(Solution) 5CO03 working inclusively and building positive working relationships with others

Executive Summary For this assessment, a business report has been developed for evaluating global commercial strategy. This report focuses on S-Chem organisation. The importance of evaluating the global commercial strategy is informed by its effectiveness in guiding an organisation successful leverage on competitive advantage and dominance in their business environment. To achieve the intended business report aim, the focus areas included relationship between strategy and corporate; business and functional structures, methods of analysis of supply chain, resources management for supporting development and implementation of strategy and how costs and finances influence supply chains. Through the application of different models and theories (CIPS Module Notes), a set of findings have been generated. The key findings indicate that there exist a direct  relationship of strategy and corporate; business and functional structures. In regard to supply chain analysis, various tools are applicable which are qualitative and quantitative. The findings indicate the analysis target areas of supply chain visibility, risk management, competition and improvement areas in their supply chain. Another key finding evidence effective  use of resources is dependent on holistic inclusion of all stakeholders. With S-Chem being a conglomerate of various entities, implementing a global commercial strategy would mean that they reduce their costs overruns, increased profitability and dominate the chemicals manufacturing industry. This is since it is aligned to the Key Performance Indicators (KPIs) which impact the contract management and supply chain management. In line with key findings and conclusions generated, a set of recommendations have been obtained which include;

• Embrace in technology and innovation for purpose of improved analysis of relations of corporate and strategy
• Enhance flexibility of supply chain by improving collaboration of different suppliers
• Actively involve PS&M department in supply chain analysis by predicting and satisfying customer demands
• Update the supply chain network for management of the different identified risks

Solution Primary Research Methods; Justifications and Limitations In modern research works, obtaining primary data could be two-sided (qualitative or quantitative).

• This was established after the post-negotiation review which brought out fundamental lessons about the supplier and our company’s negotiation pattern.
• As for certain important aspects, we indeed secured favourable financing conditions; yet, problems arose in attempting to synchronize delivery schedules since such conditions are affected by external supply chain factors.
• The supplier had the better BATNA and acted in a cooperative but very assertive way, and elaborated why the correct approach to negotiations is more equal.
• Further, the experience showed how flexible one has to be, how innovative, and how it pays to be more interested in long-term partnership rather than quick profit. Therefore, it will be useful in the future to improve the techniques of negotiation, improve the knowledge about the actions of suppliers, and improve intercompany and supplier cooperation.
• This will ensure that in future procurement negotiations; better outcomes are achieved.

Recommendations

• ROSHN should ensure that all negotiations within the next 6 months include specific metrics for delivery timelines, quality standards, and service levels, aiming for a 90% satisfaction rate in supplier compliance with these criteria. This approach will help secure more balanced and sustainable agreements.
• Over the next 12 months, ROSHN should develop a supplier relationship management program with bi-annual assessments to track and improve partnership quality. Target at least a 15% increase in supplier engagement scores by the end of the year to gain favorable bargaining positions during market downturns.
• Within 1 month of each major negotiation, conduct debriefing sessions to analyze performance, identify strengths, and address weaknesses. The goal is to improve negotiation effectiveness by at least 10% in the subsequent quarter through targeted adjustments based on these evaluations.
• Within the next 4 months, involve at least 80% of key stakeholders in sourcing strategy meetings to ensure alignment and gather input on critical decisions. This engagement aims to reduce misalignment issues by 20% within the year, resulting in smoother implementation of sourcing strategies.

Solution Executive Summary This report is structured into two comprehensive sections to provide the Senior Management team with a thorough