Managing Global Supply Chains

Managing global supply chains requires operation management that will focus on the production decisions. The production process decisions include network of operation from raw materials, production to consumer, flows of materials, information and linking operations across organizations. Evaluation of the span of the process, and automation and technical and managerial training have been an important decision in enhancing job specialization and process flow. Thinking about how long lasting and strong the product is vital in the process of production because one is able to consider how much the product is reliable. This is relative to the reliability of the product, the cost of manufacturing and the complexity of each unit of manufacture. Determining the material of production and developing high standards of speeding up assembly has also been important in potential issues of designing final product.

Managing suppliers

Finding a competitively and reliable supplier has been important for the success of a product in global supply chains. Getting quality services from suppliers has required meeting specific needs such as ensuring a productive relationship with the supplier. Building a key relationship with the suppliers have paid back in the management of supply. This has been important in the supply chain management because the suppliers will be able to place their order in good time. Coordinating the production schedule with the supplier’s schedule has been important in updating changes which have facilitated adapting to the changes. Evaluating from response time, terms of a contract to their costs have been important in determining the cons and pros of the supplier. Taking time to communicate with the supplier is important in order to enhance delivery and quality.  Investing in supplier management software has been important in monitoring the performance of the supplier in order to enable a building a close relationship. Control systems and inventory management have also been important for enhanced management of suppliers.

 Forecasting and contracts

Forecasting and contracts are important to supply chain management because enabled creating the base of the product in the market. While making decisions for effective forecasting and contract, three types of forecasts have been relied upon with suitable contract regulations. Supply, demand and price forecast have been important in increasing the satisfaction of customers, reducing stock out in inventory management and scheduling more effective production. Through identifying and planning for development of products and seasonal disparities it has been possible to reduce the chance of having outdated stock. Contractual obligations with suppliers and consumers are important in meeting the expectations of the market. This has involved mechanisms of monitoring respective responsibilities of customer and supplier, how to resolve disputes and termination conditions in order to meet the agreed level of service.

Human Resources and capacity planning

Human resource and capacity planning have enabled identification of future and current needs for the human resource as well as operational efficiency. The first process has been to identify and assess the current staff. From there, forecasting on the future staffing needs and looking at the past performance reviews is important for effective evaluation of skill demand and supply. Matching the supply and demand of the product has enabled evaluation of demand for more training and hiring new employees for a strategic human resource and capacity management process in the business.

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