Solution

3.0 Sustainable Global Sourcing Decisions

The importance of achieving a sustainable global sourcing is to grant support for assigned objectives attainment in an entity for optimising environment factors, social-based practice and economy factors of supply chain lifecycle. As evidenced in Omolayo et al. (2021), the sustainable procurement objectives offer an entity with capacity of leveraging on competitive advantage and assisting future-based practice for entity goals achievement. The procurement strategy sustainability is summarised in figure 3;

Figure 3: Sustainable Procurement approaches

Additionally, according to CIPS (2022a), a system model is appropriate for achieving sustainable sourcing informed by the approach that in a global context, organisations have failed in managing social and environment factors holistically. Hence, the global sustainable sourcing strategy is used to integrate social, ethics and environment performance aspects to select most fitting suppliers. For WoodPlc organisation, operating as a contractor, they ensure they pursue sustainable global sourcing process. This is with the organisation gaining an increased competitive advantage and market dominance.

3.1 Sustainable Global Sourcing Decisions Consideration

For appreciating sustainable global sourcing decision Sarkis (2020) argue on the need for integrating social and environment aspects in regard to profitability and long-term strategy. In CIPS Guidelines, they highlight on the importance of Triple bottom-line Model (Hsu et al., 2019);

Figure 4:-Ps Global Sourcing Sustainable

People- WoodPlc is mandated for harnessing overall well-being of society in their practice and different engaged people. For the company, in Gunessee and Subramanian (2020), it is identified that they achieve value for money from the sourced products and hence facilitated to enjoy actual achievements from WoodPlc IT system sourced.

Planet- Being the best practice, organisations need to ensure they prioritise on clean environment for all oil and gas companies, integrate the best practice in managing environment. In WoodPlc, they successfully manage faced challenges of failure to ensure their contracting services are offered to eco-friendly entities. This is for successful management.

Profits– WoodPlc profit are well positioned for redistribution in form of dividends, payments to various lenders, creditors and staff engagement. For the organisation suppliers, approximately 65 days are set. To the organisation suppliers, they make sure they implement all policies.

The importance of the policy is to guarantee appropriate job roles and detailed procurement strategies implemented. These are relevant and supported by WoodPlc level of operating their overall contracting process. This is to guarantee secured relevant future practice by organisations spend leading and excel for the internal stakeholders involvement.

3.2 Sustainable Global Sourcing  Decision Making

As evidenced in Bai et al. (2019), decision making in global sourcing is relevant in an event good decisions are put in place. For achieving this, reflecting on bidding approach, suppliers selection and their subsequent induction is pursued. In WoodPlc case, this practice is challenging. The importance of this is identified in Stek and Schiele  (2021) as noting the need to prioritise many aspects including qualification level of expertise, recognised and obtaining various alternatives. These entail costs, quality levels, logistical, and techniques feasible. For making decisions, different stakeholders are used. To manage decisions, different stakeholders are involved. To analyse this, the Mendelow Matrix (CIPS, 2022b) is used for analysis of stakeholders interest as shown in figure 5;

Figure 5:Mendelow Matrix Analysis Summary

Low Influence; Low Interest- The management and HSE teams in WoodPlc organisation, they have low influence and interest. The main purpose include making sure they are oversees sustainable supply chain process. Owing to the priorities having conflicts, minimal efforts are demanded. The primary influence exerted is guaranteeing sustainable decision making leading to less operations and monetary performance of the organisation.

High Influence; Low Interest- Community and society lead to an increased influence with low interest of supply chain decisions making. For end-users of IT systems sourced by WoodPlc, they are involved to identify costs, logistic aligned, L&D and specified products.

High Influence; High Interest- The suppliers, PS&M teams and accounts represent key players engaged to influence making of decisions. This is to ensure individuals and planet aspect is prioritised hence an influence on making of decisions. The interest are as such a priority for decision making.

High Interest; Low Influence– The government and Ministry teams and competitors possess a high interest and reduced influence. For IT systems, being appropriate practice, UAE policies for ensuring contracting strategies are put into account. The phases which are put into account by competitors are as such required for maintaining an informed level.

Hence, involvement of various stakeholders is shown in figure 5 as promoting WoodPlc supply chain process. The performance measures include;

Improvement of materials flow for WoodPlc- Considering the findings in WoodPlc brand, in Middle East, their contracting services are offered to an upward of 100 organisations which account for upto 70 organisations being serviced by their different IT systems. Hence, their decisions on supply chain is impacted by operations which are distinct from profits

Improved information management- Today, in post-pandemic, WoodPlc has a large role to ensure they manage the flow of data and information sharing. This has a significant influence on past supply chain disruption which impact sustainable practice.

Responsivity for markets needs– For WoodPlc, they prioritise on improving their practices to guarantee success of contracting strategies and transforming oil and gas sector in Middle East through their contracting services. This evidence making sure they gain sustainable business practice and consistently development.

3.3 Global Supply Chain Risks Identified

For appropriate management of supply chain, WoodPlc need to ensure they identify, assess and manage entire risks. In line with Manuj and Mentzer (2008) findings, within a team involving 700 procurement and supply process professionals, below 60% prioritise on risk management strategies. Hence, considering the Resilience Model as provided by CIPS notes, an improved scope of awareness and guiding membership development of end-end supply chain resilience level as illustrated in figure 6;

Figure 6:Risks Resilience Model Analysis Summary

Hence, in the various identified sources of risks, as supported by the analysis outcomes, risk register is relevant for development. As evidenced in Rees et al. (2022) risk register include a strategy adopted for identifying risks, their possibility of occurring and set practices in table 2 summary;

Table 2:Risk Register for WoodPlc

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