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(Solution) 5OS04 Question 2 (AC 1.2) benefits to your company of employing people in an international context following the takeover
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Solution
Question 2(AC 1.2)
Employing people in an international context after the takeover will provide three key benefits:
Access to New Talent Pools: Recruitment of skilled researchers and production specialists will be possible by expanding operations to Japan, renowned for its robust pharmaceutical manufacturing industry (Spiritofsky1010, 2025). It can also improve the innovation and efficiency at the UK site.
Cross-Cultural Knowledge Sharing: Expatriating UK employees to Thailand and vice versa will foster knowledge exchange. The professionals have structured teamwork habit and can give efficient production techniques, UK employees can provide an expertise in autonomous decision making.
Market Expansion and Local Adaptation: Employing staffs from intenations contexts, Japaan staff will be used to tailor products for the Southeast Asian market to match regional regulations as well as to improve customer relationship and thus maintain global competitiveness post takeover.
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For this module “Global Strategic Supply Chain Management”, assessment, a business report which evaluate global strategic approach for management of organisation supply chain has been developed.
This has been achieved by evaluating impact of market changes on supply chain, sustainable global sourcing decisions, strategic logistical implications of globalisations, and impact of supply chain management on corporate performance.
The organisation of focus is Hertfordshire and West Essex (H&WE) NHS Procurement Services with provision of laptops and computers hardware for entire 5 trusts category of spend.
Key findings have been obtained in this report based on analysed data, desk research, facts and CIPS Models and tools (Porter’s 5 Forces, SWOT and STEEPLED analysis and more). One of the main findings is that H&WE does not have a structured supply chain. This is despite of existence of several tiers in the sourcing process of laptops and computers hardware.
Another finding is that different factors including social, technology, economy, environment, politics, legal and demographics impact supply chain of H&WE. For sustainable global sourcing decisions, the key findings indicate H&WE as prioritising on 3P’s triple bottom-line of procurement. This is by focusing on Profit, Planet and People.
The strategic logistical implications of globalisation main findings include different strategic considerations, logistical risks and opportunities.
The final key findings is that supply chain management has a direct implication on corporate performance.
From the conclusions of this report, a set of recommendations have been generated which include;
- For supply chain sustainable development, include collaboration, networks improvement and innovativeness
- PS&M in H&WE facilitate L&D opportunities for enhancing ability for supply chain development process
- Improve all stakeholders relations in supply chain for management of different conflicts in their operations
- To develop a well-structured supply chain which is currently lacking in H&WE for management of supply chain risks and performance level challenges
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Executive Summary
The purpose of this project is to evaluate supply chain automation by leveraging Industry 4.0 technologies. The identified technologies include Artificial Intelligence (AI) and Machine Learning (ML) noted as critical for streamlining operations and obtaining value-for-money outcomes. This has been pursued by focusing on Wood Plc. To conclude, the generated findings of this report evidence WPC is today adopting the application of iSourcing in their procurement and supply management (PS&M). In the current project, through an evaluation of options for automation of the organization PS&M, the findings evidence the existence of different limitations hindering the success of their system. The issues of cost overruns, lack of collaboration, and inefficient supply chain as the organization is expanding its current operations have been noted to include limitations of their current sourcing. Success in the automation of their supply chain has been identified to lead to the following outcomes;
- Organisation achievement owing to automation of their supply chain, increased confidence and capability, talent management, and employee competency
- Improved stakeholders relations (a later section of stakeholders analysis) easing the change process. Through the iSourcing improvement, WPC would be in a position of harnessing technical and commercial evaluation processes.
- Increased and robust systems and policies which mitigate overall gaps in sourcing system transformation
- Today, only lower than 10% of the entire WPC resources are used to prioritize automation and IT integration successfully. Automation would improve the use of resources in their operations
- Involve their IT and finance departments to ensure within a period of 6 months they
- WPC needs to consider embracing sustainable practices as part of investing in their Industry 4.0 technologies
- Through the adoption of automation, better communication systems backed by AI and ML would be introduced to achieve 70% increased communication effectiveness.
- It is important to increase this through increasing collaboration and alignment of all their interests holistically
- Partnering with institutions for the provision of capacity development opportunities for the PS&M teams and other organizations for the success of the automation process
- Expanding their sourcing of Industry 4.0 technologies. This is to involve highly reputable global companies hence efficient operations and integration of AI
- Source of support from the government to ensure that they are facilitated in terms of policies and appropriate regulations to guide the automation process.