(Solution) CIPD 5HR02 (AC3.3) Explain the impact of dysfunctional employee turnover

This project aim was evaluation of introduction of 3D printing in the spare parts supply chain in ADNOC in UAE. The importance of working on this report is guided by view that ADNOC is working to embrace automation of their supply chain particularly in the category of spare parts sourcing. Hence, for a successful sourcing, investments in 3D printing is identified as core for success in their operations. This is since 3D printing and other forms of automation are increasingly being adopted in different organisations supply chains locally in UAE and internationally. For the importance of investing in 3D printing, the findings of this report evidence the required results to entail;

• 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

The data which has been sourced in this report is through the application of quantitative (surveys) and qualitative (interviews). These findings have been appropriately supported through the application of desk and secondary research for ADNOC and their external environment. The analysis of these findings has been pursued by use of different tools and techniques as supported by CIPS module notes. From the findings and conclusions obtained in this report, various recommendations can be provided for management of the identified gaps. These include;

• 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

 

Executive Summary This report evaluates and contrasts various sourcing strategies within the SWS (Sustainable Water Solution) organisation, focusing on the health and safety (HS&E) category of spend during the COVID-19 pandemic, which necessitated remote working. To assess the different sourcing strategies, tools such as the Kraljic analysis, Mendelow's stakeholder analysis, the business hierarchy of needs, and the SWOT analysis were employed. Additionally, the Peter Block Grid was used to categorise stakeholders based on their interests and positions related to the sourcing strategies. In the supplier evaluation for the HS&E category of spend within SWS, Carter's 10Cs methodology was applied to assess different sourcing strategies. The results indicate that SWS should adopt a strategic sourcing approach to sustain its leadership in the sustainability and water management industry while maximising efficiency. The sourcing strategies include multiple sourcing (engaging with multiple suppliers), single sourcing (working with one supplier), sole sourcing (working with a monopolistic supplier), and dual sourcing (working with two suppliers who might have conflicting demands). In conclusion, the recommendations for SWS's sourcing strategies in the HS&E category of spend are as follows:

• Determine the most suitable sourcing strategy based on the characteristics of the spend category.
• Ensure procurement policies are comprehensive and prioritize health and safety standards.
• Simplify the procurement process while considering the interests of all stakeholders.

Upgrade the current Ariba/SAP system to enhance information flow and support various sourcing methods such as RFQ, RFP, negotiation, and e-auction throughout the product lifecycle

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Solution Permanent, full-time contracts Permanent, full-time contracts for delivery drivers offer both benefits and drawbacks, making their suitability dependent on ParcelCare’s operational needs and goals. Pros Permanent, full-time contracts provide job security and consistent income for delivery drivers, enhancing employee satisfaction and loyalty. This stability can lead to higher motivation and productivity, reducing turnover rates and the associated costs of recruitment and training as evidenced by Personio (2023). Full-time contracts also facilitate better workforce planning, ensuring ParcelCare has reliable staffing to meet delivery demands. Cons However, these contracts can be less flexible and more costly for the company. Full-time employees typically require benefits such as health insurance, paid leave, and retirement plans, increasing operational expenses. Additionally, the rigidity of permanent contracts may not align with fluctuating delivery volumes, leading to inefficiencies during low-demand periods. Suitability For ParcelCare, full-time contracts can be suitable if delivery volumes are consistently high, ensuring a stable workforce. However, a mixed model that includes part-time or flexible contracts might offer the necessary flexibility to adapt to changing demands while controlling costs. Part-Time Contracts Part-time contracts offer flexibility for delivery drivers, allowing them to balance work with other commitments. Drivers benefit from a stable income, albeit at reduced hours, while ParcelCare can adjust staffing levels according to demand. A significant advantage of part-time contracts is reduced costs associated with employee benefits, as part-time workers may not qualify for full benefits packages (Abogados, 2019). However, part-time drivers may lack the same commitment or availability as full-time employees, potentially impacting reliability and consistency. Zero-Hours Contracts Zero-hours contracts provide maximum flexibility, allowing ParcelCare to scale staffing up or down based on delivery demand without a fixed commitment to provide hours (‌CIPD, 2023c). For drivers, these contracts offer freedom to accept or decline work, appealing to those seeking flexibility. However, they also result in income uncertainty and lack of guaranteed hours, which can be challenging for drivers seeking stability. For ParcelCare, zero-hours contracts minimise costs during low-demand periods but may lead to difficulties in maintaining a loyal and consistent workforce due to potential driver dissatisfaction. Part-time contracts are most suitable for ParcelCare’s delivery drivers. They offer a stable income and consistent work schedule, which can enhance job satisfaction and reliability while allowing ParcelCare to adjust staffing levels as needed. This balance supports both operational needs and employee stability. Please click the following icon to access this assessment in full