Question:
Discuss about the Supply Chain Managment for Innovation Policies, Business Creation.
Product development and supply chain is one of the most crucial management issues of a majority of business enterprises in various parts of the world. It not only requires knowledge and technical expertise to manage but also experience and proper management skills. Thus, the fact that I have high level of expertise in supply chain management does not necessarily mean that I may not have any problems in the restructuring of some aspects about Porsche. On that regard, the core purpose of this paper is to provide a discussion platform for analyzing some of the issues that are likely to come up in the course of my establishment and readjustment into the culture of the organization (Stadtler, 2002).
1. There are various underlying challenges that are likely to be encountered in the designing of a concurrent product and supply chain in regards to the key characteristics of the development chain at Porsche. To begin with, creation of a global procurement network that can respond to the procurement needs of the company is likely to be a challenge. More importantly, coming up with a reliable supply chain has always been regarded as one of the most difficult undertakings of most production and supply ventures. Consequently, Porsche will have to find a supplier that will be able to provide the required level of experience and expertise that is likely to make the company to remain at par in its production and supply links which is not an easy task to undertake (Miller, 2002).
Another notable challenge that is likely to be encountered in the designing of a concurrent product and supply chain for the company is the underlying difficulties that are substantially involved in the designing and production of quality goods that are likely to satisfy the needs of the consumers. It should be noted that quality is primary tool that consumers would always use in the valuation of the goods and products that are supplied by the producers. Thus, to maintain its sustainability and underlying concurrent product and supply chain management Porsche has a great challenge to fulfill in ensuring that the goods that are produced are of high quality. Also, the fact that the company has decided to change its management means that it will also have the underlying challenge of ensuring that its product and supply chain are improved and concurrent (Stadtler, 2002).
Another challenge that may be encountered in the designing of a product and supply chain is the underlying challenge that may be involved in the designing of cost effective production and supply channels. The current world has been subjected to tremendous increase in competition in various aspects of business. Thus, the only way of ensuring that business activities remain competitive and sustainable is by ensuring that production measures that are substantially employed are likely to boost the profit margins of the companies. More importantly, the core objective of any business firm is to make profit. Porsche will have to create a sustainable and concurrent production and supply chain. Thus, creating a cost effective way of production will be a major challenge that the company will have to face in the course of its transition (Morana, 2012).
Far from that, Porsche is also likely to find difficulties in trying to adopt the most recent technology that is likely to create a concurrent and more reliable production and supply chain. It should be noted that the current world has been subjected to various technological changes lately and businesses have not been left behind. Companies and organizations are now using technological innovations to boost the effectiveness of their business activities and more so to ensure that they stay competitive in the various business ventures. Thus, the fact that Porsche will also have to undergo the transition means that the designing of effective technological innovation that is likely to boost the concurrence of the production and supply chain of the company means that it will be a difficult task to accomplish (Miller, 2002).
2. Porsche will achieve effective management of logistic costs by ensuring that a number of measures are in place. For instance, the company should ensure that its performance management is up to date. Performance management can be described as the capabilities of the company to identify its abilities, mobilize its workforce, and seizing opportunities. From my individual experience, performance management is clearly shown by how effectively a firm can come up with techniques that are likely to improve the performance scores of their workers. Moreover, the extent by which a given company can align its objectives with that of the employees for the betterment of their productivities is also an essential element of performance management. Furthermore, the underlying ability of organizations to mobilize its employees and resources for the betterment of its productivity has always been an essential element of performance management in HRM. Thus, if the company is to achieve effective management of its logistic costs, performance management will be the best measure that can be employed to foresee the achievement of the objective (Rainey, 2012).
The company can also boost the efficiency of managing its logistic costs by ensuring that employees are motivated through reward systems. Other than talent and performance managements, reward managements also a key rationale that is usually used by the HRM to boost their outcome to further levels. Consequently, awards and prizes are typically designed to nurture and encourage specific behaviors amongst the employees for them to meet the needs and objectives of the company. As far as talents are critical for the efficient performance of enterprises, reward systems are usually employed to attract the best talents into the enterprise. From my research studies, I learned that many organizations tend to use an array of rewards like; base pay, bonus, and equity ownership benefits at different levels of the organization to encourage the employees to do their best in their undertakings (Bakan & Yildiz, 2010).
Far from that, the company will also achieve responsiveness in its supply chain by cultivating good and healthy relationship amongst the employees. Improving the relationship between different employees at particular organizations has evolved into a fair practice that is usually employed by the HRM of companies. As far as the productivity of firms is concerned, enhancing the relationship between different employees is the best technique for fostering collaboration and teamwork at the organizational levels (Morana, 2012). Thankfully, the HRM systems of various organizations tend to enhance and necessitate effective communication amongst their employees as a way of boosting the relationship that exists between them. From my research studies, I learned that since the employees are engines that are designed to propel their companies, there are no better ways of working towards high production in enterprises other than through enhancing the good relationship between the employees. Thus, if Porsche will have to a chive a workable and efficient responsiveness in its supply chain, ensuring that the employees are in good relations will be a major breakthrough for laying a foundation on that (Stadtler, 2002).
Finally, the success of Porsche will rely on how its underlying culture will be cultivated to suit the accomplishment of its goals. The HRM systems of different firms tend to align the best strategies and organizational cultures that are usually aimed at improving their performance scores at various management levels. From my research studies, I learned that the best way of nurturing the management of companies is through the incorporation of competent and resilience leaders in running the affairs of organizations. In addition to that, the company should also ensure that its knowledge management measures are essentially effective. Consequently, firms that have useful techniques for retrieving information from the internet and other relevant platforms have high chances of performing competitively (Cantamessa & Montagna, 2015).
Therefore, other than using the knowledge that has been acquired to train its employees, the HRM systems of companies also tends to support the employees in attending constructive events and meetings that are likely to boost their knowledge. At the end of the day, the company should also determine whether it is effective in its production and supply measures or not. Perhaps, there are no better ways of measuring the performance scores of companies other through measuring their levels of excellence. That, way it becomes much easier for the HRM to understand where and what to improve on their fundamental practices to propel their organizations towards success. Most importantly, a majority of companies have been considering a push to enhance cost effectiveness of the best technique for promoting excellence in their respective organizations. At the same time, there are critical decisions that are primarily significant in foreseeing companies toward success. Hence, if Porsche is to attain the required efficiency that is required to succeed in supply chain management, it should ensure that the above mentioned interventions are adopted and followed to the latter (Kurke, 2010).
3. The postponement concept as well as repositioning of the push-pull boundary will substantially assist in developing an Assemble-To-Order (ATO) by providing a platform for making production strategies that are likely to constructive to the company. It should be noted that the idea behind ATO is to ensure that production of goods are usually done once the customers have communicated their needs to the company. Thus, repositioning concept will be an instrumental mechanism that will be employed to ensure that the goods that are produced by the company are profitable. It is also worth to note that ATO is usually a major tool that the company may employ to ensure that the goods that are produced are expensive and at the same time they are ordered before being supplied to the consumers. Perhaps, organizational excellence has grown into a core parameter that is usually used to rate different organizations at the global platform. As far as the HRM systems tend to focus on employees, they also improve their administration effectiveness to increase their decision-making skills and improving their outcome. Thus, it is extremely worth to consider HR functional excellence at the global level to act as the parameter for fro determining the most suitable strategy that should be employed in the operational ability of companies. ATO is a globally proven measure that can be employed to reduce the amount of risks that are likely to be encountered in production processes of companies by providing the underlying companies with platforms for positioning themselves and ensuring that they are able to produce goods that have been ordered (ÇapoÄŸlu, 2011).
4. Inventory management and risk pooling may be employed to explain ATO in the sense that it elaborates techniques that may be employed to ensure that risk is managed accordingly. Perhaps, the scope in the growth of risk management issues should have been predictable if not for some of the obstacles that are preventing professionals to define the extent of risks. For instance, the numbers of both man-made as well as natural disasters that are being recorded in various parts of the world are substantially increasing and unpredictable. Thus, the fact that ATO is a production strategy that usually waits for the call of the customers before the production of goods have been made means that is a great way for ensuring that the amount of risks that are likely to be encountered after goods have been produced have been minimized. It should be noted that not all the goods that are usually produced by companies are subjects to purchase by the consumers. Thus, ATO provides a different dimension for ensuring that the amount of risk that is involved in the business is minimized (Morana, 2012).
Conclusion
In conclusion, it is evident that the issue of product development and general supply chain management is a very sensitive issue. Therefore, human resource managers including the top management officials should always be careful in the delegation of duties that are related to product development and supply chain management to ensure smooth running of their companies and organizations. Besides that, they should also cultivate a culture that can easily accommodate the inclusion of flexibility measures in case of changes. More importantly, people should be advised to always create sustainable supply links as well as efficient techniques of production as a way of ensuring that they remain competitive and productive in the various underlying activities that are likely to be involved in their business activities (Miller, 2002).
Bakan, I. & Bulent ,Y. Innovation Strategies and Innovation Problems in Small and Medium-Sized Enterprises: An Empirical Study. Innovation Policies, Business Creation and Economic Development (2010): 177-211. Web.
Cantamessa, M. & Francesca, M. Innovation in Business and Society. Management of Innovation and Product Development (2015): 1-15. Web.
ÇapoÄŸlu, G. The Meaning of Innovation and Entrepreneurship in Developing Countries. Innovation Policies, Business Creation and Economic Development (2011): 85-91. Web.
Kurke, L., B. The Phenomenology of Creativity, Innovation, and Entrepreneurship. Innovation Policies, Business Creation and Economic Development (2010): 95-111. Web.
Miller, T. Production Planning And Scheduling. Hierarchical Operations and Supply Chain Planning(2002): 55-93. Web.
Morana, J. Sustainable Supply Chain Management Balanced Scorecard. Morana/Sustainable Supply Chain Management Sustainable Supply Chain Management (2013): 139-65. Web.
Rainey, D., L. Sustainable Business Development: Overview and Guiding Principles. Sustainable Business Development Inventing the Future through Strategy, Innovation, and Leadership (2012): 13-71. Web.
Stadtler, H. Production Planning and Scheduling. Supply Chain Management and Advanced Planning (2002): 177-93. Web.
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