Essay on Supply Chain Management: Crown Paints Government summary

Essay on Supply Chain Management: Crown Paints Government summary

For organizations to compete globally, they need to progressively interact in supply chain administration practices to obtain successful supply chains, or networks. While in the competitive international surroundings, overall performance is not really exclusively determined by the actions and selections which occur inside a agency given that the execution of all members associated contributes into the overall benefits of the provide chain. In the same way, Kristal et al. (2010, p.428) claims that competitors has transformed from concerning enterprises to between provide chains. Globally, businesses recognize how source chain management may very well be valuable to them if productively applied (Dubois & Frederickson 2008, p.171), especially when businesses face challenges of mitigating risks and disruptions in the offer chain. Therefore, there is need for the companies to manage businesses and the relationships with other companies in similar provide (Cassivi 2006, p.251).This paper shows the significant correlation between the operational efficiency of Crown Paints and SCM practices. The purpose of this paper is to outline the importance and benefits, Crown Paints can achieve through offer chain integration. These benefits are primarily while in the area of achieving superior customer service and operating with lower working capital. The report analyzes the impact of adopted SCM practices by Crown paints on their operational functionality and then to suggest measures and recommendations to improve the functionality through SCM procedures. To identify and suggest the strategies for filling the gaps in between various agreed but not adopted SCM techniques while in the paint industry assess the impact of source chain manufacturing on operational functionality Introduction A company’s success depends on the availability chain strategies which are in place. It enables the organization to re align their offer chains by providing functioning solutions for company needs in supply and demand planning, forecasting, sourcing & procurement, supply chain execution and enterprise asset management. Inside the recent times, companies are a part of at least one offer chain. They have to perform equally well, in order to achieve better effectiveness (Walker et al. 2008, p.75).This requires the elimination of many techniques across departments and applications (Steinle & Schiele 2008, p.12). Provide chain is the flow of information, material and fund through a manufacturing company, on the customer from the supplier. While in the past, the flow of material is methods at the operational leve but it is of essence for businesses to manage their source chains in order to improve customer service, achieve a balance between costs and services and thereby give the company a competitive advantage (Luo et al. 2009, p.250). Managers are called upon to work to integrate the supply chain by ensuring that all the functions and activities involved in the chain are working harmoniously together. The supply chain management process brings together suppliers, distributors and customers into one cohesive process. All the stakeholders are involved in a constant but dynamic flow of information, products and funds. SCM has also become known since the source network or the provision web because they show how each unit interacts with the others (Johnsen 2009, p.192). https://papernow.org/dissertation-writing/ The suppliers and distributors partner for the betterment of both corporations. Successful management is to be adhered to while maintaining quality and customer satisfaction while keeping the costs down (Ghijsen et al. 2010, p.25). The key aspect of SCM is the efficient administration of product and information flow. Organisational an operation objectives Crown Paints Background Crown Paints has been in existence for more than 200 years. It is the holder of your Royal warranty as a manufacturer of paints by appointment to Her Majesty the queen. Crown manufactures and supplies paints to customers within the United Kingdom and internationally. It provides wood protection paints; treatment and care products for interior, exterior, garden woodwork, wood floor and fence stain varnishing products as well as decorative and protective coatings. It also offers wood fillers, preservative pre-treatment, translucent and opaque timber protection, landscape and garden, and interior timbers and flooring paints. Crown Paints is owned by Hempen, a leader from the production and sales of protective coatings in the decorative, protective, marine, container and yacht market segments. The company was founded in 1811 and is based in Darwen, United Kingdom. Crown Paints operates as a subsidiary of Hempel A/S. It has more than 1300 employees, with manufacturing sites in Hull and Darwen, and distribution sites in Hull, Darwen and Dublin, operating to an ISO 9001 accredited quality management system. The company has a network of 133 Crown Decorating Centers throughout the UK and Ireland. Crown Paints serves every sector with the decorative coatings market, promoting its market-leading paint and wood care brands – Crown Paints, Crown Trade, Sandtex, Sandtex Trade Sadolin, Macpherson and Berger – to consumer and professional audiences, as well as key export markets. Crown Paints is committed to delivering its sustainability targets and its work in this field has been recognized at several regional and national awards. The company is also able to measure the carbon footprint of all of its products and has met its targets of achieving zero waste to landfill. Costs Administration Provide chains can’t keep pace with cost volatility. It is the responsibility of your companies to contain business costs far ahead of enterprise growth and product/service innovation. Company programs should intensify its focus on cost control as is evidenced in their activities and programs (Dubois & Fredriksson 2008, p.175). However, the methodical, continuous improvement process has turned frenetic. Companies find themselves reacting to whatever the cost issue with the day happens to be (Tassabehji & Moorhouse, A., 2008, p.62). Rising fuel prices makes the companies to reevaluate distribution strategies as well as interact third-party logistics providers more extensively. Leading source chains are focused on flexibility and the same is expected when it comes to costs administration (Large & Konig 2009, p.28). They therefore move quickly towards successful source chains which allow rapid response to changing market conditions and variable cost structures that ramp up and down with revenues. There is a need for strictness in cost discipline throughout the process of supply chain administration. so as to ensure that the initial estimate, the projectedamount and the final amount on the process should be related. The total expenditure should be kept in just the range in the approximated cost during the initial design phase. This is guided by a cost reference involving the estimated and the planned cost, evaluation of cost checks and how remedial action is to be adopted where necessary.Accordingly, cost control can be achieved by selecting the right man for the right job, the right equipment and tools for the right work and the right quality of materials, within the right quantity, from the right source, at the right price and delivered at the right time. Managers are expected to be well equipped to execute the process, with due consideration on the quality of work, yet within the estimated cost and limits. Flexibility is key for cost volatility. However, visibility is viewed as a great challenge to flexibility from the management of cost even when information is abundant and connectivity is more feasible than ever.This is because regardless of availability of more information, less is being effectively captured, analyzed and managed to be availed to people who need it (Ramsay & Wagner 2009, p.132.Therefore, companies are more focused on strategy alignment, cost reduction and continuous process improvement (Costantino &Pellegrino 2010, p.35 Supply Chain Management Concepts The concept of SCM is considered from purchasing and source administration, logistics and transportation, operations management, marketing, organizational theory, administration information systems. Its focus is the integration of three functions of an organization. These functions include;supplier relationship management, internal source chain management and customer relationship administration with a view of managing the smooth flow of information, product, and funds among the availability chain partners and finally delivering value for the customers. As per the definition of (Moses & Ahlstrom 2008, p.95), the supply chain includes every effort that is concerned inside the production and delivering a final product from the supplier to the customer. Cassivi (2006, p251) described the primary goal of SCM is to effectively manage the flow of materials and information from source sources to their final destination. SCM is also described since the management of raw materials, in- process materials and finished-goods inventories from the point of origin to the point of consumption and the planning and control of materials and information from suppliers to end customers. Defee & Fugate (2010, p.185) defined SCM because the strategic coordination of business functions in just an organisation and across businesses in just the supply chain for the purposes of improving the long-term functionality of companies and the availability chain as a whole. According to Kristal et al. (2010, p.420), source chain administration involves the management of the interface relationships among key stakeholders and enterprise functions which happen in value maximization which is customer driven for needs satisfaction and facilitated by efficient logistics management. Kuei (2001, p.867) defined source chain administration as the works to bring the supplier, the distributor and the customer into one cohesive process (Mehra & Inman 2004, p.715). Since source chain management is consumer-driven, it is important that requirements are met quickly and accurately with minimal defects as possible. The essence of SCM is the intergration and co-ordination of different processes throughout the provision chain (Lee & Kwon 2007, p.448). From the perpective in the purchasing and source management, SCM is synonymous with rationalizing the provision base and integration of suppliers into product development and manufacturing activities (Malek et al. 2005, p.323).Because offer chains extended across several functions in corporations, each has its own goals and priorities. Threats from levels of competition and the decline in markets have forced the availability chain administration to change accordingly. During the past, source chain administration meant that suppliers were selected based on the prices which led to benefits that deter organizations from competing in global markets (Stavrulaki & Davis 2010, p. 130).Suppliers were pitted against each other so as to obtain the lowest price and buyers believed that their position was enhanced by having a large number of competing suppliers. While in the recent timens, internet-based technologies have led companies to acquire immediate bene?ts of low cost global suppliers outweighing the long-term bene?ts of investing in relationships. Inside the past, supplier development procedures were perceived as uneconomical, exempli?ed by the existence of large supplier bases and arms-length relationships (Tracey 2005,p. 185). In an helpful offer chain network, members maintain and sustain a customer driven culture, offering the right product within the right place, at the right time and at the right price (Kristal et al. 2010, p.424). Although the final producer may be blamed by customers, they are often part of a bigger problem related to how the source chain is managed. Maximum efficiencies, logistics and product distribution are the key in provide chain administration especially in an economy where source chains and not companies, battle one another, how a source chain performs determines who will win the battle (Defee & Fugate 2010, p.182). Strategies for Competitive Advantage For the organization to achieve maximum aggressive advantage through the availability chain, the provision chain will have to perform at its best or anything it has gained will be short-lived. Yet, many companies are not aware of how their source chains perform and what offer chain they are in. Competitive advantage is the extent to which an organization is able to create a defensible position over its competitors (Chen & Yang 2002, p.62).This comprises the capabilities which allow an organization to differentiate itself from its competitors and it final results from critical management conclusions. The aggressive capabilities that an organization is bound to have is cost identification, quality, delivery and flexibility.Therefore, various functions of your organization should work together to maximize its individual functions to gain aggressive advantage. The goal of individual departments is to be the best department in the company (Cassivi 2006, p.256). Organizational effectiveness is greatly achieved if each organizational element attempts to function well on its own. Each division/department should attempt to apply its own strategy for applications used. If an organization is to acquire offer chain excellence, it should assess itself, shape and eliminate and any existing boundaries between departments for continuous improvement (Moses & Ahlstrom 2008, p.89). The collaboration of a Provide chain works better if the links among supply chain partners are performing towards the best. If a company s internally powerful, it is bound to be efficient in its offer chain (Ramsay & Wagner 2009, p.136). Therefore, of importance is for an organization to obtain productive operations internally if it is going to benefit from SCM. Offer chain excellence requires that all links work together as they work better when they were share information. Visibility is used given that the groundwork for information sharing as it minimizes supply chain surprises since it provides the information links need to have an understanding of each source chain processes. Another strategy is that cross-functional teams from the supply chain should be empowered to establish lowest-total-cost sourcing and logistics strategies (Large & Konig 2009, p.25). The efficiency and effectiveness of these processes are quickly becoming the differentiators in industry-competition. Source chain integrates core business and customer needs with best-in-class supply base capabilities. Source chain administration helps companies routinely achieve double-digit cost reductions and drives profitability upwards. In fact, profits increase when provide chain costs are reduced by double digits. The mission and philosophy of a company is defined by creative and innovative strategies (Walker et al. 2008, p.84). Goals, efficiency and expectations measures should be established for strategic sourcing and logistics which are customer oriented. Aggressive, coordinated initiatives and enablers build distinctive competencies that competitors cannot easily duplicate. Another strategy is to integrate user expectations, commercial requirements and the flow of purchased materials and services in a well practiced provide chain. This allows the establishment of a lowest-total-cost life cycle relationship with the supply base (Steinle & Schiele 2008, p.8). The intergrated offer chain competes at the customer end item level,provides customers with better value. It also rewards shareholders through enhancement of profitability and provision of better returns. Companies should comprehend that an integrated provide chain solution provides a sustainable aggressive advantage for today’s and tomorrow’s, changing business atmosphere. Companies should therefore prioritize and focus on the best provide chain opportunities for cost reduction, process improvement and profitability enhancement within the shortest amount of time (Johnsen 2009, p. 188). Company Analysis The data collected was based on the perceptions from the company’s employees and therefore the different perceptions on the employees provide the knowledge of how offer chain administration tactics is applicable in companies. Respondents may have been reluctant to express poor efficiency on the attributes pertaining to their or respective departments functioning. Questionnaire has been used for survey from the present study. The people who responded may not have given the true feelings for fear that their identity may have not been hiden . Secondary data was collected through research reports and website of Crown paints company. Various Libraries and online journal web sites have been widely consulted.. Primary data was collected through questionnaire for Crown Paints Company. Interviews were conducted to recognize the importance of SCM in overall performance improvement. Interviews with managers and executives were carried out to have an understanding of the difference in opinions observed in responses to various questions. The questionnaire was ‘self-administered’ on the respondents Outcomes and Findings According for the data obtained the cost management alongside offer managers impact while in the regulations of foreseeing maximizing on the company’s profits in relation with the expenses, that is the cost of production in terms of minimizing the resources cost, source cost that is the transport among other source costs. The other part of data collected was that of impact of SCM in relations to efficiency of employees and level of reliability on the organizations’ system of work, the following is what was obtained that of split-half technique for reliability check of used scales. Cronbach’s alpha value for part 1 and part 2, in the questionnaire was 0.990 and 0.975,Guttman-split coefficient value was .895. Correlation concerning forms was .910. The values were more than 0.6, showing high correlation involving two halves, indicating scale is having high reliability. This showed that SCM greatly affected the performance of your employees because the organisastion is able to obtain competitive advantage in order to retain and sustain in such high aggressive business surroundings. Therefore offer chain administration plays an important role in improving operational general performance and achieving competitive advantage. Through source chain administration procedures Crown paints is able to minimize their system wide costs and also provide maximum value to their customers. Crown is therefore called to strategize and manage the provision chain procedures so that the company may improve their operational functionality and achieve competitive advantage in highly aggressive paint market. Recommendations SCM is important and therefore it should be properly implemented because, improving offer chain management ensures success in performance from the worldwide markets. Companies are faced with challenges in coming up with ways to meet a customer’s expectations at a manageable cost. Therefore businesses should be able to identify the uncompetitive processes from the supply chain and implement necessary improvements. The use of the Source chain operation reference model will better the customer-supplier relationship; therefore software systems will support users by use of common measurements and conditions. SCM helps in consideration of decisions that will impact suppliers and customers and also improve on productivity. Source should therefore be lengthened globally due to increase in competitiveness and powerful administration of goods and services. As the concept of SCM is complex and involves a network of companies during the effort of producing and delivering a final product, its entire domain cannot be covered in just one study. Future research can expand the domain of SCM practice by considering additional dimensions such as geographical proximity, cross-functional coordination, logistics integration, green techniques and agreed supply chain leadership, which have been ignored from this study. The future study can also test the relationships/dependencies among twelve dimensions of SCM techniques. It will also be of interest to use the respondents from pairs of paint companies at two ends of source chains. By comparing different view of SCM tactics from paint businesses across the provision chain, it is possible to identify the strength and weakness with the provide chain and also the best common SCM practice across the availability chain. It will also be interesting to examine the impact of offer chain structure (source chain length, organization’s position while in the supply chain, channel structure, and so on) on SCM practice and aggressive advantage. In order to achieve all the objectives, the company should have a separate provide chain management department in order to manage all the activities of provide chain. It should also implement ERP (enterprise resource planning) software to align business objective with latest technology solutions and for optimum utilization of organization’s resources and assets. Crown Paints should implement different strategies for different suppliers of product and service as well as minimize the cost through increased centralization because economies of scale can be achieved with larger storage cycles to a certain level. The company should also consider outsourcing their logistic activities through 3PLs which includes activities apart from transportation, warehousing and custom clearance a whole range of other activities such as freight bill payment, auditing, contract manufacturing and assembly operations, packaging and labeling etc. Their distribution should take the form of high demand products to high demand retail outlets may be shipped directly, whereas low-demand products or shipments to low demand retail outlets are consolidated to and from the distribution center. The company should also provide a platform to receive complains & feedback from customers. Crown Paints need to develop their own website for receiving the customer complaints and feedback and providing all information required by customers. The company should also undertake to create its own blog spots, Face book and MySpace pages and Twitter accounts in addition to monitoring customers’ complains and feedback.

Conclusion

Basically, the world is one big offer chain. Offer chain administration touches major issues, including the rapid global expansion and sourcing; fluctuating gas prices and environmental concerns, each of these issues dramatically affects corporate strategy and bottom line. Because of these emerging trends, supply chain management is the most critical business discipline inside the world today. Clearly, the impact that SCM has on business is significant and exponential. Two with the main ways SCM affects business include: opportunities, money and Customer Service; SCM impacts customer service by making sure the right product assortment and quantity are delivered in a timely fashion. Due to the wide scope of SCM, it is forced to address complex interdependencies in order to create extended enterprises that are capable of reaching beyond the doors on the factory. Service and material suppliers, customers and channel supply partners are all key players in source chain management. Studies in benchmarking have shown differences in significant cost in different companies showing class and average performances. The use of your Offer chain operation reference model should be adopted as it will better the customer-supplier relationship; therefore software systems should support members by use of common measurements and conditions Provide chain managers are to be valued in an organization because they decrease the use of large fixed assets such as plants, warehouses and transportation vehicles while in the provide chain. Also, cash flow is increased because if delivery of your product can be expedited, profits will also be received quickly. Supply chain management helps streamline everything from day-to-day product flows to unexpected natural disasters. With the tools and techniques that SCM offers, the companies will have the ability to properly diagnose problems, work around disruptions and determine how to efficiently move products to those in a crisis situation. Therefore Crown paints should endeavor to implement the proposed recommendations for it to fully reap benefits of a successful supply chain management.

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