SSCM 战略供应链管理 Strategic Supply Chain Management

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  •       战略供应链管理  Strategic Supply Chain Management 代写

        Deakin's Bachelor of Commerce and MBA are internationally EPAS accredited.
       Deakin Business School is accredited by AACSB.
    MIS313 – Strategic Supply Chain Management 
    Trimester 1, 2017
    Assessment 1 – Assignment (Individual)
    DATE AND TIME:      Week 8, Sunday 7 May 2017, 11:59PM
    Learning Outcome Details
    Unit Learning Outcome (ULO)  Graduate Learning Outcome
    ULO 1: Identify, evaluate and justify convincingly the SCM
    organisational issues against strategic objectives, taking into
    account global, national and local social and environmental
    GLO1 Discipline‐specific
    knowledge and capabilities
    GLO5 Problem solving
    GLO8 Global citizenship
    ULO 3: Evaluate and justify convincingly SCM solutions which
    can resolve an organisation's SCM issues and support its
    strategic objectives, including global, national and local social
    and environmental responsibilities.
    GLO1 Discipline‐specific
    knowledge and capabilities
    GLO5 Problem solving
    GLO8 Global citizenship
    Assessment Feedback
    Students who submit their work (final submission) by the due date will receive their marks and
    feedback on CloudDeakin by 26 May 2017, 5:30PM.
    Description / Requirements
    This is an individual assignment where you will take on the role of an SCM consultant and prepare a
    business report for an organisation. Information about the organisation, and the requirements or
    brief on which you need to report, are in the section Report Brief from the CEO below. The report
    will enable you to develop, demonstrate and be assessed on two Deakin Graduate Learning
    Outcomes (DGLOs), in addition to DGLO1 Discipline‐specific knowledge/capabilities about SCM:
    Page 2 of 9 
     DGLO5 Problem solving: There is not enough information in the Report Brief from the CEO
    to complete the report. You need to conduct research about similar organisations to find
    additional information about the problem(s) and solution(s). You will identify and argue why
    your chosen solution(s) will solve the specified problem(s) and match the CEO’s other
    requirements. Your problem solving capability will be judged on how well the report shows
    your excellent understanding of: the CEO’s organisation and industry; the problem(s) and
    CEO’s requirements; the solution(s); how well problems/requirements and solution(s) align;
    and how the solution(s) will work in the organisation’s day‐to‐day operations.
     DGLO8 Global Citizenship: This will take the form of a high quality, convincing business
    report which identifies and presents the outcomes of your research into supply chain
    management solution(s) to Corporate Social Responsibility (CSR) related problem(s).
    The purpose of the report is to convince the CEO that the solution(s) will benefit their firm.
    Solution(s) need to be aligned with the critical business objectives, and should not create new
    problems for the organisation. You must be convincing in justifying your solution(s).
    The CEO’s briefing is incomplete on purpose because this is typical of real‐life situations when you
    work in industry. This is particularly the case when CEOs (especially of sole‐proprietor, micro and
    small businesses) do not understand how they can achieve their desired goals. This is why they turn
    to consultants/experts who have the knowledge they do not possess. Your problem solving skills
    requires you to conduct thorough research and analysis to help the CEO fill this gap in knowledge.
    Report brief from the CEO
    Melanie Chan is starting a new catering business called Responsible Catering for events by
    businesses and the public (e.g. weddings, parties). Responsible Catering will employ Melanie and
    her adult children Putri, Ahmad and Annisa. The family is not interested in growing Responsible
    Catering beyond employing family members, so will not pursue business growth strategies.
    The impetus for starting Responsible Catering came from Melanie seeing an increased demand by
    businesses and the public for catering options which are environmentally and socially responsible.
    For example, more businesses are reporting against the Global Reporting Initiative. Responsible
    Catering will therefore focus on clients who wish to minimise their negative impact in these areas.
    Melanie plans to divide the work as follows. Putri and Ahmad will collect the food and drinks for
    each event, and transport these to the event in a van. Melanie will manage bookings and planning,
    order the food/drinks, and process all the financial accounts. Melanie and Annisa will prepare all
    the food/drinks on‐site, while Putri and Ahmad will serve people at the event.
    Responsible Catering’s approach to catering will involve using pre‐prepared food which requires
    heating/cooling, and/or cooking food fresh at the event venue using the venue’s cooking facilities
    (e.g. oven). Clients will supply all plates, cutlery/utensils, glasses, etc. Responsible Catering will
    supply the food, serving equipment and any specialised/portable cooking appliances. Responsible
    Catering will wash all dishes as part of the service to clients. Responsible Catering will supply other
    items including napkins and condiments (e.g. salt, pepper, sauces) for the event.
    Page 3 of 9 
    Responsible Catering will have a website so that clients can book and do their ordering online.
    Melanie believes this will be attractive to clients wanting to book an event quickly and do not want
    many menu choices. Alternatively, clients can meet with Melanie to discuss the event to determine
    if/how Responsible Catering can tailor the catering more specifically to the client’s needs.
    Melanie and her children have strong social and environmental responsibility values. The family
    donates regularly to charities (e.g. money and clothing), recycles (e.g. rubbish, old items), buys
    organic food and from local small/community organisations rather than big companies (e.g. major
    supermarkets), and so on. Responsible Catering will therefore adopt these principles by striving to
    offer socially and environmentally responsible catering, with high quality food and service.
    Melanie has hired you as a consultant to develop and report of no more than 3,000 words outlining
    a strategy for incorporating social and environmental responsibility values into the supply chain
    practices of Responsible Catering. The specific issues she wants you to report on are as follows:
     Waste. You need to identify strategies/approaches resulting in the least food and other
    waste possible. That is, having little/no food and other waste left over after any event. She
    believes this will be Responsible Catering’s major competitive differentiation, partly because
    of customer demand for responsible services, and partly because waste is a major cost in
    many businesses which ultimately gets passed onto customers. Melanie recognises that
    achieving the best waste minimisation outcomes may necessitate restrictions to what
    event/catering options are offered to clients, and/or to how she runs events for clients.
     Procurement of food and other items. You need to specify selection criteria and approaches
    Responsible Catering can use so its procurement is socially and environmentally responsible,
    and high quality. Responsible Catering will focus on clients who are prepared to pay a
    premium for high quality, responsible catering.
     Reporting. Melanie believes (corporate) clients will want evidence of how and why
    Responsible Catering is socially and environmentally responsible. You need to identify
    various measures on which Melanie can report, and what data she will need to collect, and
    how, in order to report against these metrics. The measures should be achievable for a
    micro business such as Responsible Catering, which will necessitate that data collection
    takes very little time, is easy to do, and will be as accurate as possible.
    You are NOT required to structure the report based on these three areas, and you are not required
    to present each area above separately as shown. Instead, structure the report based on the
    principles explained later in this document which states the report requirements in more detail.
    Background work for the report
    You will conduct research into the SCM CSR related problems and requirements outlined in the
    CEO’s briefing, until you have a thorough understanding of the industry and the CSR problems
    relevant to the industry and such companies. Then you need to research the SCM solution(s) which
    can be used to solve the problems and satisfy the CEO’s requirements in the briefing.
    Page 4 of 9 
    The research should focus on credible sources of information including authoritative industry
    reports and research (e.g. Forrester Research, Gartner Group, industry association publications) and
    academic sources (e.g. conference papers, journal articles). The research you use should also be
    relevant to the size and industry of the CEO’s business. For example, CSR solution(s) used by large
    companies are unlikely to be relevant or achievable by a micro business.
    Your research should include talking to CEOs of real micro catering, restaurants and related
    businesses to gain a deep understanding of the challenges they face. Your problem solving ability
    requires understanding CEO psychology (e.g. passion, what keeps them awake at night, what is
    important to them, etc), not just business and supply chain principles. Any solutions you propose
    need to be realistic for a micro business where the CEO is the decision‐maker, risk‐taker, finance
    manager, marketer, salesperson, etc.
    You will need detailed knowledge of SCM concepts and how these can help. Remember that these
    concepts are to help you with your problem solving analysis, and that the CEO does not understand
    these concepts. Your report should not mention (or define etc) these concepts, but instead present
    the outcomes (or results) of your analysis (based on you using these concepts) in layperson terms
    which the CEO will understand. The concepts you will need include:
     Buyer behaviour segments, since all supply chains should be designed specifically for each
    behavioural segment rather than demographic/account size type segmentation. You will
    need to identify at least two different behavioural segments for the company, the
    characteristics of each segment, and determine what options or types of services the
    company can provide to each which satisfy the CEO’s briefing requirements. Then work out
    how to present the results of this analysis in layperson terms the CEO will understand.
     The difference between pull and push supply chain designs, and related concepts (e.g. lean
    vs agile, Source and Make models) relevant to solving the problem and achieving the CEO’s
    requirements. Do not name, define or explain these models in the report. Instead, you will
    use these models to gain ideas, and then present the solution(s) in a way that a layperson
    can understand. You can do this by focusing the report, as CEOs will expect, on the day‐to‐
    day operational steps they need to carry out associated with the solution(s). That is, the
    report will provide step‐by‐step details on how the CEO will run their business, as informed
    by the supply chain model(s) which your analysis concludes would be the solution.
     Your research will need to include an investigation into relevant metrics and associated data
    collection methods which are needed to report against those metrics.
     Your research can consider the types of Information Systems (IS) which could play a role in
    the solution(s) and/or the data collection needed for the CEO’s reporting requirements. If it
    does not, that is fine and do not mention IS in the report if that is the case. But you should
    ensure that you have researched and considered any possibilities first.
     Time‐based process mapping so that you can draw diagrams summarising the day‐to‐day
    operational steps staff in the organisation will carry out associated with the solution(s).
    Effective diagrams can be scanned as images and inserted into the report, and will thus
    ensure your justification of the solution(s) is convincing while not taking up words.
    Page 5 of 9 
    You are NOT required to do a cost‐benefit analysis. The focus of this report is on the strategies and
    operation of the business, not the financial aspects. If the CEO likes your proposal, then they will
    seek financing to implement your ideas. The only thing you need to keep in mind is that the
    solutions should be realistic for a micro business. For example, do not propose an Information
    Systems solution which would require an investment of $500,000!!
    Requirements for the final report
    There are various requirements to be met in your report for it to be good quality. The rubric
    associated with these requirements is included below:
     The report must include a cover page with the assignment title (“Assessment 1”), unit code
    and name, your name and student ID, and the word count. You are welcome to make this
    cover page look professional, like a real business report.
     The report can be a maximum of 3,000 words, excluding the cover page, references and
    scanned diagrams only. The 10% leeway on the word count DOES NOT apply in this unit,
    because if a real CEO asks for a report of a certain number of words, there is no leeway. The
    word limit includes all headings, tables and citations. This means that tables CANNOT be
    scanned as images and inserted in the report. You are expected to cite research in the body
    of the report. The words in Harvard style citing (e.g. “…. (Lim, 2015)”) can be reduced with
    numbered citations (see link below), but format references in Harvard (not numbered) style:‐support/referencing/numbered‐citation
    The word count will be determined by selecting the text of the report from the introduction
    to the recommendation section, and using MS Word’s word count feature and unchecking
    the “Include textboxes, footnotes and endnotes”.
     There must be a short introduction section (approximately 150 words) which should be
    written like an executive summary. That is, summarise the entire report: its aim; business
    assumptions (if necessary); the problem(s)/requirements (including the firm’s mission,
    strategies, values and other constraints if relevant); the specific solution(s) covered; and
    why the solution(s) align with the problem(s)/requirements.
     All the sections and sub‐sections after the introduction must present a logically flowing
    argument which will convincingly lead the CEO through the logic of your argument, leading
    to the CEO’s agreement with your solution(s) and appropriateness for their organisation.
    (Sub)sections of the report must also reflect how the CEO sees their business – that is, in
    terms of the firm’s practices and business processes.
     The report must include diagrams summarising the solution(s) in terms of the specific, day‐
    to‐day operational steps involved in the SCOR processes of Source and Make processes. The
    diagrams should include the approximate time each task might take based on your research.
     The report must demonstrate your excellent knowledge of the firm, the CEO’s problem(s)/
    requirements, as well as this report’s requirements.
    Page 6 of 9 
    o Ensure you understand the CEO’s and the firm’s values, mission, strategies and goals,
    which are part of the business requirements. Any solution must align with these. For
    e.g. students often write reports arguing, directly or indirectly, that a CEO should
    change their values, but this is rarely convincing.
    o Identify aspects about the firm which the CEO does not want changed or which
    cannot change. These will become constraints and form part of the business
    requirements. These constraints may be driven by the CEO’s values, mission,
    strategies, etc. But they may also by practical considerations due, for instance, to the
    size of the firm and what is operationally possible for staff.
    o Only include problems/business requirements and aspects of the business in the
    report which are relevant to justifying the solution(s). 
     The benefits of the solution(s) must be clearly justified in terms of whether the solution(s)
    are appropriate for the firm. Further, describe how the firm would use the solution(s). The
    CEO will only be convinced if it is clear how the solution(s) will work in terms of day‐to‐day
    operational tasks, and how they will satisfy the business requirements and solve problem(s).
     There must be a short recommendation section of approximately 100‐150 words which
    summarises the recommended solution(s), how and why it satisfies the business
    requirements and solves the problem(s) from the briefing. A recommendation section will
    not include new ideas, but will restate very briefly what is argued in the report.
     There must be references and citations showing the source of all the information in the
    report (see above on how to use numbered citations). There is no need to cite information
    provided by the CEO. The references must demonstrate thorough research into the
    problem(s) and solution(s) using quality references (see above) with good evidence about
    the effectiveness of the solution(s) for the case organisation. As stated above, you should
    use the numbered method of citations (and Harvard referencing style) so that the citations
    themselves do not count towards your word count. This means you can have a very large
    number of references cited in the body of your report, with no word count impact at all.
     The report must be written in a style which is appropriate for the CEO:
    o It must be written to the CEO and not about the CEO. For this reason, do not write
    negative statements about the firm or the staff (e.g. “The CEO’s ideas are poor…”).
    Even if you believe this to be true, being negative will only make the CEO dislike you
    and your report! Instead be positive using words like “enhance”.
    o The report must use a formal style. That is, no contractions, slang, emotive phrases,
    spoken style phrases or conversational phrases.
    o Do not use jargon the CEO will not understand. Even if you define terms, it is likely
    the CEO will not remember the definitions in the report. Instead, use layperson
    terms and describe the solution(s) in the context of their firm’s practices/processes.
    o Ensure you use very short paragraphs (no more than 2‐3 sentences each), with each
    paragraph covering only a single idea or theme.
    o Ensure section heading structures are clear (e.g. sub‐sections are differentiated from
    major sections) and the layout is professional (e.g. no orphaned section headings).
    Page 7 of 9 
    o Ensure there are no grammar and spelling errors (allowances will be made for non‐
    native English speakers, otherwise no allowances will be made).
     Diagrams, tables or text copied from any source (even with citations) is strictly not
    permitted in this report. If any such material is included, the maximum result for the report
    will be 50% Pass, and potential 0‐30% if most material is copied. The report must be
    paraphrased completely in your own words. The reason for this is that the CEO only wants
    to see text, diagrams and tables which are specific to their organisation. Even if you find a
    diagram which illustrates something well, you need to redraw this diagram so that it is
    specific to the organisation, and then cite the source of the original diagram. The reference
    can include the text: “Adapted from <insert reference>”.
    In particular, review the following guidelines about paraphrasing (note that ‘summarising’
    and ‘quoting’ is NOT permitted in this report):‐support/referencing/summarising‐
    Feedback and assessment rubric for the report
    The report will be marked out of 100 (and then converted to a mark out of 40 towards the final unit
    result) using the following rubric criteria and standards.
    GLOs  High Distinction  Distinction  Credit  Pass  Fail
    (out of
    Very economical writing
    so the report is just
    under or exactly on the
    word count (no more),
    because (almost) no
    unnecessary word use.
    Does not use scanned
    text, except the
    required diagrams.
    Mostly economical
    writing so the report is
    just under or exactly
    on the word count (no
    more), because mostly
    little unnecessary word
    use. Does not use
    scanned text, except
    the required diagrams.
    Adequate economical
    writing so the report is
    just under or exactly on
    the word count (no
    more), but quite a bit
    unnecessary word use.
    Does not use scanned
    text, except the
    required diagrams.
    Some economical
    writing but the report is
    a little (1-50 words)
    over the word count,
    and/or mostly
    unnecessary word use.
    Does not use scanned
    text, except the
    required diagrams.
    Exceeds the word
    count by more than 50
    words, or is quite a few
    words under the word
    count (50 or more).
    May include scanned
    text (e.g. tables) in
    addition to the required
    (out of
    Excellent knowledge of
    including priorities.
    Excellent problem/
    requirements and
    solution(s) alignment.
    Very company-specific
    details of how
    solution(s) will work in
    day-to-day operations,
    including in diagrams.
    Excellent knowledge of
    SCM concepts is
    apparent in (nearly) all
    aspects of the analysis.
    Mostly good
    knowledge of
    CEO requirements/
    problems. Mostly good
    and solution(s)
    alignment. Mostly
    details of how
    solution(s) will work in
    day-to-day operations,
    including in diagrams.
    Good knowledge of
    SCM concepts is
    apparent in many
    aspects of the
    Adequate knowledge of
    but lacks detail or a
    little generic. Adequate
    and solution(s)
    alignment, but a little
    unclear in places.
    Adequate details of
    how solution(s) will
    work in day-to-day
    operations, including in
    diagrams, but lacks
    detail or a little generic.
    Adequate knowledge of
    SCM concepts is
    apparent in some
    analysis aspects.
    Some knowledge of
    but mostly generic and
    superficial. Some
    and solution(s)
    alignment, but unclear

    战略供应链管理  Strategic Supply Chain Management 代写
    in many places. Some
    detail of how solution(s)
    will work in day-to-day
    operations, but mostly
    is superficial, quite
    generic and/or missing
    diagrams. Knowledge
    of some SCM concepts
    is apparent, but key
    ones appear neglected.
    Knowledge of
    is poor, generic or
    missing. Solution(s) are
    missing or have little/no
    relevance to problems/
    requirements. Little/no
    detail of how solution(s)
    will work in day-to-day
    operations, or entirely
    generic. Little/no
    apparent knowledge of
    SCM concepts as part
    of the analysis.
    Page 8 of 9 
    (out of
    Thorough analysis and
    knowledge of the SCM
    CSR problems and
    solution(s). Thorough,
    high quality, relevant
    and very balanced
    research to support
    (nearly) all aspects of
    the analysis into the
    CSR problems and
    Mostly thorough
    analysis and
    knowledge of the SCM
    CSR problems and
    solution(s). Good
    quality, quantity,
    balanced and relevant
    research supporting
    many aspects of the
    analysis of the CSR
    problems and
    Adequate analysis and
    knowledge of the SCM
    CSR problems and
    solution(s), but lacks
    detail and/or some
    knowledge is lacking.
    Some analysis of the
    CSR problems and
    solution(s) is supported
    by research, but quality,
    quantity or relevance of
    the research can be
    improved. Research
    may not be balanced
    between problems and
    Some analysis and
    knowledge of the SCM
    CSR problems and
    solution(s), but mostly
    superficial and/or omits
    key knowledge.
    Attempts research to
    support the analysis of
    the CSR problems
    and/or solution(s), but
    mostly lacks quality,
    quantity and/or
    relevance. Research
    may be focused on
    only problems or
    Little/no/poor analysis
    and/or knowledge of
    the SCM CSR
    problems and
    solution(s). Little/no
    research used to
    support the analysis of
    the CSR problems and
    solution(s), and/or poor
    quality, quantity or
    relevance of the
    Submission Instructions
    The report must be one (1) single file, named surname_MIS313_T1_year_assign1 (e.g.
    Liang_MIS313_T1_2017_assign1). It must be submitted in the submission folder under
    Assessments tab, then Assignments in CloudDeakin by the due date/time.
    You must keep a backup copy of every assignment you submit, until the marked assignment has
    been returned to you.  In the unlikely event that one of your assignments is misplaced, you will
    need to submit your backup copy.
    Any work you submit may be checked by electronic or other means for the purposes of detecting
    collusion and/or plagiarism.
    When you are required to submit an assignment through your CloudDeakin unit site, you will
    receive an email to your Deakin email address confirming that it has been submitted. You should
    check that you can see your assignment in the Submissions view of the Assignment dropbox folder
    after upload, and check for, and keep, the email receipt for the submission.
     Past students were found guilty of plagiarism, and given zero, when changing some/most/
    all words of a source and pasting this into assignments. Plagiarism includes using translation
    tools to modify someone’s text and pasting into assignments (e.g. see Table N.1). The
    acceptable approach to use and cite sources can be found at the link below. Based on this,
    you will see that the examples in Table N.1 are not examples of paraphrasing:‐
    It is academic/professional misconduct to use other peoples’ work as your own, and/or
    create all/most of your report using material copied/modified from other sources. Even if
    Turnitin returns a low percentage, you can still be found guilty of plagiarism. Further, such
    reports are usually poor quality and will get a fail mark, even if not proven as plagiarism.
    Page 9 of 9 
    Table N.1: Examples of plagiarism using translation/thesaurus tools
    Original source  Plagiarised version (students found guilty, given zero)
    We bring businesses, associations and industries together.
    This blended community comes to GS1 Australia for
    advice, networking and solutions to their supply chain
    challenges. We partner with, and help showcase,
    members, solution providers and industry leaders to
    demonstrate and encourage supply chain best practice 1 .
    We bring organizations, affiliations and businesses jointly.
    This mixed group asks GS1 Australia for exhortation,
    systems administration and answers for their production
    network problems. We band together with, and
    demonstrate, individuals, arrangement suppliers and
    industry pioneers to exhibit and empower inventory
    network excellence.
    A bar code is simply an inventory tracking tool that retailers
    use in their computer systems. For example, if you sell a t-
    shirt that comes in one color and 3 different sizes you
    would need to buy 3 bar codes 2 .
    A barcode is basically a stock following instrument that
    companies access with their PC frameworks. For instance,
    on the off chance a shirt is sold with one shading and three
    distinct sizes it is necessary to purchase three barcodes.
     Penalties for late submission: The following marking penalties will apply if you submit an
    assessment task after the due date without an approved extension: 5% will be deducted from
    available marks for each day up to five days, and work that is submitted more than five days
    after the due date will not be marked. You will receive 0% for the task. 'Day' means working
    day for paper submissions and calendar day for electronic submissions. The Unit Chair may
    refuse to accept a late submission where it is unreasonable or impracticable to assess the task
    after the due date. 
     For more information about academic misconduct, special consideration, extensions, and
    assessment feedback, please refer to the document Your rights and responsibilities as a
    student in this Unit in the first folder next to the Unit Guide of the Resources area in the
    CloudDeakin unit site.
     Building evidence of your experiences, skills and knowledge (Portfolio) ‐ Building a portfolio
    that evidences your skills, knowledge and experience will provide you with a valuable tool to
    help you prepare for interviews and to showcase to potential employers.  There are a number
    of tools that you can use to build a portfolio.  You are provided with cloud space through
    OneDrive, or through the Portfolio tool in the Cloud Unit Site, but you can use any storage
    repository system that you like. Remember that a Portfolio is YOUR tool. You should be able
    to store your assessment work, reflections, achievements and artefacts in YOUR Portfolio.
    Once you have completed this assessment piece, add it to your personal Portfolio to use and
    showcase your learning later, when applying for jobs, or further studies.  Curate your work by
    adding meaningful tags to your artefacts that describe what the artefact represents.
    1  GS1 Australia 2016, About us, retrieved 7 February 2017, <‐us/>
    2  Australian Barcodes 2007, Frequently asked questions about barcodes, retrieved 7 February 2017,
    战略供应链管理  Strategic Supply Chain Management 代写