Solution (AC3.1) Discuss the links between the employee lifecycle and different people practice roles Employee lifecycle is identified as the

This business report has been prepared to evaluate the global strategic approach to managing organisation supply chain. The organisation of focus is Abu Dhabi National Oil Company (ADNOC) operating in United Arab Emirates (UAE) oil and gas sector. In this highly competitive business environment, management of the supply chain is instrumental. To achieve the intended aim of this report, the area of focus in evaluation included impact of market changes on the supply chain, sustainable global sourcing decisions, strategic logistical implications of globalisations and impact of supply chain management on corporate performance. This has been enabled by referencing on various CIPS module notes models including SWOT, STEEPLED, Mendelow Matrix, Kraljic Matrix and Porter’s 5 Forces among others. Further, apart from the desk research available in ADNOC, secondary research has similarly been pursued. The findings in this report evidence that market changes impact on the supply chain are influenced by the internal and external factors in the business environment. Also, the findings indicate that sustainable global sourcing decisions impact the social, ethical and environment performance in selection of their suppliers. For ADNOC, priority is given to corporate social responsibility, responsible procurement and environment procurement. The strategical logistical implications of globalisation have been linked to inventory holdings, international logistics strategies, extending transport pipeline and multi-modal transportation. From the findings in this business report, various gaps have been identified which can be managed through implementation of the following recommendations;

• Invest in collaboration, networking and technology for sustainable supply chain
• Improving supply chain development by providing capacity development for PS&M teams
• Holistic inclusion of stakeholders in conflicts management
• To include all tiers of supply chain for success in globalisation to manage all risks and performance challenges

This report evaluates and compares four key sourcing approaches: sole, single, dual, and multiple sourcing, within ROSHN, focusing on facilities management as the primary category of spend. Facilities management is chosen due to its critical role in maintaining ROSHN’s large-scale residential projects and ensuring operational efficiency. Each sourcing approach is analysed for its advantages and disadvantages, and its applicability to specific procurement needs is explored using strategic tools like the Kraljic matrix and supplier preferencing models. For instance, sole sourcing is applied to specialised maintenance services, while single sourcing is used for cleaning services due to quality control needs. Dual sourcing is chosen for security services to mitigate risks, and multiple sourcing is recommended for office supplies within facilities management to foster competition and innovation. A detailed supplier appraisal checklist for the facilities management category is developed using Carter’s 10 C’s model to ensure a thorough evaluation of supplier capabilities. This checklist ensures that ROSHN selects suppliers who meet stringent quality, reliability, and cost-effectiveness criteria. The findings highlight the importance of strategic sourcing in maintaining ROSHN’s competitive advantage in the Saudi Arabian real estate market. The following recommendations aim to optimise ROSHN’s procurement processes, ensuring efficiency, cost-effectiveness, and resilience in its supply chain:

• Conduct thorough market research using tools like Porter’s Five Forces and PESTLE analysis to understand the supplier landscape and market dynamics better.
• Integrate advanced eSourcing tools, including ERP systems and eAuctions, to streamline procurement processes and increase efficiency.
• Adopt dual and multiple sourcing strategies to mitigate risks, enhance competition, and ensure supply continuity for critical categories.
• Develop and maintain strong supplier relationships through continuous performance evaluations, clear communication, and strategic partnerships.
• Provide training and development opportunities focused on strategic sourcing, negotiation skills, and advanced procurement technologies.