Giftmatt Holdings Limited Supply Chain System
1. Introduction
In the present-day business world, the focused edge of an organization over its rivals depends dynamically on its capacity to adapt to various difficulties to get control over cost, upgrade item quality and offer predominant customer benefit. A compelling purpose behind this is credited to the way that opposition is currently being pursued between or crosswise over supply ties and not kept to just between organizations anymore. Presently, supply chain administration at Giftmatt supermarkets rehearses regarding the union of data streams, items and administration streams, coordination and instalment streams are changing the ways that organizations deliver merchandise, showcase them and give administrations and subsequently make expanding an incentive for clients. Supply chain Management system is the primary foundation for Giftmatt to develop a viable competitive edge for goods and services in the market place. Consistent among most definitions of supply chain management is the concept of regulating or integrating of several products and service appropriate activities, mutually shared information, jointly shared risks and rewards, cooperation, building and maintaining of long-term relationships.
2. The Supply and Demand aspect of Giftmatt’s supply chain
Giftmatt Holdings Limited is the country’s top retailer with a total of 22 branches operating countrywide. It holds a wide range of quality products in any branch to meet the suitable needs of segments in the economic sector in a reachable and affordable way. According to Kent (2016), as a firm develops and becomes more complex fixed with the market demands, so are the challenges faced in the business. The problems encountered as firm adopt supply chain management needs to be captured to ensure an understanding of the dynamics that take place in the sector. This calls for keeping tabs on both the internal and external sources that influence the overall activities in the supply chain. In the association, the supply chain measurement is directly and or indirectly measured by key performance indicators within the managerial positions of the procurement department, quality department, cost accounting department, production, warehouse and distribution and customer service and logistics departments. However, various challenges are facing these supply chain functions triggered by frequent supply operation disruptions caused by issues facing the suppliers of the different materials (Parast, Sabahi, & Kamalahmadi, 2018). For instance, power blackout at a milk supplier will lead to a delayed supply of milk until the affected supplier has resolved the issue.
3. Evaluation of the benefits of a well-managed supply chain system, considering the dynamics of both internal and external attributes
A well-managed supply chain system is a vital aspect when it comes to an organization’s efficiency (Busse, 2015). An adequate supply chain system can be employed in customer care to ensure the company’s achievement, as well as within social settings, including health quests; disaster alleviation operations and other activities linked to a firm’s operations; ethnical development; and it will also assist in improving welfare. Because of the crucial purpose, SCM serves within agencies; employers look for employees with the right amount of SCM ability and knowledge. A well-managed supply chain system plays a very critical role in the company’s operations. A well-managed supply chain system incorporates various facilities based on quality required. To support its policy of just in time production, the firm has kept a more significant proportion of its production in-house made sure that owned factories at all times reserve 85% of their capacities for in-season adjustments. This consents the flexibility in amount, frequency and of new products launched. Supply chain, therefore, plays a significant role in the corporation’s supply chain and value creation (Kent, 2016).
According to Parast, Sabahi, & Kamalahmadi (2018), a well-managed supply chain system comprises approaches that are applied to effectively and efficiently enhance collaboration of manufacturers, suppliers, warehouses and retailers. This collaboration ensures products are produced and distributed at the right quantities, to the right locations and at the right time, which assists in terms of reducing costs incurred by companies in the process of satisfying customers. Supply chain management considers the supply network and the companies in it as a single entity. It comes with a system that assists in understanding and managing the different activities needed to coordinate the flow of products and services to serve best and satisfy the ultimate customer. A well-managed supply chain system in the firm acts as a strategic and a cost-saving tool in the delivery of relief through enhanced planning operative competence, distribution and supply of products. Food firms in the market experience different challenges in terms of winning the loyalty of customers. Therefore, the firm tends to gain from an effective supply chain system since it is competent, responsive, and flexible and act quickly to the environment demands.
4. A holistic analysis of the organization’s supply chain activities, specific to the organization’s primary objectives
Giftmatt’s supply chain activities represent a set of processes or actions performed in a firm to enhance efficiency and effective managing of the overall supply chain. These supply chain practices relate directly to food supply chain performance, including supply chain outsourcing, customer-supplier relationships, information sharing and strategic supplier relationships and agility. Rexhausen, Pibernik, & Kaiser (2012), identified supply chain practices alliances, planning of demand and supply factors, Inventory management, distribution of production, optimization of transportation among others and conducted a research on what effects they have in regards to SCM performance. At Giftmatt, the critical supply chain activities include outsourcing, information sharing, strategic supplier partnerships, and customer-supplier relationships as the primary practices in the supply chain, boost supply chain performance in the food supply. SCM is known as one of the most excellent operative methods for food organizations to advance their supply chain performance and can be seen as a theory grounded on the trust that every organization unwaveringly and incidentally touches the enactment of all extra supply chain associates, additionally inclusive supply chain performance.
5. A critical discussion of methods of project evaluation and scheduling resources
At Giftmatt, project evaluation and resource scheduling activities involve endlessly assessing the implementation of projects concerning schedules stimulated during its design, inputs utilization and products that are offering to those it is meant for (Vanhoucke, 2013). This is done to timely offer, the review of whether the project is practical, efficient, relevant, whether it has impacted the recipients, whether the involvements are justifiable and whether it is in line with the aims and objectives for its establishment. Project evaluation gives the project implementers useful information about the status of the project as regards tentative and final assessments. Such information assists in identifying the required alterations, especially in the structure of the project, its impact and the tentative date to complete it.
According to Vanhoucke (2013), the need to scale up the performance of the firm requires that information on the administration of such programmes made available, for the aid of executing those projects and availing input in designing new projects. Therefore, project evaluation offers a platform for implementers to be more answerable in using available possessions. This increased openness means that there should be more “success on the ground”. Here, there should be tangible advancement programs which can prove that they have applied the use of systems that aid them to learn from earlier involvements. In various stages of the project cycle, project evaluation makes the project even robust at the design stage, deploying it and stimulating potential partners among the stakeholders since it impacts sector aid policy. Such analysis is crucial since it highlights the outcomes of earlier engagements, successes and failures thereof and improving the design tools and coming up with indicators of performance.
6. Conclusion
In conclusion, form the analysis of the firm’s supply chain system including the demand and supply aspect of supply chain, benefits of a well-managed supply chain system, holistic review of the firm’s supply chain system, and methods of project evaluation and scheduling resources, it is clear that the firm has put in place various schemes to manage its process starting retailing to delivering the products to customers. The corporation only needs to incorporate technology into its supply chain system to minimize errors within its operations, thereby improving service delivery.
References
Busse, C. (2015). Doing Well by Doing Good? The Self-interest of Buying Firms and Sustainable Supply Chain Management. Journal of Supply Chain Management, 52(2), 28-47. doi:10.1111/jscm.12096
Kent, R. (2016). Raw materials quality management. Quality Management in Plastics Processing, 263-292. doi:10.1016/b978-0-08-102082-1.50009-5
Parast, M. M., Sabahi, S., & Kamalahmadi, M. (2018). The Relationship Between Firm Resilience to Supply Chain Disruptions and Firm Innovation. Springer Series in Supply Chain Management Revisiting Supply Chain Risk, 279-298. doi:10.1007/978-3-030-03813-7_17
Rexhausen, D., Pibernik, R., & Kaiser, G. (2012). Customer-facing supply chain practices-The impact of demand and distribution management on supply chain success. Journal of Operations Management, 30(4), 269-281. doi:10.1016/j.jom.2012.02.001
Singh, R., Sandhu, H., Metri, B., & Kaur, R. (2014). Supply Chain Management Practices, Competitive Advantage and Organizational Performance. International Journal of Information Systems and Supply Chain Management, 7(2), 22-46. doi:10.4018/ijisscm.2014040102
Vanhoucke, M. (2013). Resource-Constrained Project Scheduling. Project Management with Dynamic Scheduling, 109-139. doi:10.1007/978-3-642-40438-2_7