supply chain management MGF5691 代写

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supply chain management MGF5691 代写

Sustainable operations and supply chain management, MGF5691

•Ananya Bhattacharya,

•Semester 1-2017

•Course Assessment Outline

•Textbook

•No set book but readings for each week.

•Assessments

•Individual assignment 20% -24th March (end of week 4)

•Group Assignment (50%)

•Part 1 – 5%; Part 2 - 15%; Part 3 - 10%; Part 4- 20% Part 1 - 7th April (end of week 6); Part 2 - 28th April (end of week 8); Part 3 - Week 12, in class; Part 4 – by 26th May (end of week 12)

•Final Exam 30% - Take Home Exam- by 28th May

•All submissions in Drop Box, Moodle by 5 pm, due date

•Objectives

•understand the environmental and social implications of global production and distribution

•recognise and implement more sustainable design in processes and products

•understand the implications of sustainability for organisational survival and the role that operations plays in facilitating sustainability

•understand the technological and behavioural dimensions of sustainable process and product innovation

•understand the application of these dimensions in local, regional and global supply chains.

•Sustainability

•What is sustainability?

•triple bottom line (economy, society and environment)

•three ps (people, profit and the planet)

•it’s about:

•doing more with less

•making sure we don’t leave the cupboard bare

•being proud of what we leave behind (http://www.dse.vic.gov.au)

•it’s about:

• using resources to meet the needs of the present without compromising the ability of future generations to meet their own needs (World Commission on Environment & Development, 1987)

•Which industries need to be sustainable?

•why?

•Sustainability

•Why bother?

•diminishing resources

•ecological footprint

•carbon emission charge ($23/ton)

•costly for org. to pay the fines/penalties—impact on reputation

At the most basic production and disposal levels:

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•it takes 162g of oil and 7 litres of water to manufacture a 1 litre bottle of water

•the amount of waste placed in landfill each year in Australia is enough to cover the state of Victoria

•for each tonne of paper that is recycled:

•+ 13 trees are saved

•+ 2.5 barrels of oil are saved

•+ 4100kWh of electricity are saved

•+ 4 cubic metres of landfill are saved

•+ 31,780 litres of water are saved

•each year Australians use 6.9 billion plastic shopping bags. Tied together, this number of bags would stretch around the Earth 37 times

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•Sustainability

•Sustainability isn’t a burden (trade-off theory?)

•reducing inputs-cost benefits

•satisfy increasing customers demand

•better products and increased revenue

•improved reputations-good env. stewardship

•low turnover (Royal DSM)

•innovation

•enhance national competitiveness

•top 10 env-friendly countries in the top list of global competitive index

•No alternative to sustainability

•long-term in nature—return takes time to materialize (initial large investments)

•‘doing the right thing as a company doesn’t conflict with bottom-line imperatives’

•no trade-off between responsibility and growth

•95% of the world’s 250 largest firms report sustainability performance

•

•Compliance

Stage 1

•regulations differ across state, industry and country

•important to go beyond compliance

•explore emerging norms actively—use experimentation— implement them before competitors (first mover advantage)

•enforce single norm globally

•shape the norms to own advantage

•adoption of ISO 14001 and 9001 standards

•use sustainable concepts as another business opportunity

•Eg., HP, DOW, 3M using their patented env. innovations to generate revenue

•Value chains

Stage 2

•supply chains & operations

•operations: engine room of the org.

•suppliers, suppliers’ suppliers, customers, life-cycle assessment

•eg., Unilever (sustainable supply), FedEx (energy efficiency)

•hr support

•telecommute, increased satisfaction, high moral, low turnover

• eg., SW Airlines

•returns

•what to do with returned but usable products?

•product acquisition

•reverse logistics

•testing/inspection

•sorting

•recovery

•re-distribution

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•Operations and supply chain

•Operations from supply chain perspectives: include a link between internal processes with external suppliers (upstream) & customers (downstream)

•Forward supply chains: traditional, ending at the point of delivery to the customers, too restricted

•Reverse supply chain: current view, ‘closed-loop supply chain’, includes product take back, final disposal, waste treatment…..

•Link between forward and backward supply chain: a proper closed-loop supply chain

•Supply chain……

•Transparency in supply chain (becoming mandatory)

•keep track about the origin and the flow of the product from raw materials to finished product

•not only about immediate suppliers but go beyond suppliers’ suppliers

•technologies (bar code, tag, labelling)

•use as a marketing tool (authentic product, ethical claims)

•win market share and new orders

•safeguard against counterfeit components and materials

•protection from campaigns by activists

•eg., about how Unilever buys from growers and how growers grow, Foxconn-Apple case, NIKE case

•How much transparency is goo
supply chain management MGF5691 代写
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•Sustainable products/services

Stage 3

•sustainability initiatives need to be part of core strategy

•contribution should be linked to internal expertise

•DSM in petrochemicals, Unilever in agricultural commodities

•treating the problem at source than ‘end-of-pipe’- less waste, less costs

•a combination of engineering and product design needed

•green product/process development: reduced energy consumption, ease of recycling (eco-design)

•physical layout/flow: elimination of process stages, reduce energy/materials consumption

•use of by-products to extend the product life (depends on initial design) – use of waste heat generated during manufacturing

•remanufacturing/recycling/refurbishing (adding extra complexity with an opportunity????)

•

•New business models…next practice???

Stage 4

•partnership with non-govt. associations, govt. and competitors

•exploring alternatives based on customers’ demand

•capture both env. & product value

•eg., Calera model, new market for recycled products (?)

Stage 5

•questions about ‘how to improve’

•eg., agriculture/cleaning without water

•top management team should be involved

•sustainability at the corporate mission/vision level

•cross-industry participation needed

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•BT’s CSR-an example

•BT measures its performance and sets annual performance targets in all the following categories:

•customers: customer satisfaction

•employees: engagement, diversity, health/safety

•suppliers: relationships, ethical trading

•community: contribution

•environment: global warming, CO2 emissions, waste to landfill, recycling

•digital inclusion: geographical reach of broadband

•integrity: ethical performance measure

•2015 news

•Around 195 countries pledged collective action to cut carbon emissions in Paris Climate deal in 2015

•Several MNCs set ambitions goals in 2015: DOW 2015 targets, Unilever 2030 target to exit coal and generate more renewable energy

•Cheaper clean energy: tax credits for solar and wind energy

•Millennials show interest in ‘clean label’

•VW cheats on emissions tests to make its diesel cars seem cleaner burning leads to loss of sales and cost the company around $86b

•Conclusion

•No longer a question about ‘to be or not to be’ a sustainable organisation

•It is a question about ‘how to be’, ‘where in the supply chain’ and ‘how to reap the benefits’ out of it.

•Extra references…

•Bettley, Alison and Burnley, Stephen (2008) Towards Sustainable Operations Management Integrating Sustainability Management into Operations Management Strategies and Practices. In: Misra, Krishna B. ed. Handbook on Performability Engineering. London, UK: Springer-Verlag, pp. 875–904.

•http://www.sba.pdx.edu/faculty/scottm/smaccess/GlobalSustainability/Day%206%20Readings/Towards%20Sustainable%20Operations%20Management%20-%20Bettley%20and%20Burnley.pdf

•Linton, Klassen & Jayaraman (2007) JOM 25 1075-1082

•Guo et al. (2012) A case study of the Foxconn suicides: An international perspective to framing the sweatshop issue International Communication Gazette, 74: 484-503

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•Foxconn-Apple case

•Foxconn.: a Taiwanese-owned company assembles iPhones, iPods, and iPads for Apple, and produces electronic components for HP, Dell, Sony, Nokia and Nintendo

•Suicides of Chinese workers at China

•Workers were suspected for missing prototype of an iPhone

•Activists blamed poor working conditions, wages and work-stress

•Activists pressurized Apple to severe relationship

•Apple and Foxconn addressed the issue by:

•multiple pay rises

•psychological assistance

•no-suicide contracts

•putting safety nets

•moving operations to rural areas

•Walmart-case discussions

•According to Nidumolu et al (2009) 5 stage model where would you place Walmart and why?

•Beard & Hornik (2011) mentioned ‘it’s hard to be good but it’s worth it’. Do you support this statement? Support your arguments with the help of Walmart examples.

•Do you think Walmart really progresses towards sustainability or it’s all about green washing?

•How do Walmart balances three Ps through SCM and OM?

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supply chain management MGF5691 代写