INTB30607 Global Supply Chain Strategy

Section A

Answer both questions in Section A

Question 1 [30 marks]

a) With reference to the Supply Chain Volatility Model (Boyson and Smith (2009) in, Harrington et al.): Illustrate and explain what the authors meant by “three tiers of change drivers” in the context of an industry sector of your choice (excluding the sector illustrated in the case study in Q2). [9 marks]

Provide an example of two potential future change drivers for each tier. [9 marks]

b) Thinking of the same industry sector described in Q1a, discuss the possible causes of any two sub-sources of risk for each of the levels noted below, and describe the factors that might influence managers’ perception of risk:

• Supplier issues

• Supply chain integration

• Uncontrollable events [12 marks]

Question 2 [30 marks]

This question relates to the ‘ShelterBox: A Decade of Disaster Relief’ case study provided.

a) Within the context of the case study organisation, suggest two key performance objectives. Explain how those performance objectives might be met, and the organisation’s mission achieved, by observing the law of trade-offs and the law of focus [10 marks]

b) Explain the operations management principles of variability, variability buffering, and variability pooling. Illustrate your answer with examples from the ShelterBox case and discuss two ways in which lean management could help to minimise ShelterBox’s need to buffer. [10 marks]

c) Thinking about the type of products supplied by the organisation, discuss why specific demand for items that are required in the aftermath of a disaster may result in the need to change the order penetration point. [10 marks]

Section B

Answer any two questions in Section B

Question 3 [20 marks]

Lambert and Knemeyer’s (2004) Partnership Negotiation Model is designed to help organisations to decide what (if any) type of partnership to develop with potential buyers or suppliers. Illustrate and briefly outline the model and discuss the drivers and facilitation factors that might inform the level of partnerships. You may draw on examples of your choice, including cases used during the module.

Question 4 [20 marks]

The United Nations Sustainability Goal #12 aims to “Ensure Sustainable Production and Consumption Patterns”. Describe two feasible approaches by which organisations’ current and future supply chain strategies could help to achieve this goal. You may draw on examples of your choice, including cases used during the module.

Question 5 [20 marks]

Peter Kraljic devised a matrix (1983) to map the dimensions of risk vs. profitability in order to segment the supplier base and devise sourcing strategies to mitigate risk. Clearly illustrate Kraljic’s Matrix to show the four ‘buyer-supplier’ relationship typologies noting the key characteristics of each type within the illustration. Describe a contemporary example where non-critical low-risk items have become higher risk, stating why this was the case. Also provide a brief outline of an industry where high risk / high profitability items are a regular feature. You may also use case study examples from the module.

Question 6 [20 marks] Fisher (1997) underlined the difference between functional and innovative products as the basis for the match/mismatch matrix. Describe the differences between functional and innovative products or services, stating the implications for the supply chain, by drawing upon and giving examples from any industry. You may draw upon one of the case studies used in the module including the case in Q2.

Question 7 [20 marks] “There are things that really matter in terms of the sourcing decisions made at Jaguar Land Rover [JLR]” (Rob Johnson, 2022, Nottingham Trent University). The above quote was given during the lecture on Friday 4th March 2022. Describe the six factors that contribute to effective sourcing by JLR, stating why they matter and what the potential implications of each might be if JLR gets them wrong. You should draw upon relevant theory to support your answer.