logistics management
without PLAGIARISM please, you can find all requirements on the attached file
College of Administrative and Financial Sciences
Assignment 2
Deadline: 27/3/2021 @ 23:59
Course Name: Logistics Management
Student’s Name:
Course Code: MGT322
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1441/1442 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Level of Marks:
Instructions – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Logistics Management
ASSIGNMENT -2
Submission Date by students: Before the end of Week- 10th
Place of Submission: Students Grade Centre
Weight: 5 Marks
Learning Outcome:
1. Demonstrate an understanding of how global competitive environments are changing supply chain management and logistics practice.
2. Apply essential elements of core logistic and supply chain management principles.
3. Analyze and identify challenges and issues pertaining to logistical processes.
Assignment Workload:
This assignment is an individual assignment.
Critical Thinking
In today’s highly competitive, extremely variable and dynamic environment, many firms are seeking solutions. Supply chain management becomes more sophisticated and the difference between what firms want to achieve and what they can do in-house continues to grow, firms begin to realize that doing the right thing becomes more interesting than doing everything. Accordingly, they becoming better focused and more specialized by outsourcing and offshoring activities that are far from their core businesses. In many cases, firms decide to outsource this function in whole or in part to agents or third party logistics firms.
Using this concept of offshoring and outsourcing answer the following questions by conceding any Saudi Local company or any Multinational company.
Question:
1. What are the roles of Third party logistics firms in a smooth running of Supply chain process of a multinational organization? (1.5 Mark)
2. What are the motivational factors companies going internationally? (1.5 Mark)
3. On what ground companies choose developing countries location for offshoring. Use examples. (Mention the country and decisive factors) (1.5 Mark)
4. References (Use APA style of referencing (0.5 Mark)
The Answer must follow the Key word/ outline points below:
· Each answer should be 300 to 500 range of word counts.
· Outsourcing , offshoring ,Third Party logistics
· Their Main functions
· Motivational Factors /Drivers
· Reasons with suitable Examples
· Reference
Note: You can support your answer by reading chapter 4 of your book.
You can use secondary source available on internet.
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Part Two: Leveraging logistics operations
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Chapter 4:
Managing logistics internationally
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.1 Decision framework for international logistics
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.1 The fourth-generation global shift in Europe
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.2 Dimensions of different internationalism strategies
(Source: Based on Yip, 1989, and Bartlett and Ghoshal, 1989)
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.2 The international logistics pipeline
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.3 Characteristics of the international pipeline
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.3 (a) Focused markets: full-range manufacture for local markets
(b) Focused factories: limited range manufacturing for all markets
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.4 Inventory centralisation against logistics costs and service dimensions
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.5 Delivery strategies in a global network
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.4 Three different delivery strategies
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.6 Comparison of domestic and international logistics pipelines
(Source: After van Hoek, 1998)
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.7 The trade-off between cost and lead time for international shipping
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.8 Location of Asian facilities
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.9 Phases in the location selection process
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.5 Trade-offs between two locations
Key: Score on a five-point scale ranging from poor to excellent
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.10 Changing role of distribution centres
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.6 Differences in reconfiguration processes for companies depending upon starting point (global or local)
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.11 Stages in the implementation of postponed manufacturing: local starting
point
(Source: van Hoek, 1998)
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.12 Stages in the implementation of postponed manufacturing: global
starting point
(Source: van Hoek, 1998)
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.13 Example of physical infrastructure set-up with LLP origin in Asia
(Source: Leeman, 2007)
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.14 SCM tools and trade-offs in the supply chain
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.7 Comparing forward and reverse logistics
(Source: Reverse Logistics Executive Council, http://www.rlec.org)
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Figure 4.15 CSR practices in the supply chain
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.8 NEC CSR supplier requests
(Source: NEC Group CSR Guideline for Suppliers, http://www.nec.co.jp/purchase/pdf/sc_csr_guideline_e )
Slide 4.*
Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011
Table 4.8 NEC CSR supplier requests (Continued)
(Source: NEC Group CSR Guideline for Suppliers, http://www.nec.co.jp/purchase/pdf/sc_csr_guideline_e )