Introduction
The Finn forest case introduces a methodology for undertaking supply chain redesign. This methodology is illustrated in the supply chain of Finn forest Corporation, a supplier of timber products whose supply chain stretches from the forest to supplying builders and retail outlets. The case introduces students to supply chain analysis techniques-pipeline mapping and time-based process mapping-which can be used to develop proposals on how Finn forest's supply chain could be redesigned. The case taken and the implications for the supply chain management of risk of supply chain failure arising from “improvements”.
Rationale:
Strategic supply chain management means management of the complex network of supply chain operations, which gets products and services to the customer, and the physical arrangement of the supply chain operations facilities, technology and people. In the face of ever increasing complexity, and customer expectations for faster supply chain response, businesses must be able to identify the potential weaknesses of their supply chain networks and adopt appropriate supply chain analysis and redesign.
Analyse the attached case study “Supply chain redesign at Finn forest” and submit a paper in report format of not more than 3000 words, with appendices, which analyses following tasks and questions:
Questions and tasks
1. Analyse the Finn Forest supply chain and identify the proportion of supply chain process lead-time which is made up of wasted time.
2. Name the specific steps in the supply chain which contain the largest amounts of wasted time.
3. From your analysis of the supply chain, list where opportunities exist to reduce the overall supply chain lead-time.
4. When you have identified opportunities for supply chain lead-time reduction in question 3, summarise the actions that Finn Forest could take to realise the opportunities that you identified.
5. Discuss the effect that your proposed actions summarised at question 4 would have on the supply chain in terms of the following:
a. Working capital:
Ø raw and finished goods inventories
Ø warehouse space in the UK
b. Performance:
Ø supply chain lead times
Ø delivery performance, for example no supply or late deliveries
c. Ability to respond to supply chain risks, such as:
Ø Fashion driven demand swings in the UK DIY market (the ‘Changing Rooms’ effect – ‘Changing Rooms’ is one of a number of UK TV programmes that encourage viewers to enhance their lifestyle through home improvements)
Ø Exaggerated but generic demand swings, for example a warm Spring period or prolonged, wet summer
Ø Limited raw material availability, for example, in Spring the thaw in Finland waterlog the ground, preventing trucks from transporting harvested logs from the forest.
Assessment framework
¨ Addressing the issues raised in the assignment brief
¨ Demonstrating application of flow of reasoning
¨ Critical analysis using appropriate supply chain operations strategic and operational management models and theoretical frameworks
¨ Provision of evidence and examples to support observations
¨ Reference to appropriate published sources (Harvard system preferred)
¨ Demonstration of cognitive levels of learning to higher order levels (descriptor attached)
All of the major issues and some less obvious ones will have been identified. There will be evidence of wide reading around the issues. The student will demonstrate an excellent grasp of the theories and the concepts. There will be a critical review of the value of the concept/theory in this situation. The analysis of the case will be thorough and comprehensive, and there will be a good integration of theory and practice. Recommendations will be comprehensive, and clearly demonstrate the integration of theory and practice. If implemented they would significantly improve the situation. Issues around implementation will have been addressed and considered with great insight. Recommendations relating to this will be appropriate and justifiable within the approach and philosophy of the field.
0 comments:
Post a Comment