Supply Chain Management Strategies: A Case Study

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The effectiveness of a company strategy is a major factor of growth of supply chain management. Quesada et al (2012) defined supply chain strategy as intended to integrate the resource planning activities in a firm or organization. Some of the most common planning tools in supply chain management are: Material Requirement Planning (MRP), Manufacturing Resources Planning (MRPII) and Enterprise Resource Planning (ERP). These planning tools in supply chain management affect the growth of supply chain management in any organization either positively or negatively depending on how they are applied and implemented. Implementation of supply chain management strategies can be for easy of doing business as well as for competitive advantages in business.

The planning tools pose challenges for supply chain managers and make increasing requirements on the strategic management expertise of today’s companies. Nowadays, the strategy of supply chain should focus on the trend of continuous globalization and the increasing volume of competition, the growing demands of security, environmental protection and resource scarcity and last but not least, the need for reliable, flexible and cost-efficient
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Chopra & Sodhi, (2004) highlighted that an assessment can address exposures and business continuity plans throughout the supply tiers back to the raw material, and will prompt a deeper analysis of key suppliers. Hence the need of improving management of supply chain risk factors. Assessment tools at hand have been developed over a period of many years comprising supply chain and business risk professionals (Christopher & Peck, 2004). It is now a fact that businesses have different levels of maturity in supply chain risk management SCRM). Therefore, caution is exercised in leveraging all existing supply chain data and material to the company’s optimum advantage (Manuj & Mentzer
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