Comparative Study of Aztech Group and TP-Link

The assignment compares the supply chain management of Aztech Group and TP-Link, two companies operating in Singapore. It analyzes their performance in terms of waste reduction, flexible response, time compression, reducing complexity, increasing value, transaction efficiency, quality of service, and leadership and culture. The study also examines the intensity of their distribution channels. The document provides a comprehensive comparison of the two companies' operations and management practices.

Running head: B2B MARKETING 2018
B2B MARKETING 2018
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B2B MARKETING 2018
Table of Contents
1.1 Supply Chain Performance................................................................................................................................3
1.2 SCM Goals Model (inbound logistics – procurement of raw materials and components)................................3
1.3 Distribution Channel Performance – Channel Tasks.........................................................................................4
1.3.1 Multi-Integration Map...................................................................................................................................5
1.4 INTENSITY OF DISTRIBUTION CHANNELS..........................................................................................................6
References..............................................................................................................................................................8

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1.1 SUPPLY CHAIN PERFORMANCE
Aztech Group (Singapore) TP-Link Singapore
 The Aztech Group, being a multi-national
company venturing in the diversified markets of
electronics, marine logistics, food business and
others, is known for a robust supply chain
framework in the international scenario. The
company has been OHSAS 18001 certified for the
supply and stockpile of construction materials.
Aztech has long term experience in supply chain
of large materials, much of which can be
attributed to the efficient and experienced team
which operates and manages the supply chain of
the company (Christopher 2016).
 TP-Link, on the other hand, is one of the very few
major networking companies, both in the global
scenario as well as in Singapore, which
manufactures it’s all its products inhouse instead
of outsourcing the same to other original design
manufacturers. This control over the total
production process in the company, gives the
same a competitive edge in the aspect of supply
chain management over other service providers in
this domain (Jacobs, Chase and Lummus 2014).
Conclusion for The Above Table:
From the above discussion, it can be asserted that while Aztech enjoys robust supply chain management due to
the presence of a widespread multi-national service domain and experienced and efficient team managing the
same, TP-Link enjoys an added advantage in this aspect as the company produces all its components from scratch
and does not outsource any of its manufacturing activities.
1.2 SCM GOALS MODEL (INBOUND LOGISTICS – PROCUREMENT OF RAW MATERIALS AND COMPONENTS)
Fig 2. Porter’s Value Chain
Table 2: Both rivals shares a common vision on the performance in terms of SCM goals through the following
factors:
Factors Aztech Group (Singapore) TP-Link Singapore
Waste
Reduction
 The company abides by the integrated
management system and has already
introduced various environmental
management programmes based on
the requirements of the ISO
14001:2008, which primarily include
monthly management of waste and
chemical resources of the company
(Stadtler 2015).
 TP-Link focusses on sustainable
packaging, thereby making the habit
of recycling a primary activity in the
production process.
Flexible
Response
 Aztech has site specific programs and
resources to respond efficiently to
emergencies situations.
 The response team of TP-Link,
however, is not as efficient as that of
Aztech Group.
Time  The presence of an efficient and  The aspect of time management of

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Compression dedicated supply chain management
team helps the company to ensure
smaller production cycle time,
resource allocation time and other
similar SCM activities.
TP-Link is even more efficient than
that of Aztech as the former does not
outsource any of its manufacturing
activities to other producers (Hugos
2018).
Fig 5. Types of IORs In Supply Chain
Conclusion for the above table & describe the type of IORs of each company:
From the above table, it can be concluded that both the companies have robust frameworks in the aspect of
waste management, time compression and flexible responses, with Aztech enjoying more global exposure and TP-
Link having inhouse production advantage.
1.3 DISTRIBUTION CHANNEL PERFORMANCE – CHANNEL TASKS
Table 3: Types of implementation done to facilitate cost reduction and waste as such:
Factors Aztech Group (Singapore) TP-Link Singapore
Reducing Complexity  The distribution channel is
more widespread and complex
 The distribution channel is
comparatively linear
Increasing Value
 Has more forward and
backward linkages,
contributing in higher value
generation
 Completely inhouse production
system attributes in lesser
value generation
Transaction Efficiency
 Presence of robust and long-
term supply chain relation
helps in increasing transaction
efficiency
 Enjoys comparatively lesser
efficiency in transaction
Quality of Service
 Increasing returns to scale and
waste management
frameworks contributes to
superior quality
 The company also enjoys high
service quality due to its
incorporation of corporate
social responsibility along with
cost effective inhouse
production methods

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Conclusion for The Above Table:
It can be inferred that Aztech’s involves more intricacies and more widespread in nature. On the contrary TP-Link
follows a linear distribution channel.
1.3.1 MULTI-INTEGRATION MAP
COMMUNICATIONS TASK SALES & DELIVERY TASK
Channels
Create
Awareness
Engage/
Generate
Leads
Interact
Build
Relation
Qualify
Leads
Provide
Informatio
n
Submit
Proposal
Negotiate/
Follow-up
Close Sales
Order
Fulfilment
Payment
Support
After-Sales
Sales Rep
Business
Partners
Wholesaler
s
Distributors
Agents
E-
commerce
Conclusion For The Above Table:
Based on the depictions made from the multi-integration map, it can be said that most of the
communication tasks, sales and delivery tasks are performed by the sales representatives of Aztec.

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Table 5: Porter's Value Chain Depicts The Process Flow In The Organisation
Factors Aztech Group (Singapore) TP-Link Singapore
Leadership and Culture
The company enjoys efficient and
productive environment due to the
presence of experienced and multi-
cultural leaders in different
domains
The company is known for highly
motivated leaders and innovative
workers, dedicated in maximising
the sustainability of the company
Data and Information Technology Updated and innovative in this
aspect
Highly innovative production and
operational framework
People Dedicated employees and brand
loyal customers in global scenario
Dedicated employees and
increasing clientele
Conclusion For The Above Table:
Both the companies enjoy considerable share in the electronics market of Singapore owing to their efficient but
structurally different leadership, dedicated employees, incorporation of new and updated technologies and
innovations as well as noticeable share of clientele in the country as well as in the global scenario.
1.4 INTENSITY OF DISTRIBUTION CHANNELS
Aztech Group (Singapore) TP-Link Singapore
The global exposure of the Aztech group, clubbed with
their robust supply chain and backward and forward
linkages lead to the creation of highly intense
distribution channels.
The distribution channels of TP-Link are moderate as
compared to that of the Aztech group.

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Conclusion For The Above Table:
Aztech group enjoys higher intensity in their distribution channels than that of TP-Link owing to their
greater exposure and linkages in the economy of Singapore.

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REFERENCES
Christopher, M., 2016. Logistics & supply chain management. Pearson UK.
Hugos, M.H., 2018. Essentials of supply chain management. John Wiley & Sons.
Jacobs, F.R., Chase, R.B. and Lummus, R.R., 2014. Operations and supply chain management (pp. 533-
535). New York, NY: McGraw-Hill/Irwin.
Stadtler, H., 2015. Supply chain management: An overview. In Supply chain management and advanced
planning (pp. 3-28). Springer, Berlin, Heidelberg.