Global Supply Chain Management

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MBA – Supply Chain Management Major Track|
Global Supply Chain Management Final Term Paper|
Submitted to : Dr. Ahmed Sobhi|
|
|
By: Mustafa Mahmoud Barakat|
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“Managing The Elements Of Success”|
November; 2010

* Table of Contents
* Introduction
1. Literature Review – Of What Is Supply Chain Management (SCM)? 2. Origins and development of the Supply Chain Management – Revolution of the Concept 3. The Impacts OF Globalization ON Supply Chain Management 1

2
3
1
2
3
Globalization Challenges
Globalization, the World Trade Organization and Trade Agreements 4. The Path to Developing a Good Supply Chain
5. Strategic Role of Supply Chain Management
4
5
4
5
View your Supply Chain as a Strategic Asset
Five Key Configuration Components
Four Criteria of a Good Supply Chain Strategy
Next Generation Strategy

Develop an end-to-end process architecture;
Four Tests of supply Chain Architecture
Next-Generation Processes

Design your organization for performance;
Guiding Principles for Organizational Design
Next-Generation Organizational Design

Build the right collaborative model;
The Path to Successful Collaboration
Next-Generation Collaboration

Use metrics to drive business success;
Managing Performance with Metrics
Next-Generation Performance Management
6. Purchasing and Supply Chain Management
6
6
Literature Review
Selecting Overall Purchasing Policy
Benefits and Advantages of a Centralized Purchasing Function Advantages of Decentralization
7. Creating and Managing Supplier Relationships -Supplier’s selections and appraisal; 7
7
Developing Supplier Partnership
Supplier Evaluation and Certification
Example for Supplier Scorecard
“Supplier performance rating using the Federal-Mogul Global Scorecard”

8. Conclusion and Summary

9. References
*

* Introduction

Where do we start? First, we have to accept there is no escape from Globalization and Internationalization of business in the 21st century. We also need to accept that in the Western world, organizations and businesses are more similar than different. What this means is that international logistics strategies are a substantial challenge for any management group. It also means these strategies must be tailored to suit the dynamic and frequently changing global environments. What changes, what environments? Remember the Soviet Union break-up; its effect still reverberates. Remember the European Union; it’s about to get larger. Remember China with no money; well, they’ve got some now. Remember the imperial market of India; it’s opening up. Remember the Middle East, all that oil money and no industrial structure; well, they’ve bought the technical know-how. Remember the Asian economic collapse; well, they’ve recovered. Today's fiercest business battles are taking place between competitors' supply chains, with victory dependent on finding a way to deliver products to customers more quickly and efficiently than the competition. For proof, just look to Dell and Amazon.com, both of which revolutionized their industries by changing how companies produce, distribute, and sell physical goods. But they're hardly alone. By revamping their supply chains, Siemens CT improved lead time from six months to two weeks, Gillette slashed $400 million of inventory, and Chrysler saved $1.7 billion a year. Therefore, Operating successfully in any business environment today requires companies to become much more involved in how their suppliers and customers do business. As global markets expand and competition increases, making products and services that customers want to buy means that businesses must pay closer attention to: * Where materials come from, how their suppliers’ products and services are designed and assembled; * How finished products are transported and stored;

* What their direct consumers and...
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