• This assessment has focused on evaluating the supply chain map in Tyres spend category in ETC organisation.
• The relevance of this has been to enumerate the extent in which their supply chain is characterised by strengths and weaknesses as it influence the scope of the stakeholders interaction.
• Successful evaluation and eventual development of supply chain is core as it note on stakeholders visibility, ethical-best practice, risk management and costs reduction.
• Strengths identified to be associated with the 2-tier supply chain entail a high-level collaboration, cost reduction and managing time appropriately.
• ETC is found to gain from a high-level positioning in UAE Transport sector. This is with their innovation increasing since supply chain is integrated with technology use.

For this project, the purpose was to access the overarching process and approach to SRM within Oxy organisation and coming up with appropriate implementation plan. The relevance of this project was informed by the fact that with the organisation having a large scale of operations with multiple end users, SRM is a significant issue. Also, the organisation operating in both local and international operations with multiple suppliers and spend areas to be coordinated.  The outcome of this would be to promote and improve SRM for aligning with Oxy organisation strategic objectifies, supply chain function being strategic integral partner as opposed to just transactional player.  Owing to the importance of SRM improvement, the different outcomes would entail;

• Enhanced Suppliers Performance- With an upward of 50,000 orders annually with 40% valued more than 5 million Omanis and 50% 20 Million Omanis, failure to timely settle invoices, demand for high quality materials and minimising effects would be considered.
• Cost savings- With improved SRM, it is possible for Oxy to negotiate appropriate terms, lower procurement costs (5 Rights not currently achieved) hence working below targets and lead times delivery reduced and achieving economies of scale.
• Increased efficiency- improved and streamlined SRM improve operational efficiency, reducing wastes in administration process for SRM (25% of entire suppliers pay delayed)
• Risk mitigation- this include identification of risks linked with suppliers such as dissatisfaction, financial instability and geopolitical challenges

The data used in informing the set project findings was obtained from the application of both quantitative and qualitative data by using questionnaires and interviews. Also, literature review has been sourced for affirming the relevance of the findings on best strategy in improving SRM in Oxy organisation context. This is supported by different CIPS module notes. The key findings include despite of Oxy Organisation having a stable SRM, there is still a need for improving. The findings evidence this to be an attribute of the broad scope of the organisation operation in different industries and markets locally (in Oman) and internationally.  The findings also identify existence of gaps in SRM evidenced by reduced collaboration amongst the different stakeholders with relevant solutions recommended for improvement. Part of this report has included a developed SRM approach which is applicable in Line Pipe Category. In line with the obtained research findings, various recommendations have been generated for improvement. These include;

• Oxy organisation PS&M is supposed to come up with appropriate systems and techniques for improvement of SRM
• Oxy organisation need to make sure they use various automations including AI and robotics for improving collaboration and SRM efficiency.
• Facilitate policies management for improving their operations in onshore and offshore operations with an improved SRM
• Short courses on SRM need to be provided starting with PS&M leadership to achieve 50% increase in awareness of SRM improvements areas.
• Stakeholders relations improved by leveraging on available technologies of communication and interaction.
• Ensure there is 70% increase in budget on SRM improvements

---

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