Description
Solution
In implementing the corporate strategy, people professionals and capital prioritisation is essential (Banik & Lin, 2019). The importance of this is maximising entire organisation performance by allocation of resources in different organisation units for success in their operations.
The different resources managed are;
People– Based o the scope of the strategy in assisting HWE in leveraging on competitive advantage, people professionals are supposed to be recruited who possess the capability to run their supply chain with efficiency. Hence, by use of the model, HWE is best placed to increase efficiency level, exploit economy of scale with entire cost structure reduced as illustrated in figure 9;
Figure 1:Competitive advantage and sources
Source: Lee and Yoo(2019)
For HWE practices, they are supposed to have in place a strategy for differentiation with the resourced individuals required to possess the following features;
- An appropriate foundation for pursuing in-depth research and development (R&D), consistently and embracing innovation
- Delivery of immense quality of services
- Individuals capable in improving sales and marketing strategy based on offered benefits
- Staff capable in improving customer services provision by offering focus group teams and relevant opportunities
Information– in the verge of development and implementing corporate strategy, HWE is supposed to be investing in Management Information System (MIS) successfully (Mbaka & Namada, 2019). This represent system provided inclusive of accuracy of information and management for promoting effective making of decisions.
Figure 2:MIS System Application
Source: Summarised from Daneshvar Kakhki and Gargeya (2019)
In coming up with the corporate strategy, HWE achieve in area of improved efficiency, influencing others in spend area and suppliers management improved. In implementation, gain from improving contract management is instrumental.
Technology– In a broad case, technologies influence how issues are managed associated with complexity of…….
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- ADNOC success owing to remodelling of PS&M strategy, confident and capacity of spare parts sourcing, talent management and staff competency
- Improved relations with entire stakeholders (as explained in stakeholders matrix) improving overall organisation operations. 3-D printing would be an improvement from the current iSourcing hence success in technical and commercial-based evaluation
- Enhance an improvement and robust system and policy development to manage any potential gap in PS&M transformation
- Today, lower than 10% of ADNOC PS&M would be aligned to implementation of 3D printing and other modernisation strategies appropriate for the organisation
- Ensure development of new systems and policies which are appropriate for enhancing the current and future implementation of 3D printing and more modernised systems as a progress of their modernisation
- There is a necessity for successfully adopting 3D printing starting with their spare parts sourcing
- By collaborating with UAE government which owns 70% of the ADNOC shares, more revenues would be provided for the organisation successful operations.
- ADNOC engaging all the stakeholders holistically by understanding their interests and expectations
- There is a need to collaborate with government in UAE and other regulators for the sake of improving the suppliers relations
- By collaborating with institutions, they would successfully offer employees learning opportunities
- Adoption of strategic sourcing as part of ADNOC sourcing of 3D printing in spare parts sourcing
