† illustrates an overlook of a decision making model to tackle transfer pricing and transport cost allocation problems. It is seen from fig6 that the suppliers are broadly classified as internal and external suppliers. For External suppliers it is clear that there is no possible decision for transfer pricing because they directly sell to organizations at market prices. Unlike external suppliers an optimal transfer pricing is determined using the model for internal suppliers (Goetschalckx 2001). A detail literature review of transfer pricing issue and its effect on Global supply chain will be discusse d later in this chapter. Table 2: Major international issues considered in selected global supply chain models Source: (Goetschalckx 1997) Market place around Global supply chain is changing continually reflecting to more emerging issues. These issues have to be resolved in a very short span to stay competitive and to make supply chain more financially effective (Gargeya 2005). First issue is dramatic increase of organizations, outsourcing its work to both domestic and international locations. Secondly many industries outsourced with a unidirectional and enterprise level motive, but now strive to coordinate its decision process across different levels of suppliers (Gargeya 2005). Third issue is recent development in the field of supply chain resulting in expanded definition of â€Å"supply chain performance, as mission, strategy and objectives can vary considerably based on value of the product offered to the customer† (Gargeya 2005). Even with extreme significance and necessity for Global Supply chain management, the subject is complex and diffuse. Many technique and methods have emerged from different areas like operations, logistics, sociology, International relationship, marketing, management, economics et,. But still due to its significant growth and complexity it becomes hard to keep abreast with current development in the field of GSCM (John T. Mentzer 2006). Cementing is the fact that many of these methodologies has evolved with little interdependency, considering little attention in relating with existing models (John T. Mentzer 2006). Outsourcing and Global Supply chain management focus to cost reduction, improved quality; thus increasing its overall competitiveness through structure and process that increase managerial commitment and competencies (Richey 2001). On other hand increased outsourcing of manufacturing to foreign locations in recent years has influenced mangers to design their supply chain considering not only in-house facilities but also to incorporate supplier capabilities and infrastructure. Broader criteria are taken into account while selecting the suppliers unlike fundamental ways. Suppliers are chosen based on customers perception of suppliers to meet demand, with suitable attributes such as quality, quantity, delivery, service, price etc.,. In some case more broader criteria as defined by total ownership cost for carrying inventory, training and repair (Meixell 2005). Supplier selection escalates structure of design problems with limitations in number of vendors in a certain geography, minimum order quantity, geographic preference and supplier capacity (Gargeya 2005). Supply network integration through a supply chain also influences Global supply chain design. Business process integration is one of the best options, coordinating decision across multiple tiers of suppliers/vendors. In reality organizations engage in coordination activities like â€Å"Vendor Managed Inventory (VMI), Collaborative Planning, Forecasting, and replenishment (CPFR)† (Gargeya 2005) by sharing sales promotion information. Advanced planning system (APS) integrate production decision making process, these systems are designed with precautions having Supplier capacity and Inventory in mind. These constraints influence Global Supply chain design in large scale (Gargeya 2005). As part of global supply chain design many factors like import duties has to be designed while framing since they contribute nearly 5-10 % of total cost (Pierpaolo Pontrandolfo 2003).Thriving through these issues, a well-coordinated and integrated design of Global Supply chain is hard to replicate thus making is very efficient and helps to achieve a competitive strategy in global scale (Gargeya 2005). 2.3c Need of Global Supply chain Management: Market Drift Global Supply chain models are complex and difficult to provide a solution compared to a domestic supply chain. In a global supply chain flow of cash and information is difficult to maintain unlike single country model. Inclusion of various taxes, Transfer pricing, duties, exchange rates, trade barriers are basic necessity to instil a real time supply system (Goetschalckx 1997). Todays market has advanced with increased globalization of supply sources and demand, drastic improvement of information transparency, innovative business models and venture capital. With such high competitive nature, Simple pursue for higher market share is no longer effective in improving profitability. Focus has drifted towards redefining their competitive profit zone; Companies now tend towards co-relationship to capture life time customer rather than mass buyers through strategic development and Management partnership (John T. Mentzer 2006). Global Market has immensely changed in these following factors Increase value of end users over mass buyers Importance of customization Emerging global consumer segment Time and quality related competition Improvements in communication Value for Information sharing Changing government policies Power shift to End users In broad spectrum of supply chain power has shifted towards End users. Customer satisfaction becomes the ultimate goal. Interfirm relation and collaboration is critical to increase customer satisfaction.(John T. Mentzer 2006). Original equipment manufacturers and supporting suppliers should be quick to react to customer requirements or else have to face prospect of losing market share. Mass Customization Mass customization results in increase in variety without compromising quality, price and efficiency i.e., customers expect better quality level and customization for low or competitive cost. This level of customization can only be achieved with full commitment of every entity of a supply chain like employees, distributors, suppliers etc,(John T. Mentzer 2006). Improved Communication Global competitive market means unit of business analysis of an organization is whole world not just a country/region. Communication revolution has offended late design or delay in delivery. In this context, â€Å"Kotler Philip† said â€Å"As firms globalize, they realize that no matter how large they are, they lackthe total resources and requisites for success.Viewing the complete supply chain forproducing value, they recognize the necessity of partnering with other organizations(John T. Mentzer 2006) â€Å". Time and Quality importance Time and Quality focused market competition can be achieved by basic Lean methodologies, reducing waste in the form of time, defects etc,. Improved quality not just means finished goods but also every area of a company.(John T. Mentzer 2006) Information Technology Influenced Most Powerful and conceptual influence is through immense improvement in the field of Information technology. Invention of modern computers superseded monolithic companies. Fast communication increased link between every member also eliminating multiple layers of people serving as information channel and control group, reducing cost and improved linkage eliminating time delays(John T. Mentzer 2006). 2.3d Benefits of Global Supply chain In this competitive world, market research is a fundamental aspect of any organizations design process. Anticipated results are an aspect of a design process, so it is necessary to understand possible benefits of Global Supply chain. Few benefits described by (Mechanic 2010), are Highest standard of quality. Increased standard expectancy from developing nations. Reduced Inventory and Transportation. Competitive advantage. Make or buy decisions simplified. Wider marker scale to target (New Market opportunity). Opportunity to learn and adapt business models around the globe. Increase in Supply chain flexibility. Surviving Economic recessions with auxiliary markets. 2.4 Supply Network design and collaboration 2.4 a General literature According to (Sheng Su 2008)†A supply chain is an integrated network of suppliers, transformation plants and distribution channels which are organized to acquire raw materials, transform the materials into final products, and deliver those products to customers(Sheng Su 2008)†. Recent developments in technology have forced typical sequential manufacturing industry into designing current ideas for business-business relationship with companies in supply networks (james B. Rice Jr 2002). (james B. Rice Jr 2002) Suggest that, Organizations which are looking for coordination across a strategic supply chain can be achieved by three independent segment coordination such as Information system Logistics Network Financial trade offs Author (Christine Harland 2003) describes the increasing complexity in supply networks. In growing market, issues can arise due to various reasons. Following table illustrates few origins of issue Table 3: Increasing Complexity in Supply network Source (Christine Harland 2003) Design of supply network can be approached as stages, Production, Procurement and distribution. Each stage can be scattered across supply network positioned anywhere in the globe as illustrated in fig11 (D.J. Thomas 1996). Designing and coordinating supply chain for a specific product usually tends to break functional and boundary barriers, resulting as a major issue. Functional boundaries can be deceiving in delivering knowledge thus a clear understanding is hard even for top management (D.J. Thomas 1996). Supply chain management is a new concept but coordinated planning has a profound history since early 1960 (D.J. Thomas 1996). Since then researchers had focused to integrate planning, scheduling and distribution (D.J. Thomas 1996), some of the early models and their functionality are review later in this chapter as illustrated in tables 7-13. Inventory Management barrier Managing Inventory is a vital and significantly increases customer satisfaction and also improves profit. According to (Billington 1992), there are 13 pitfalls in Inventory management. No Supply Chain metrics: Generally it is found that there is no strict performance metrics used to evaluate each entity of the supply chain. Usually individual organizations inside a supply network may have conflicting objectives which tends to reduce overall efficiency. This issue has to be addressed by assessing and orienting supply chain metrics which is governed by customer satisfaction criterion (Billington 1992). Inadequate definition of customer service: Usually customer service does not mean just better delivery time or quality. Many critical details like order cycle time and back order time et., these issues can be omitted by proper understand of customer and standards of expectancy (Billington 1992). Inaccurate Delivery status date: This clerical issue can result in massive impact on total efficiency of the supply chain. It can be resolved by centralized data storage under regular monitor (Billington 1992). Inefficient information systems: These issues mostly resolved with recent developments in Information Technology. Softwares like Enterprise resource planning can help to resolve this issue. Ignoring the impact of uncertainties: In a supply chain there can be different sources for uncertainties as, supplier lead time, raw material quality, process lead time, Transportation and fluctuating market etc., Implementation of Just-In-Time (PULL System) can help to resolve these issues as this system monitors uncertainties closely and react immediately (Billington 1992). Simplistic inventory stocking policies: This issue can be resolved with efficient safety stock policies (Billington 1992). Discrimination against internal customers: This is caused when Work in Progress goods are delivered and handled with your supplier unlike finished products to ultimate customer (Billington 1992). Poor coordination: as mentioned earlier in this research, harmonic network coordination is a fundamental entity of supply chain. Better coordination can be achieved by effective Supplier relationship management Incorrect assessment of Inventory costs: Occurrence of this issue is generally by omitting few inventory maintenance cost while formulating supply chain, usually An effective supply chain design helps in identifying best, Location and distribution centres, Plant Capacity, Market access and planning. Importance of Supplier Relations Management Importance of Supplier Relations Management Chapter 1: Introduction 1.1 Objective â€Å"Supply chain management (SCM) is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service and deliver it to customers.(Worthen., 2008)†. The main objectives of this research are to structure a supply network through multiple tiers. It extends in identifying the importance of Supplier relations management. Todays market as we know is customer driven, with extensive subcontracting, Inventory and supply chain management can make or break a deal. Good supply network emphasizes on seamless integration between Original Equipment Manufacturer (OEM) and its suppliers. It encourages in merging its design of Product, process and services. Regard to todays world, Global Supply chain Management is changing virtually every day (group, June 2006 ) Large and Small companies are keen and very likely to trade internationally and also to take advantage of low cost countrys for their sources. (group, June 2006 ). This study takes a more holistic approach in identifying issues and constraints of global supply chain management. A very rigorous approach for optimally coordinating information, material and financial flow between supplier ti ers is another objective of this study. Study is supported by mapping different models and approaches in order to provide a harmonic coordination within a closed supply network. As mentioned earlier small and large companies are turning their interest towards low cost developing countries for sources, this research intends to study current trends and opportunities among these developing nations for sustainable supply network coordination. Chapter 2 Literature Review 2.1 Summary This paper revolves around various objectives as discussed earlier. The purpose of a literature review is to describe the work that has been reported on a topic. It illustrates an individuals ability to identify vital information and sketch existing knowledge. This literature review is carried out to review current market trends and also to have a thorough knowledge correlating our main objectives. Ideas and thoughts of different authors has been analysed to demonstrate a more eccentric review of the topic. Few case studies has also been analysed to understand practical difficulties and competitive advantage of a better supply network design. Table 1 illustrates various definitions proposed by authors. 2.2 Multi Tier Supply Chain Overview and key elements In general many Manufacturing Organizations are a network production and distribution sites. They transfer raw materials to finished products and supply it to end users (billington 1992). Strategic supply chains are those in which â€Å"members are strategically, operationally, and technologically integrated†(Hult 2004) and are assumed to be a long-term stable relationships with a potential to change in accordance with the variable demands and market conditions(Hult 2004). Inventories play a very important role at both macroeconomic and microeconomic levels (Jaber 2009). According to (Jaber 2009), Current inventory costs accounts to half of total logistical expenses of a supply chain(Lancioni 2000). Improper Inventory management in a supply chain usually tends to increase conflicts between entities of the supply chain i.e., between retailer, buyer, manufacturer and suppliers, which may result to inefficiencies of the supply chain.(Jaber 2009). In a ideal supply chain every firm is considered to be unified, thus in an ideally integrated supply chain, end users or ultimate customers are the pulling force of a value chain unlike classical way of Manufactures pushing the goods out(Tan 2001). Realistically achieving full integration of a value chain is difficult with its complexity, thus strategically important business organizations are emphasized (Tan 2001). Key elements and activities of supply chain are as shown below. Key Elements Of supply chain According to (Christopher 2005), One important aspect of effective SCM is to reduce or completely eliminate Inventory issues between different entities/Organisation in a supply chain. He suggests eliminating this issue by effective information sharing of all stock levels. This concept is called ‘Co- Managed Inventory CMI.(Christopher 2005).(Tan 2001) Suggest that primary focus of a SCM is to achieve efficient end product distribution from manufacturer to customer by replacing inventories with information. Supply chain managements philosophy also suggests that its operations are not concerned only with logistics, but expands through all other operations of an organisation to achieve a greater customer satisfaction and value.(John T. Mentzer 2001).Other basic characteristics of a SCM, according to (John T. Mentzer 2001) are Considering the whole supply chain as a single entity and by this virtue, total inventory flow is managed in a SCM. Orienting Intrafirm and interfirm operations with a strategic approach and thus reinforcing its capabilities by co-operative measures. Unique/Personalized approach should be carried out for every customer to stay competitive and to achieve better customer satisfaction. For years Supply chain was considered as channels for distribution. The main intent of channel distribution was to make each organisation more productive and efficient. It emphasized on making each organisation more profitable without considering its other counter parts of the channel, i.e. like Tier1 suppliers, tier2, distributors or retailers (Lancioni 2000). Over the years with the advent of Supply chain management, focus drifted from intrafunctionaltowards a more interfunctional vision, by which co-ordination between these entities of SCM was emphasised. Interfunctional Channel distribution or termed as the modern day supply chain management considered the opportunity in supply network coordination: â€Å". . . altering the levels of the various activities, often referred to as logistical in nature (such as transportation, inventories, facility location, and order processing) may adversely affect achieving the objectives of these other functional areas†(Lancioni 2000). Thu s customer becomes the driving force of supply chain management. Supply chain analysis (SCA) deals with vertical inter dependencies between the firms; it also requires a systematic approach towards resource allocation and information exchange at every stage of production (Simchi-Levi 2000). Globalization represents cross-border flow of finished goods and increase in global competitors, identifying opportunities and competitive supply chain within its industrial sector(John T. Mentzer 2006). Realistically Supply-chain Managers identify difference between a domestic and a global supply chain even if the conditions are same. It is found that complexitys designing Global supply chain is exponentially high compared to a domestic supply chain, also its ability to stay competitive lies in understanding subtleties of GSCM that exists only during cross border trade offs(John T. Mentzer 2006). Supply chain distinguishes itself from its constituent entities with its integration of operations (Mahapatra 2004). Supply chain management goes beyond co-ordination among firms; it recognises inter dependencies among them and also delivers effective relationship management. Logistics is an integral part of effective supply chain.(Pierpaolo Pontrandolfo 2003) Suggest that Logistics operations within an organization can be related to Forward flow of goods both WIP and Finished goods Information flow feedback Management and Control Network Analysis (NA) is a technique which provides many tools to map relationship between internal organisations. NA also concerns with horizontal dependencies unlike SCA (Sergio G. Lazzarini 2001). As SCA and NA there are many other analyses methodologys suggests the importance of Interdependencies between organizations, According to (John T. Mentzer 2001) , the following activities are necessary to implement a better SCM. â€Å"Integrated Behaviour Sharing risks and rewards mutually Co-ordination Mutual sharing Information Goals and focus to serve customers Process integration Installing Long-term relations with suppliers and customers†(Mentzer 2001). The term supply chain management had an increased influence over the past decade. For instance, Annual Conference of the Council of Logistics Management 1995, 13.5% of the conference sessions posted titles concerning the words â€Å"supply chain.† At the 1997 conference, just two years later, the number of sessions about the terminology drastically increased to 22.4% (John T. Mentzer 2001). This increase has been steady all these years. This increase widely illustrates the global importance and benefits of Supply chain management. There are different types of channel relations in a supply chain as illustrated in Fig4. Supplier Organization/OEM Customer Figure3a: Direct Supply Chain Suppliers Supplier Organization Customers SupplierCustomer Figure 3b: Extended Supply Chain Third party Logistics Supplier Ultimate Supplier Organization Customer Ultimate Supplier Customer Financial Market Provider Research The figure1 identifies different degrees of supply chain complexity they are direct, extended and ultimate supply chain. A direct supply chain consists of a supplier and a customer involved in upstream and downstream flow of (Products, services, finance and information)(Figure: 4a.)(John T. Mentzer 2001) Similarly an extended supply chain includes suppliers, Immediate suppliers and customers and immediate customer, all involved in the upstream and/or downstream flows of products, finances, services and info(Figure: 4b). Thus an ultimate supply chain includes all the organizations involved in all the upstream and downstream flows of products/services/finances, and information from the ultimate supplier to the ultimate customer. (Figure: 4c) illustrates the complex functions of an ultimate supply chains. This may include 3rd Party Financial institutions; this involvement may be a cause to reduce overall risk involved. Similarly Even logistical operations are also supported by (3PL) In figure:4c , a market research firm is also seen as an entity of this complex chain. These may very well support the Manufacturer by providing vital market information about their end users.(John T. Mentzer 2001). Process of Supply chain management Many organisations believe that with process approach it is difficult to reduce/optimize their production flow in SCM (Cooper 2000). Customer relationship management Customer service management Demand management Order fulfilment Manufacturing flow management Procurement Product development and commercialization Returns. Multi Levels Explained It is necessary to understand different network analysis, methodologies to understand and resolve issues in designing a better supply chain management. Fig2 illustrates a basic model of a multi tier supply chain. Each level has its own importance and prominent influence over the chain thus making every level an integral part of the complex system. Fig2 is a sceptic of four level supply chain with centralised decision process. The different levels are as described below(Goyal 2009) First level-This Level of supply network contains multiple buyers/Distributor. Second Level- This level encompasses of Vendors or Manufacturer ie., Original Equipment Manufacturer. Third level- This level contains Tier-1 /Immediate Suppliers of the supply chain. Fourth level- This level contains different tier 2 suppliers. These suppliers support tier1 suppliers or directly to the manufacturer by providing product, service or finance.(Goyal 2009). Levels of issue The major issues at different levels that have to be addressed in a multi dimensional Supply chain are(David Simchi-Levi 2003). Strategic level: Strategic level of decisions are vital which provides and long and sustainable effect on an organization. Major decisions like factory location, storage, Plant capacity and logistic network fall under this level. Tactical level: These decision that change steadily(eg: every quarter) depending on market position, like transportation, production capacity, inventory policy, customer review etc., Operational level: These decisions are mostly day to day like scheduling, lead time, quotes, routing etc.,(David Simchi-Levi 2003). According to (David Simchi-Levi 2003), the above issues can be addresses with few strategies as follows Distribution Network Configuration Inventory Control Supply Contracts Distribution Strategies Supply Chain Integration and Strategic partnering Outsourcing and Procurement Strategies Product Design Contrastingly other author(Simon Croom 2000) looks to analyse supply chain management as different levels as addressed below. Dyadic Level: This level considers just two party relations, like Supplier-Manufacturer or Supplier-Retailer Chain Level: This level composes of relations with different dyadic levels, relations with customer-manufacturer-supplier-distributor-retailer etc., Network Level: This level is concerned with all network operations like upstream and downstream flow.(Simon Croom 2000). Areas of concern for Supply chain Literature Figure 6: Principle component bodies of supply chain literature Source: (Simon Croom 2000) 2.3 Global Supply Chain Management [GSCM] In this decade of global exploitation for raw materials, cheap and skilled labour has impounded interest towards global supply chain. Fig6 illustrates a typical Global Supply chain network. Interfunctional characteristic of a value chain has grown more complex and non feasible. Manufacturers usually set up factories in foreign to take advantages of low cost labour, trade concession, reduced logistic expense for foreign market, subsidies in capital investment it also makes manufactures more reliable to customers due to their close proximity(Gargeya 2005).Greater needs for GSCM is debated in this chapter below. Authors debate of many learning methodologies to understand framework of Global Supply chain management (GSCM). According to (Pierpaolo Pontrandolfo 2003) GSCM issues can be understood by an Artificial intelligence approach called Reinforcement learning (RL). Currently there are many such frameworks, helping different Multi National Companys as a business model. (Barry 2004), describes â€Å"An enterprise may have lowest over-all costs in a stable world environment, but may also have the highest level of risk if any one of the multiple gating factors kink up an elongated global supply chain!† In a global supply chain, supply risk should be identified, asses its possible occurrence and provided with a monetary value for better understanding, Companys should easily modify towards alternate suppliers (Barry 2004). 2.3a Current State Issues However experts believe that Global supply chain are more complex and difficult to maintain unlike domestic SC. Transportation cost tend to increase substantially due to foreign location, also complicates decision making because of increased lead time(Gargeya 2005). The other factors that dont encourage Global supply chain are listed below (Gargeya 2005) Inventory Cost Trade offs Supplier availability and Quality Different Language, Culture, practices Difficulties in Material planning and demand forecast Infrastructural incapability and non sophisticated telecommunication Inadequate skilled labour, Technology and Equipments Uncertain exchange rates Instable economics and politics Inconsistency of financial performance of supply chain. Efficient product and service distribution to upcoming markets can only be provided if an effective marketing infrastructure is developed.(Richey 2001). Globalization process should be viewed as a network embedded with contemporaneous options, constraints and events(Richey 2001). It intends to look into developing a strategic supply chain development and implementation. One of the challenge in a Global supply chain is development of a decision making model which incorporates almost every concerns of entities running across the chain(Mahapatra 2004). It is one of the biggest concerns to produce effective decisions to reduce risk. Considerable efforts has now been expended in developing this model, many conventional methodologies are adopted like, Simulation, Mathematical program, statistics etc., (Mahapatra 2004). 2.3 b Emerging Issues Numerous Global Supply chain models have been proposed consistently by researchers to tackle issues. Diffusion in multiple plant production systems, globalized market has escalated researchers interest towards this field. Fig11 illustrates one of the models that help to design a supply network. This model proposed by authors â€Å"Carlos J. Vidal† and â€Å"Marc Goetschalckx† illustrates an overlook of a decision making model to tackle transfer pricing and transport cost allocation problems. It is seen from fig6 that the suppliers are broadly classified as internal and external suppliers. For External suppliers it is clear that there is no possible decision for transfer pricing because they directly sell to organizations at market prices. Unlike external suppliers an optimal transfer pricing is determined using the model for internal suppliers (Goetschalckx 2001). A detail literature review of transfer pricing issue and its effect on Global supply chain will be discusse d later in this chapter. Table 2: Major international issues considered in selected global supply chain models Source: (Goetschalckx 1997) Market place around Global supply chain is changing continually reflecting to more emerging issues. These issues have to be resolved in a very short span to stay competitive and to make supply chain more financially effective (Gargeya 2005). First issue is dramatic increase of organizations, outsourcing its work to both domestic and international locations. Secondly many industries outsourced with a unidirectional and enterprise level motive, but now strive to coordinate its decision process across different levels of suppliers (Gargeya 2005). Third issue is recent development in the field of supply chain resulting in expanded definition of â€Å"supply chain performance, as mission, strategy and objectives can vary considerably based on value of the product offered to the customer† (Gargeya 2005). Even with extreme significance and necessity for Global Supply chain management, the subject is complex and diffuse. Many technique and methods have emerged from different areas like operations, logistics, sociology, International relationship, marketing, management, economics et,. But still due to its significant growth and complexity it becomes hard to keep abreast with current development in the field of GSCM (John T. Mentzer 2006). Cementing is the fact that many of these methodologies has evolved with little interdependency, considering little attention in relating with existing models (John T. Mentzer 2006). Outsourcing and Global Supply chain management focus to cost reduction, improved quality; thus increasing its overall competitiveness through structure and process that increase managerial commitment and competencies (Richey 2001). On other hand increased outsourcing of manufacturing to foreign locations in recent years has influenced mangers to design their supply chain considering not only in-house facilities but also to incorporate supplier capabilities and infrastructure. Broader criteria are taken into account while selecting the suppliers unlike fundamental ways. Suppliers are chosen based on customers perception of suppliers to meet demand, with suitable attributes such as quality, quantity, delivery, service, price etc.,. In some case more broader criteria as defined by total ownership cost for carrying inventory, training and repair (Meixell 2005). Supplier selection escalates structure of design problems with limitations in number of vendors in a certain geography, minimum order quantity, geographic preference and supplier capacity (Gargeya 2005). Supply network integration through a supply chain also influences Global supply chain design. Business process integration is one of the best options, coordinating decision across multiple tiers of suppliers/vendors. In reality organizations engage in coordination activities like â€Å"Vendor Managed Inventory (VMI), Collaborative Planning, Forecasting, and replenishment (CPFR)† (Gargeya 2005) by sharing sales promotion information. Advanced planning system (APS) integrate production decision making process, these systems are designed with precautions having Supplier capacity and Inventory in mind. These constraints influence Global Supply chain design in large scale (Gargeya 2005). As part of global supply chain design many factors like import duties has to be designed while framing since they contribute nearly 5-10 % of total cost (Pierpaolo Pontrandolfo 2003).Thriving through these issues, a well-coordinated and integrated design of Global Supply chain is hard to replicate thus making is very efficient and helps to achieve a competitive strategy in global scale (Gargeya 2005). 2.3c Need of Global Supply chain Management: Market Drift Global Supply chain models are complex and difficult to provide a solution compared to a domestic supply chain. In a global supply chain flow of cash and information is difficult to maintain unlike single country model. Inclusion of various taxes, Transfer pricing, duties, exchange rates, trade barriers are basic necessity to instil a real time supply system (Goetschalckx 1997). Todays market has advanced with increased globalization of supply sources and demand, drastic improvement of information transparency, innovative business models and venture capital. With such high competitive nature, Simple pursue for higher market share is no longer effective in improving profitability. Focus has drifted towards redefining their competitive profit zone; Companies now tend towards co-relationship to capture life time customer rather than mass buyers through strategic development and Management partnership (John T. Mentzer 2006). Global Market has immensely changed in these following factors Increase value of end users over mass buyers Importance of customization Emerging global consumer segment Time and quality related competition Improvements in communication Value for Information sharing Changing government policies Power shift to End users In broad spectrum of supply chain power has shifted towards End users. Customer satisfaction becomes the ultimate goal. Interfirm relation and collaboration is critical to increase customer satisfaction.(John T. Mentzer 2006). Original equipment manufacturers and supporting suppliers should be quick to react to customer requirements or else have to face prospect of losing market share. Mass Customization Mass customization results in increase in variety without compromising quality, price and efficiency i.e., customers expect better quality level and customization for low or competitive cost. This level of customization can only be achieved with full commitment of every entity of a supply chain like employees, distributors, suppliers etc,(John T. Mentzer 2006). Improved Communication Global competitive market means unit of business analysis of an organization is whole world not just a country/region. Communication revolution has offended late design or delay in delivery. In this context, â€Å"Kotler Philip† said â€Å"As firms globalize, they realize that no matter how large they are, they lackthe total resources and requisites for success.Viewing the complete supply chain forproducing value, they recognize the necessity of partnering with other organizations(John T. Mentzer 2006) â€Å". Time and Quality importance Time and Quality focused market competition can be achieved by basic Lean methodologies, reducing waste in the form of time, defects etc,. Improved quality not just means finished goods but also every area of a company.(John T. Mentzer 2006) Information Technology Influenced Most Powerful and conceptual influence is through immense improvement in the field of Information technology. Invention of modern computers superseded monolithic companies. Fast communication increased link between every member also eliminating multiple layers of people serving as information channel and control group, reducing cost and improved linkage eliminating time delays(John T. Mentzer 2006). 2.3d Benefits of Global Supply chain In this competitive world, market research is a fundamental aspect of any organizations design process. Anticipated results are an aspect of a design process, so it is necessary to understand possible benefits of Global Supply chain. Few benefits described by (Mechanic 2010), are Highest standard of quality. Increased standard expectancy from developing nations. Reduced Inventory and Transportation. Competitive advantage. Make or buy decisions simplified. Wider marker scale to target (New Market opportunity). Opportunity to learn and adapt business models around the globe. Increase in Supply chain flexibility. Surviving Economic recessions with auxiliary markets. 2.4 Supply Network design and collaboration 2.4 a General literature According to (Sheng Su 2008)†A supply chain is an integrated network of suppliers, transformation plants and distribution channels which are organized to acquire raw materials, transform the materials into final products, and deliver those products to customers(Sheng Su 2008)†. Recent developments in technology have forced typical sequential manufacturing industry into designing current ideas for business-business relationship with companies in supply networks (james B. Rice Jr 2002). (james B. Rice Jr 2002) Suggest that, Organizations which are looking for coordination across a strategic supply chain can be achieved by three independent segment coordination such as Information system Logistics Network Financial trade offs Author (Christine Harland 2003) describes the increasing complexity in supply networks. In growing market, issues can arise due to various reasons. Following table illustrates few origins of issue Table 3: Increasing Complexity in Supply network Source (Christine Harland 2003) Design of supply network can be approached as stages, Production, Procurement and distribution. Each stage can be scattered across supply network positioned anywhere in the globe as illustrated in fig11 (D.J. Thomas 1996). Designing and coordinating supply chain for a specific product usually tends to break functional and boundary barriers, resulting as a major issue. Functional boundaries can be deceiving in delivering knowledge thus a clear understanding is hard even for top management (D.J. Thomas 1996). Supply chain management is a new concept but coordinated planning has a profound history since early 1960 (D.J. Thomas 1996). Since then researchers had focused to integrate planning, scheduling and distribution (D.J. Thomas 1996), some of the early models and their functionality are review later in this chapter as illustrated in tables 7-13. Inventory Management barrier Managing Inventory is a vital and significantly increases customer satisfaction and also improves profit. According to (Billington 1992), there are 13 pitfalls in Inventory management. No Supply Chain metrics: Generally it is found that there is no strict performance metrics used to evaluate each entity of the supply chain. Usually individual organizations inside a supply network may have conflicting objectives which tends to reduce overall efficiency. This issue has to be addressed by assessing and orienting supply chain metrics which is governed by customer satisfaction criterion (Billington 1992). Inadequate definition of customer service: Usually customer service does not mean just better delivery time or quality. Many critical details like order cycle time and back order time et., these issues can be omitted by proper understand of customer and standards of expectancy (Billington 1992). Inaccurate Delivery status date: This clerical issue can result in massive impact on total efficiency of the supply chain. It can be resolved by centralized data storage under regular monitor (Billington 1992). Inefficient information systems: These issues mostly resolved with recent developments in Information Technology. Softwares like Enterprise resource planning can help to resolve this issue. Ignoring the impact of uncertainties: In a supply chain there can be different sources for uncertainties as, supplier lead time, raw material quality, process lead time, Transportation and fluctuating market etc., Implementation of Just-In-Time (PULL System) can help to resolve these issues as this system monitors uncertainties closely and react immediately (Billington 1992). Simplistic inventory stocking policies: This issue can be resolved with efficient safety stock policies (Billington 1992). Discrimination against internal customers: This is caused when Work in Progress goods are delivered and handled with your supplier unlike finished products to ultimate customer (Billington 1992). Poor coordination: as mentioned earlier in this research, harmonic network coordination is a fundamental entity of supply chain. Better coordination can be achieved by effective Supplier relationship management Incorrect assessment of Inventory costs: Occurrence of this issue is generally by omitting few inventory maintenance cost while formulating supply chain, usually An effective supply chain design helps in identifying best, Location and distribution centres, Plant Capacity, Market access and planning.

External and Internal Environment Essay

Walgreens in one of the largest drugstore chains in the United States. Walgreens has always maintained a simple strategy. Although the strategy changed over the years to mention newer innovations, the basic principles of the strategy have remained similar. It has become more than just your ordinary pharmacy it invest heavily in high tech store and distribution systems which drive service up and costs down, and offer an on-line drugstore web site totally integrated with other retail stores. Walgreens also have three Pharmacy Care Call Centers one in Alabama, Florida, and in Tuscan. Choose the two (2) segments of the general environment that would rank highest in their influence on the corporation you chose. Assess how these segments affect the corporation you chose and the industry in which it operates. I believe that the two segments of the general environment that would rank highest in influence for Walgreens are the two segments, demographic and technological. If I were to be honest, I believe that all of these segments are important to the success of a drugstore, but because the question asked for which ones I considered being the highest I chose these two. Let me go into details to explain my reasoning for choosing these two. The reason why I choose the demographic segment is because demographics play an important role in mostly every corporation. Marketers can use the variables that make up demographics to create a demo graphic profile, which helps provide them enough information to create a mental picture of who the typical members of society are. Once these profiles have been constructed, they can be used to develop a marketing plan and strategy. The five types of demographics that corporations focus on for their marketing are age, gender, income level, race, and ethnicity. As humans, our bodies are prone to get sick every now and then, and when it does we most likely have to rely on taking medicine to get over the illness. It does not matter if it is over the counter or prescription medicine, we just need something to rid us of the illness. That is when we most likely  turn to the drugstores to purchase our medication, such as Walgreens. However, while we are there to just go get our medicine, the store has much more merchandise to offer than just that. They have stuff that touch on almost every type of demographics, from: having merchandise for different ages, having products for each gender, cheaper brands of prescription medicine for their lower income customers, and much more. Considering the five (5) forces of competition, choose the two (2) that you estimate are the most significant for the corporation you chose. Evaluate how well the company has addressed these two (2) forces in the recent past. Of the five forces of competition, the intensity of existing rivals within the industry. The retail drug industry contains many companies, but the most notable are Wal-Mart, CVS, and Rite Aid. These are just a few of Walgreens’s competitors there are other stores like Kmart, Target, Publix and different grocery store pharmacy chains. Pharmaceuticals are a high demand industry, with fairly high margins. The margins are decreasing, and competition constantly adapts to changing approaches. Many competitors now choose to handle customer interaction on the web. Many people have started to do mail orders because it is cheaper for them. Also, insurance companies find it cheaper for the consumer to do mail orders then going into the actual store. The only thing is that some of the mail orders do not make it in time, which causes the consumer to still have to deal with an actual pharmacy. At Walgreens call center they have a mail order department that assist the consumer with mail orders. Walgreens have these call center to be able to assist more consumers then their compe titors. The second of the five forces that is the most significant for Walgreens would be the bargaining power of suppliers. The textbook states, â€Å"The bargaining power of suppliers refers to the ability of suppliers to raise input prices, or raise the costs of the industry in other ways-for example, by providing poor quality inputs or poor service.†(Hitt, Ireland, and Hoskisson p.54)The generic market has a lot more bargaining power. If a generic manufacturer decides not to sell to a particular retailer, then the stores could easily pick another generic supplier. Generic drugs have less exclusivity than prescriptions, so suppliers must give-in to the chains’ demands. There are so many medications that you once had to have a  prescription for that are over the counter drugs now will hurt the prices on the generic drugs. Walgreens and other pharmacies have come up with ways that customer can save money on prescriptions by offering prescriptions savings cards for people tha t do not have insurance. Wal-Mart, CVS, and Target offer certain medications at discounted prices. With the same two (2) forces in mind, predict what the company might do to improve its ability to address these forces in the near future. In the future Walgreen needs to be able to sell their medication at a cheaper price then all of its competitors. The only thing about this is that some customers have learned that some medication that are manufacturer by different companies do not work as well as others. Regardless if it is brand or generic customers will ask for medication by certain manufacturers. While trying to lower prices for consumers the pharmaceutical have to make sure that the medication is working for the consumer. Not having the most requested manufacturers could cause a business to lose business therefore you have to make sure the stock is complete with medication that people need on demand. Assess the external threats affecting this corporation and the opportunities available to the corporation. Give your opinions on how the corporation should deal with the most serious threat and the greatest opportunity. Justify your answer. In the highly competitive prescription drug market, Walgreen’s biggest threats come from its intertype competitors. With them no longer competing just against other drug stores and pharmacies, retailers such as grocery stores and discounters are starting to increasingly proving to be quite the formidable competitors. Discounters especially, are proving an to be quite a threat when it comes to prices. The emphasis on low cost and economies of scale possible through large companies such as Wal-Mart, mean that Walgreens cannot compete against discounters and their prices. Walgreens is also at a disadvantage compared to their retail competitors, such as Target and Wal-Mart, because retailers carry a much broader assortment with significantly more SKUs and that they also have more consumers who visit the store on a regular basis.† It is estimated that 138  million Americans shop at Wal-mart weekly and that they find it more tempting to go and fill their prescriptions there as well, so that they can meet all their needs in one place† (Lasnti, 2005). Although Walgreens itself does consist of more than just medicine, their assortment of products comes nowhere as close as Wal-Mart and other popular retailers, so they just cannot compete against them in that department. Furthermore, Walgreens’ reliance on prescription drugs, a highly regulated and controlled entity, makes it vulnerable to changes in laws and regulation. This is exemplified by recent changes to Medicare prescription drug plans which, while on one hand made the price of prescription drugs the same for consumers no matter where they chose to purchase it, also further regulated dispensing fees thereby decreasing profit margins for shops, like Walgreens. While Walgreens has not been impacted too adversely by these changes, the aging of the Baby Boomer generation and concerns over the future of Medicare mean that further reform will be a topic of continuous debate. Under these circumstances additional modifications and reforms which may potentially 12 reduce the profitability of prescription drugs are not unexpected. Walgreens relies heavily on prescription drug sales, and dependence on a category whose regulation is mainly beyond its control leaves it vulnerable. As for opportunities, it appears as if Walgreens greatest opportunities to increase their sales lie in changing composition of American population. With the Baby Boomer generation on the verge of hitting a significant demographic shift, they will surely impact the pharmaceutical industry more than any other. â€Å"In fact, Walgreens expected a 30% increase in demand from their senior customers’ prescriptions in years on down† (Merrick, 2006).† They had a good reason to think so since 30% of prescriptions and 42% of sales revenue from it came from seniors in 2002, and they were expected to expand up to 95 million by the time it was 2010 (â€Å"SIC 5912,† 2006). Increase for the demand of prescription drugs, which is Walgreens’ largest category and is most known for, potentially means an increase in sales and profit for the company. Further opportunities that Walgreen has is to benefit from lies in international markets. Currently in the United States, only domestic businesses in the market have become saturated, and Walgreens will be forced to look internationally for expansion. While cultural differences and government regulations will likely prove challenging given Walgreens’ nature of its business, international markets provide significant opportunities for expansion in the market. Furthermore, there other main competitors that falls into the same category as them, such as Rite Aid and CVS, have yet to enter the international markets. Beating these competitors to reaching and entering into international markets could ensure that Walgreens stays a step ahead and remain the market leader of the three. This would also help Walgreens stay competitive against the larger chains, such as the ever popular Wal-Mart, with many of them already having a significant presence in the international market. REFERENCE Merrick, A. (2006, June 21). Walgreens found way to profit drug plan. The Wall Street Journal. Retrieved February 2, 2014 from LexisNexis Academic database on the World Wide Web:http:0web.lexisnexis.com.oasis.oregonstate.edu/universe/document?_m=402elf7d8438 â€Å"SIC 5912 Drug Stores and Proprietary Stores.† (2006). Referenceforbusiness.com.Retrieved February 2, 2014 from http://www.referenceforbusiness.com/industries/Retail- Trade/Drug-Stores-Proprietary-Store. Hitt, M., Ireland, R. D., & Hoskisson, R. (2013). Strategic Management – Concepts and Cases. Mason: Cengage Learning.

Qualities Important in Becoming an Officer in the United States Army Essay

I don’t believe anyone could argue that it takes a good amount of leadership in order to become a successful United States Military Academy cadet, as well as an officer in the United States Army. This is almost certainly one of the first things someone would look for in a strong officer. A strong leader can impact his soldiers in various ways. If your soldiers don’t stand behind you, and don’t have faith in you, they are more prone to disagree with or disobey your orders. Aside from leadership, a USMA cadet should be able to easily demonstrate confidence. What good is an officer who knows what must be done, but cannot effectively stand in front of his soldiers and tell them what needs to be done? As an officer in the Army, there will be numerous times where you will need to speak to groups of soldiers of varying sizes. Whether it’s something as simple as giving a safety brief, or something more important such as a mission briefing, you will need to have confidence in yourself in order to accomplish this. A USMA cadet should also have integrity, which happens to be one of the seven army values as well. I define integrity as doing the right thing, even when you think no one is watching. Lacking integrity in the civilian world is one thing, however in the military it is incredibly more dangerous as it could result in the death of fellow soldiers or even yourself. For example if you’re on guard for the night and decide that you would rather catch up on your sleep, you are endangering yourself along with all your battle buddies. A successful Army officer is also going to benefit from having a willingness to learn. Although West Point will have done it’s very best to prepare you for the duties of an officer, there is only so much you can learn from a classroom environment. While a brand new 2nd Lieutenant Platoon Leader may outrank a Sergeant First Class, there is still a vast amount of knowledge that the new Lieutenant can pick up from that E7. In my short time in the Army I have noticed that the young Lieutenants are almost always willing to take advice from their senior noncommissioned officers. Another important quality in an Army officer is bravery. Even if you are not serving in a combat MOS, you never know when you will be required to be brave You also need to have the courage to stand up for what you believe in, and for what you know to be right. Another quality that will keep your soldiers on your side is loyalty. If you can’t stay loyal to your soldiers, they will not have as much motivation to stay loyal to you. That also ties into the obvious loyalty to your country that is required of any military member. There are so many integral qualities and morals that are required of an officer in the Army. Unfortunately I am restricted with the length of this essay, but I have tried to highlight what I believe to be some of the most important values that should be deep inside all officers. Without values and morals your character will most likely be lacking and who would want to follow you at that point?

Reflection On Diversity - 827 Words

A Reflection on the Analysis Diversity for me is central to having a successful, creative, dynamic education environment where everyone is welcomed. Without diversity, I think we are less creative individually and collectively. I can describe diversity as a collection of people who have their own unique qualities, who are different and sharing and embracing each other’s individual beliefs, cultures, and thoughts. The differences could be cultural, racial, or learning styles. According to Coleman, Lipper, and Negron (n.d.), students who attend school with diverse population can develop an understanding of the perspective of children from different backgrounds and learn to function in a multicultural, multi-ethnic environment. The school†¦show more content†¦A Reflection on the Application I think Module 1 application helped me most to understand diversity. I had the opportunity to analyze my personal diversity, strengths, weaknesses, opportunities, and threats related to that diversity. I also learned how to develop demographic portraits of diverse learners in my school. I worked on the achievement gap between Hispanic students and their peers. I learned that research-based interventions and principles of Universal Design for Learning (UDL) can help educators to close the achievement gap between diverse learners and their peers. I assessed the multicultural education in my school, the level of support we provide to diverse learners. I examined the cultural, socio-economic, language differences in my school by gathering data from the state of Nevada School Report Card. I used the data to identify students groups, achievement gaps between them by comparing the state averages. I also learned that parental involvement is one of the key element in order to close the achievement gap, especially for Hispanic/Latino students. Some barriers prevent parents from being more engaged with their children’s school. 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