BSBPRC504 Manage a Supply Chain Assessment

This assessment evaluates the competency of the student in managing a supply chain. It includes identifying organizational objectives, reviewing performance against supply chain strategies, and designing and implementing a supply chain strategy. The scenario involves a supply chain where the key parties are all businesses (B2B) and does not directly involve end consumers. The assessment is established on competency-based principles. The output is in JSON format.

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Unit/s assessed BSBPRC504 Manage a supply chain
Assessment
name
BSBPRC504 Assessment
Type of Assessment
This summative assessment will enable your assessor to make a judgement of competency based on
the submission of your completed assessments against the requirements of the unit/s of competency
in this module.
Benchmark
The Assessment Benchmark developed for each unit of competency is the evidence criteria used to
judge the quality of performance (i.e., the assessment decision-making rules). Assessors use these
benchmarks to make judgements on whether competency has been achieved and to determine if you
have performed to the standard expected to meet the unit requirements.
Reasonable Adjustment
Where appropriate Monarch Institute will allow flexibility in the way in which each unit is assessed
based on the needs of an individual.
Assessment Coding
Assessment of this course is established on competency-based principles:
S = Satisfactory NS = Not Satisfactory
If you fail to perform satisfactorily for the assessment in the prescribed way you may be assessed as
‘Not Satisfactory. You are required to be assessed as ‘Satisfactory’ in all assessments for each unit of
competency.
Re-assessment
Your assessment can be submitted after you have reviewed the learning materials and practiced
enough to feel confident in your resubmission. You have two weeks from your last submission
feedback to resubmit. You are re-assessed in only the areas where your assessor has indicated you
were initially assessed as NS. It is at the assessor’s discretion to re-assess the entire assessment
should an overall understanding not be demonstrated. When you are re-assessed as ‘satisfactory’
after re-submission you will achieve competency for this assessment.
Declaration of Understanding and Authenticity
I acknowledge the assessment process has been explained and agree that I am ready to undertake
assessment. I am aware of where to find the assessor’s feedback for the assessment. I am aware of
the appeals process, should the need arise. I also understand I must be assessed as ‘satisfactory’ in
all parts of the assessment/s to gain an overall competent result for the unit/s of competency. If I am
found to be NS after a second attempt, it is at the assessr’s discretion whether I may be permitted one
final attempt. I am aware that a ‘not competent’ final outcome means I may incur fees for re-enrolment
in the unit/s.
I certify that the attached material is my original work. No other person’s work has been used without
due acknowledgement. I understand that the work submitted may be reproduced and/or
communicated for the purpose of detecting plagiarism. I understand a person found responsible for
academic misconduct will be subject to disciplinary action (refer to Student Information Handbook).
*I understand that by typing my name or inserting a digital signature into this box that I agree and am

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bound by the above student declaration.
Student Name*: Submission
Date^:
Please make sure you use the same name that is in your enrolment documentation, including your
surname.
^If this is a resubmission, you must use your resubmission date. For any re-submission,
please ensure responses are in a different coloured font
instructions:
Complete the Declaration of Understanding and Authenticity (above).
Once you have completed all parts of this Assessment, login to the Monarch Learning Management
System (LMS) to submit your assessment.
In the LMS, click on the link to ‘Submit [assessment name]’ in your course and upload your
assessment files. Click save and then click submitproject.
Please be sure to click ‘continue’ after clicking ‘submit project’.

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Written Assessment
Resources required
From the LMS: Other:
eBook
BSBPRC504 Table for Assessment Q9c
Internet-based research
Scenario
TIGER DRINKS
This scenario involves a supply chain where the key parties are all businesses (B2B) and does
not directly involve end consumers.
You have recently been employed as the Logistics Manager at a growing company called
TIGER DRINKS (“Tiger”). Tiger is headquartered in Victoria and sells imported alcoholic and
non-alcoholic drinks wholesale throughout Australia.
Tiger’s Supply Chain
Company warehouses in Melbourne (Laverton), Sydney (Chullora) and Brisbane (Rocklea)
Main Suppliers:
Alcoholic drinks - EU Products (France) – pallets in containers
Alcoholic drinks – Asia Specialties (Singapore) – pallets in containers
Alcoholic drinks – USA Hospitality Supplies (Los Angeles) – pallets in containers
Warehouse leases – Charterhall& Goodman Group (Australia)
Warehouse MHE –Hyster via Adaptalift Group (Australia)
Warehouse racking – Spaceracks (Australia)
Agency Labour – Superior People
Transport – lead contractor in each state
Electricity – Origin Energy
Office & Warehouse Supplies, Kitchen & Stationery – Officeworks
Imported stock transported via Port of Melbourne in containers.
Customers are all businesses and are a mix of retail stores and hospitality businesses using
Tiger’s websites for all ordering, returns, complaints & feedback. Tiger has a related website
for online sales: www.yourtigerdrinks.com.au
Tiger’s outbound products are all packaged, palletised, and shrink wrapped, with its
customers taking full pallets, except occasionally in promotion periods.
At the end of Q1, Tiger has achieved some of its objectives and is focusing on those that are
below targets, including:
Costs down by 4.1%, 8.5% reduction in corrective actions, 11 of 48 procedures have been

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updated (48 is the annual target), DIFOT 98.7% due to a vehicle breakdown, and the Pull
system & JIT inventory have not been initiated, due to supplier delays.
Management Personnel (extract)
CEO – Bob Cunningman (your manager)
Senior Managers:
Marketing Manager - Sharon Mayer
Procurement Manager – Don Trumpet
CFO – Ka Chung
HR Manager – Dores Revolve
Legal Counsel – Abel Corrs
Logistics Manager – you
Victorian DC Manager – Kerry Wilmar
NSW DC Manager – Simon Livingston
1. IDENTIFY ORGANISATION OBJECTIVES AND THE STRATEGIES TO ACHIEVE
THEM
a) Summarise objectives and strategies
Refer to the information in the Scenario and in the Strategic Plan in Appendix A and
summarise Tiger’s strategies and objectives which apply to its supply chain
management.
The objective of the company Tiger is tobe the premier company dealing in the imported drinks to be provided
to the consumers. Along with this, another objective of the company is to provide good quality produce and
services to the consumers. This is the major objective relating to the business of Tiger. For this, the major
strategies involve a focus on increasing the sales and the number of consumers. Along with this another
strategic objective of Tiger is to decrease cost and attain the performance targets.
b) Comment on possible inconsistencies
Comment on whether you think there are any possible inconsistencies in the
strategies and suggest how the goals could be better described to clarify them and
minimise them working against each other in implementation.
The major inconsistency within the strategies of company is that they have the objective
of decreasing the cost every year which is not possible in actual. Rather than this goal,
the company could have made the goal of reducing the cost by some percentage in a
year. This will be more realistic and will assist in reducing the cost of the production by
some percentage.
2. REVIEW PERFORMANCE AGAINST SUPPLY CHAIN STRATEGIES

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Your eBook contains a 4 step review process in section 1.2, which is summarised below
for you:
1) REVIEW THE PLAN - check that the supply chain strategy is still aligned with
organisational direction and other strategies and valid
2) REVIEW PERFORMANCE - internal and external key performance indicators -
KPIs are usually used in determining if targets have been met or not.
Determine if KPI or other performance measures have been met.
3) INVESTIGATE the causes behind any KPIs or other performance measures
not met.
4) COMMUNICATE & ACT- Decide if the strategy needs to change and have new
sub-goals or if the current strategy is retained and have new actions
developed to address the shortfall. Communicate these with your review to
appropriate management.
You have already completed step 1 in the previous task.
a) Use the information in the Scenario and Appendix A to complete the table below. This
table will demonstrate the quarterly performance (Jan, Feb and March). You will need
to complete the tables marked as “Actual Performance”, “Variation in %” and the
“Comment” column (Complete the green boxes in the table). When calculating the
variance, please ensure that you calculate the quarterly results against the annual
target, shown in the table in the “Annual Target” column.
Example: A target has been set to sell 20 units per year to a customer. The Quarterly
target is 20/4 = 5.
Strategy Activity Performan
ce
Measure
(Target
Performan
ce)
Actual
Performa
nce
Variance Comment
3 Operations –
achieve
performance
targets for
warehousing
& distribution
& improve
operating
efficiencies
through
systems,
procedures
and
behaviours
Project to
implement
Pull supply
chain
systems,
including JIT
inventory
management
Track
project
goals
monthly,
quarterly
and
annually
Not started High
variance
There is a
high variance
because the
tracking of
project till
now have not
been started.
Review
operational
procedures
annually
25% of
procedures
reviewed
and
updated
quarterly
23 % of
the
procedure
were
reviewed
and
updated
2 %
variance
There is just
only 2 % of
the variance
and this
implies that
working is
better but
need to be
improved.

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Strategy Activity Performan
ce
Measure
(Target
Performan
ce)
Actual
Performa
nce
Variance Comment
Improve
compliance
to
behaviours
standards
10%
reduction in
corrective
action
reports by
year-end
8.5 %
reduction
in
corrective
action
report
1.5 %
variance
There is
deviation of
1.5 % and
this is not
good for the
company as
they are not
able to
reduce the
corrective
action report
by the
intended
percentage.
DIFOT 99% 98.7 % 0.3 %
variance
The variance
is very slight
and this
implies that
DIFOT worked
in better
manner.
4 Financial –
decrease
costs every
year and grow
shareholder
value
Decrease
operating
costs by 5%
per year
Decrease
operating
costs by 5%
per year
Decrease
d the cost
by 4.1 %
0.9 % In case of
reducing the
cost as well
there is slight
variance
between the
planned and
actual
performance
which is good
for the
company.
a
b) Using your response to previous task 1 b), complete step 4 of the review process
for Tiger’s supply chain strategies by sending an email to appropriate staff
communicating about your review and any changes.

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Send

To: Staff@tiger
Subject: Communicating review and changes of review process
Quarterly performance of company
This is to bring to your notice that the quarterlyperformance of the company has been
analysed. There have been some of the deviation being found and analysed. With the analysis
of the deviation it is recommended to change the working pattern of the company a little bit.
Please review the attached quarterly performance report of the company and evaluate the
variance. Also, in case of any change please recommend then please mail.
Thank you
TIP:Sending emails - A template has been provided below for you to
complete.
The email will be ‘sent’ when you upload your completed

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3. DESIGN AND IMPLEMENT A SUPPLY CHAIN STRATEGY THAT ADDS VALUE,
INCREASES EFFECTIVENESS AND ACHIEVES ORGANISATIONAL OBJECTIVES
a) In the table below, develop a draft activity that will meet the operational objective.
Make sure you include details for implementing your activity by completing the
columns titled Responsibility, Timing and Performance Measure (complete the green
boxes in the table).
Refer to the Strategic Plan in Appendix A for examples
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures
Strategic Goal 6: Innovation – develop and implement innovation within Tiger Drinks
and with its suppliers
Develop and
implement
innovation
within Tiger
Drinks
The innovation
within Tiger
Drinks is to
use the
biodegradable
beer can
package along
with complete
description on
the label itself
in different
languages.
The
responsibility
is to
research
within the
market
relating to
the various
material
beneficial for
environment
to include in
the
packaging.
3- 4
months
The performance
measure will be to
increase the number of
sales using the
biodegradable cans by at
least 40 %.
b). Gain commitment of stakeholders role play
This is a video assessment activity.
This task is designed to assess your ability to do:
 Greet the CEO and HR Manager appropriately and professionally;
 Describe the initiative,your experience and the reasons why management endorsements are
important;
 Participate in verbal discussion using language, tone and pace appropriate to the audience;
 Two way real time communication with stakeholders to gain their commitment.
Scenario Roles:
This role play has 3 roles:
o You: Logistics Manager
o Bob, Tiger’s CEO (your manager)
o Dores, Tiger’s HR Manager (your colleague)
Scenario:

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You have drafted an activity involving implementing Continuous Improvement (CI) at Tiger to be added to it
Strategic Plan. You have arranged a meeting with your manager, Bob Cunningman and a colleague,
DoresRevolve, the HR Manager, as you know they will be two key stakeholders to gain support from if this
initiative is to be successful.
Role players may improvise as long as the key points are covered. Scripts are a guide for you, with key
messages underlined. For the other role players, it is preferable they use the words shown or equivalent.
Bob and Dores arrive at your office a few minutes after the arranged meeting time (normal) …
You: good evening, everyone please be seated and make yourself comfortable.
[You greet them both and ask them to sit at your meeting table.]
Bob:
Hi (You), I have to make this quick, but I am keen to learn what you have planned.
Dores:
Hi (You)
You: thanks a lot for coming up at such a short notice. Please review these draft and read the
requirement.
I would like to share my initiative relating to continuous improvement with you all.
[You thank them for coming and say you can make it quick. You hand them each a copy of the draft
and ask them to read it and that you will then talk about it.
After about 10 seconds you tell them about your initiative.]
Bob:
What is your experience in implementing CI?
You:I have a pat experience of active participation in the implementation for the continuous
improvement and implementing the changes within the company. Also, I possess a good
leadership skill which is essential for implementing any of the changes within the company and
ensure its successful working.
[You reply … key points to make in your own words:
- you have experience at your previous employer and that you played an active part in the
implementation.
- it’s really important to have visible and strong senior leadership endorsing the initiative for it
to be successful, otherwise there’s a strong risk of a few quick wins and then it may stall.]
Dores:
We’re talking about culture change here, aren’t we? Something that will take time and need to
be led from the top?
You: yes, the cultural change will really bring improvement within the company and this will
improve the working of Tiger. Including the cultural aspect within the working will provide real
benefit to the working of the company. I would like to lead this team and pleasured to invite you
both to attend the launch meeting so show your support in this new innovation.

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[You reply … key points to make in your own words:
- agree and tell them that the real benefits flow when it is part of the culture rather than
being a management “flavour of the month”.
- talk about wanting to pilot it in one team to start and asking both of them to attend the
“launch” meeting as a show of support.]
Bob:
OK, I am sold and happy to endorse and support this. Brief me again when you have a plan for the
pilot. Time for me to go. Bye.
You:thanks a lot Bob for your support.
Dores:
Thanks for involving me. I’ll support this initiative. Let me know more when you are ready.
You:thanks a lot Dores for your support
Your role play activity is now complete.
General instructions:
Students must perform with at least 1 other person. Using just 1 other person to play multiple roles is
completely OK. Alternatively, you can use as many other persons as there are roles.
The other person(s) can play multiple roles except for the role required to be played by the student.
There is no requirement for the other person(s) to be visible in the video, so if your partner(s) would prefer not
to be visible, that’s OK.
The student must be visible throughout the video.
All persons must be audible throughout the recording.
Using a camera phone is often a quick and easy way to record the video.
For the role play, we suggest the following:
 Have a quiet, private space where you can effectively record the video. This could be your spare room
at home, an office at your workplace, or even a study room at your local library.
 Be appropriately dressed.
When you’re conducting the role play, don’t forget about:
 Using appropriate body language and gestures, including eye contact
 Speaking professionally, and at the appropriate pace
 Using plain English
 Listening without interrupting
 Respond appropriately to what is said.
Video recording to be maximum 5 minutes long.
IMPORTANT: All observation points must be marked satisfactory in order for the student to receive an overall
result of satisfactory.
Please note that you will be assessed on the following criteria:
Skill, behaviour or task Satisfact
ory
Not
satisfacto
ry
Comments
Student greets the CEO and HR
Manager appropriately and

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professionally.
This may vary depending on age,
gender and culture of role play
participants.
Student must briefly describe the
initiative and their experience
and the reasons why
management endorsements are
important.
Student must use active listening
skills and if appropriate
questioning techniques and seek
clarification.
Student video shows two-way
real-timestakeholder
communication gaining support
and commitment.
Student participates in verbal
discussion using language, tone
and pace appropriate to the
audience.
Student is visible and audible
throughout the video;
participant/s are audible
throughout the video.
c) Following the meeting with your key stakeholders, write an email to thank them for
attending. In your email briefly summarise your changes to the Strategic Plan
(activity 3a), the outcomes of the meeting and any agreement that was reached
(activity 3b).
Send
 To: Bob
Dores
c. Subject: Thanking note and changes to strategic plan
e. New innovation plan
This mail is to firstly thank you both for making time and interacting with me relating to the new product
or the innovation to be brought. This mail has the new innovation objective and its responsibility being
attached. So please review the attachment and analyse the new idea and innovation of biodegradablecan
TIP:Sending emails - A template has been provided below for you to
complete.
The email will be ‘sent’ when you upload your completed

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of beers. Also, it includes labelling the content on can in different language so that every person can
understand the content and then consume the drink. Once again thanking you for your support and
meeting with me.
Thank you

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4. ASSIGN RESPONSIBILITY TO MONITOR SUPPLY CHAIN STRATEGY TO RELEVANT
PERSONNEL & ALLOCATE SUPPLY CHAIN TASKS TO SELF AND OTHERS
Scenario Update
Tiger is strategically introducing a new range of beer to expand their range – starting with
Mexican beer including XX, Victoria and Tecate (not Corona) – and with them, specially
designed end-of-aisle display stands are being distributed for the promotional campaign.
Image 1 – Dos Equis’s XX beer end-of-aisle display stand
Source: Compelling Beer Stands : Beer Retail Display (trendhunter.com)
Bob has asked you to project manage the supply chain with Sharon supporting.
a) To execute this project within your supply chain operation, you will require the cooperation
of a number of people in related areas of the business. These people will have varying
levels of responsibility to execute their part of the project. You need to identify these
people by role and their task responsibility in monitoring and performing the supply chain
strategy.
Develop a table using the format provided summarising who you would assign key
responsibilities to for monitoring and performing the Strategy activities. Include allocations of
tasks to yourself.
Table Key:
1st Column – lists row number
2nd Column – lists roles of the stakeholders
3rd Column – is where you need to type the matching task row number for each role
4th Column – lists the jumbled-up task responsibilities to be monitored by the roles listed in
the 2nd column.

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Match the task responsibility in the 4th column to the positions listed in 2nd column by taking
the row number of the correct task and copying it into the 3rd column for each of the roles
listed in the 2nd column. Change the format of each of these row numbers to the same format
of their matching task by using Format Painter.
(How to use Format Painter: Select the text that you want to copy the format from by
highlighting it, click on Format Painter from the top menu and then highlight the text you want
to copy the format onto, and MS Word will complete the format change.)
Example of a task assigning, showing what a completed response looks like, but note this
shows an incorrect response, so do not use this assigning in your submission:
Ro
w
#
Role Task
Row#?
Jumbled Tasks
1 Logistics Manager 6 1 Manages Victorian inventory
Complete your responses below in the table below in the 3rd column.
Mexican Project - Project of Roles and Activities:
Ro
w
#
Role Task
Row#?
Jumbled Tasks
1 Logistics Manager 6 1 Manages Victorian inventory
2 Victorian DC Manager 1 2 Manages the Purchasing function,
due diligence, contract formation,
Payment function
3 Purchasing Officer 2 3 Manages the project function in terms
of supply chain and overall co-
ordination & communication
4 Supplier (Promo Kit) of Display
Stands
5 4 Manages the financial process
and project Budget
5 Marketing Manager 7 5 Purchases the Display Stands from
Promo Kit in accordance with the
contract and company policy
6 Procurement Manager 8 6 Supplies Display Stands to Tiger
7 Operational staff 3 7 Arrange delivery of the Display
Stands and promo beer
8 Chief Financial Officer (CFO) 4 8 Approve Display stand design
and assist project manager
b) Allocate these responsibilities by emailing the personnel in one group email, using the
template below
TIP:Sending emails - A template has been provided below for you to
complete.
The email will be ‘sent’ when you upload your completed

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Send
 To: Staff
Subject: Change of responsibility
Responsibility sheet
This mail is to bring to your notice that some of the changes have been made within the roles
and responsibilities of the people. Hence, this mail will share the updated responsibility sheet
which will clear that which employee will be working in what manner. Please review the
responsibilitiesand in case of any confusion please contract directly.
Thank you
c) List some of the advantages and disadvantages of emailing as a group email, rather than
send them individual messages. Minimum 50 words.
The major benefit of emailing as group mail is that it results in fast client communication. This is
particularly because of the reason that same mail need to be send to different people and in case
this also saves time in comparison to the mailing individually.
The drawback of the mailing to group is that it is difficult to interpret the emotion and reply of
different people. This is particularly because of the reason that when mail is sent in group then this
affects the replies as well.

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5. OBTAIN INFORMATION ON THE SPECIFICATIONS OF SUPPLIES
Scenario Update
Supplier Promo Kit emails you the following specifications summary for the new retail display stands:
XX Beer Display Stand
Weight: 42kg
Length: 1160mm
Width: 1200mm
Height-packed: 450mm
Height-setup: 1800mm
Materials: laminated MDF panels (16)
Supply pack: 2 display stands per pack shrink wrapped (950mm high)
You see the email specs and immediately notice that the width of 1200mm is wider than your pallets
(1165mm), meaning the stock will take up 2 pallet spaces in a truck, instead of 1 space, and increase damage
risks.
Send an email to Promo Kit’s manager, Karl Grolsch, asking him a question and request
for him to change something, pointing out at least two risks if nothing changes. Copy
your email to appropriate staff.
TIP:Sending emails - A template has been provided below for you to
complete.
The email will be ‘sent’ when you upload your completed

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Send
 To: Promo kit manager
Cc: Operation manager
Subject: Query relating to specification of display stand
Thanks for the specification which you provided relating to the display stand at such a short
notice. But there is an issue which we are facing that is your stand has a width of 1200 mm
but we have the pallet of 1165 mm only. This implies that the stock will take up 2 pallet
space within truck rather than 1 space. Hence, this will increase the risk of damage. The first
risk which might be faced is the breaking of display stand. In addition to this, another risk is
that when the space will be left then there is possibility that bottle might fell while taking the
other bottle. So I would like you to solve this issue and provide the specification relating to
my requirement.
Waiting for your prompt reply in accordance to our requirement
Thank you

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6. CLARIFY THE AIMS, OBJECTIVES AND PLANS OF SUPPLIERS AGAINST
ORGANISATIONAL POLICIES AND PROCEDURES
a) Aims and objectives of Suppliers
Scenario Update
You get a call from your racking supplier, Spaceracks, where the Sales Manager, Jude Law, says times are
tough for them right now and that he would appreciate having a word with you in private. You have found
him trustworthy before, so you agree and meet in your office later that day.
Jude looks agitated and talks quickly, saying this is off the record, please, and he would really appreciate
your support with the order for racking being brought forward to now to help with cashflow and that if
you were able to do this to at least $40,000 extra value, then he has a mate who could help you with a
home cinema installation. He reckons it could be worth at least $25k for you. Would that be of interest
you? If not, then he entirely understands and nothing more need to be said or done about it.
You did not expect this.
Read the Tiger ABC Policy and Procedures extract in Appendix B and then develop
your response to this task.
i) Describe the actions you would take.
The action to be taken in the present situation is to reject the offer as this is not ethical and
morally correct.
ii) List the sections of the ABC Policy & Procedure which you think have been
breached and what actions TD could take.
The section of facilitation payment is breached and the action which TD can take against this is to
fire the employee
b) Plans of Suppliers
Scenario Update
EU Products, your European drinks supplier: Sales Manager, Claude Tyran, sends an email to Procurement
Manager, Don cc’ing you, stating that they are changing terms with all their customers down to 30 days
payment in 2 months’ time. Don is away this week playing golf.
You know that Tiger is a small customer for them. You also know that Tiger’s policy on payments includes
standard terms of 45 days payment of invoices and that this is in the contract with EU Products, due to
expire in 95 days. Tiger’s procedures include exceptions to this that can only be agreed to after getting
approval in writing from the CFO. Tiger has been a “good” customer, paying on time and growing order
volumes.
Send an email to the supplier to clarify these planned terms change and propose an alternative process,
copying in appropriate staff.

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Send
 To: Supplier and Operation staff
Subject: Information relating to planned changes and proposed
alternative
This mail is written for clearing some of the confusion relating to the payment duration.
Please note that the new duration of the payment is very less and we will try to make the
payment but we are not sure. Hence, for this, we require you to reconsider this, as we are a
good customer for you and clear all the payment on time. So I would like you to recommend
a little modification within your payment. It is recommended to you, to include a grace period
of 10 days as well for the regular and consumers who are paying the amount on time
regularly. Waiting for yourrevert on positive note.
Thank you
TIP:Sending emails - A template has been provided below for you to
complete.
The email will be ‘sent’ when you upload your completed

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7. MONITOR, SUPPORT AND CONTROL THE ACHIEVEMENT OF SUPPLY CHAIN
OBJECTIVES AGAINST COST AND TIMESCALES
Scenario Update
One of the Supply Chain goals is to reduce warehouse costs by 5% within the financial year. You asked your
new Victorian Assistant DC manager, Will, to investigate possible savings. He contacts you and says that
Tiger’s supplier for Pallet Shrink Wrap machines and consumables, Pack Equip Direct, has told him that
there is a new unit available that meets your needs better. Will sends you an email with his calculations of
the savings in time and money.
To: (you)
From: Will Simmonds
Subject: Pallet Machine – estimated savings
(You),
Here’s my summary of the costs and times savings from using the new pallet wrap machine:
Unit Current New Benefits
Pallets per hour 60 90 higher capacity at 2t than current 1.5t so can
take our heaviest
Stretch Film - 400m
25U
$94 $63.80 $16.20/roll or estimated $1,812 savings at
our DC per year
Cost $10,000 $9000 Purchase cost savings of $1,000
Please review and comment.
regards
Assistant DC Manager
Will Simmonds
Monitor, support and control the achievement of objectives’ costs and timescales

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What comments and questions would you ask Will? What has he overlooked and/or
missed doing?
Send a positive and supportive email back to Will with your comments, questions and
instructions.
Send
 To: Will Simmonds
Subject: RE: Pallet Machine – estimated savings
Please note that the new cost saving plan is good but there are some of the issue which have
been missed and I would like to draw your attention towards those issues. Please note that
pallet per hour has been increased and this might affect the usage of machine in negative
manner and can affect the production system to a great extent. So please review the pallet
per hour production and review the whole process and revert.
Thank you
TIP:Sending emails - A template has been provided below for you to
complete.
The email will be ‘sent’ when you upload your completed

Page 22 of 54
8. APPLY PORTFOLIO ANALYSIS TECHNIQUES TO ASSESS RELATIONSHIPS IN
SUPPLY CHAINS IN ACCORDANCE WITH THE SUPPLY CHAIN MANAGEMENT
STRATEGIES
Scenario Update
CEO Bob sends you a table and asks you to assess the relationships with the 4 listed suppliers using Portfolio
Analysis techniques and to then list some actions that you think should be taken to
manage and maintain good relationships with suppliers.
Supplier $ Spend Service/Goods
Asia Specialties <$5million Asian drinks supplier, multi-
year contract
Officeworks $40k Stationary & Kitchen
supplies
Spaceracks <$30k / <$100k Racking repair / supply
Toll <$1million Transport services
nationally, multi-year
contract
Relationship information:
Asia Specialties – very good relationship with Marketing Manager but their Sales Manager is moving on and
replacement unknown
Officeworks – no relationship, transactional online account only, have been some stockouts recently, causing
the office to buy locally at Coles
Toll – overall good relationship, but always some issues
Spaceracks – good relationship, but expensive services for repair to damaged racking
a) Review the eBook section 3.1 on Portfolio Analysis for Supplier Management.
Complete the table below to help you analyse the situation. Based on your analysis
list your recommended actions for each supplier.
Supplier Quadrant Recommended Actions
Asia Specialties Leverage The recommended action is to
communicate that who will be the new
sales manager.
Officeworks Routine The recommended action will be to
build relation with the with the
company.
Spaceracks Bottleneck The recommended strategy will be to
take care of the supplies coming from
here so that there are less damages

Page 23 of 54
Toll Strategic The recommended action is to
communicate in clear and effective
manner so that the work can done in
proper manner.
a) Tiger’s policy regarding contracting out of work via tendering states it can only be
used where these 3 conditions are met:
i. the value of work is above $50,000 per year, and
ii. there is a competitive market of more than 3 providers of the goods or
services, and
iii. there is no existing contract in place
Comment on whether you think tendering would be an appropriate action for any of the
supplies if Tiger decided to change supplier and state your reasons.
In the situation provided, the TD must choose Spaceracks as the suppliers because it has
the value of work within the range of <$30k / <$100k which meets the first criteria.
Moreover, there is no existing contract in place and this will be beneficialas there is good
relation with this supplier.

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9. EVALUATE FINANCIAL, TECHNICAL AND PERFORMANCE DATA OF SUPPLIERS
IN ACCORDANCE WITH SUPPLY CHAIN STRATEGIES
Scenario Update
CFO Ka has asked for your support to evaluate the financial data for 2 key suppliers in order to set reference
average costs for the reporting – benchmark costs. These average costs may be displayed next to actual weekly
data, to highlight any results markedly above or below and encourage investigation of anomalies by his team.
a) Financial - evaluate the financial data of 2 suppliers
Using the extract of Finance weekly reports is shown in the table below, calculate the
average cost and then the 90% average and 110% average and enter the values into the
table.
Comment on whether you think that the average will be a representative and useful
measure for Finance to use in reporting, i.e. is the range in weekly results over the 8
weeks shown narrow enough for averaging?
If the range is too wide for averaging to be used, can you suggest another way to better
highlight the outlier results (complete the green cells)?
Supplier
Weekly Average Delivered Cost per bottle 90% of 110% of
1 2 3 4 5 6 7 8
Averag
e Ave Ave
EU Products $5.21 $7.01 $4.66 $6.83 $5.99 $6.35 $5.32 $5.77
Asia Specialties $4.44 $4.81 $4.39 $4.68 $4.49 $5.00 $4.54 $4.27
TIP Use Excel to do this task by copying the table above into MS Excel and then using
formulas to do the table data for you.
Supplier
Weekly Average Delivered Cost per bottle 90% of
1 2 3 4 5 6 7 8
Averag
e Ave
EU Products $5.21 $7.01 $4.66 $6.83 $5.99 $6.35 $5.32 $5.77 $5.89 5.30325
Asia Specialties $4.44 $4.81 $4.39 $4.68 $4.49 $5.00 $4.54 $4.27 $4.58 4.11975
b) Technical -evaluate the technical data of suppliers
Scenario Update
Don, the Procurement Manager, forwards an email from EU Products which states that they are considering
changing to use Europallets for all their products and that they will arrange for their empty pallets to be
collected. Don asks for your comment.
Prepare information to give to Don by evaluating the technical data involved here.
Use the internet to find out
i. What size are Europallets (LxW)?

Page 25 of 54
ii. What size are Australian pallets (LxW)?
iii. Then, using your own company’s knowledge or the internet, respond to the
following questions:
iv. What operational issues and activities would this change involve for Tiger?
v. Why are Australian pallets the size they are?
i. 1200 * 800
ii. 1165 * 1165
iii. The operational issue and activity used to change Tiger will involve changing the Australian
pallet to Europallet as this is also according to the requirement sent by one of the supplier.
iv. The Australian pallet size than design in order to lift equipment which needs to be used for
safety transporting it and effectively storing the material. Australia is one of the first places
within the world for introducing the standardized pallets. And due to this the Australian
pallets are better.
b) Evaluate the performance of the 3 drinks suppliers
Using the file from the LMS called SBPRC504 Table for Assessment Q9C evaluate the
suppliers by responding to the following questions:
i) Create a table showing the suppliers ratings for delivery performance, price
competitiveness, Product and Industry Knowledge. Give each supplier an overall
quality rating from 1 to 3.
Supplier Delivery
Performance
Price
Competitiven
ess
Product/Industry
Knowledge
Overall
Assessment
Spacerack
s
1 High Yes Good
Toll 2 Medium No Moderate
Officework
s
3 Low Yes Moderate
i. Which supplier is best overall and why?
The supplier which is best is Spaceracks because the price competitiveness is high and this is good for the
company and this will provide better rates to the company.
ii. Which supplier is worst overall and why?
The worst case of supplier is the office works because the delivery performance is not good and also the price
competitiveness is low.

Page 26 of 54

Page 27 of 54
10. IDENTIFY OPPORTUNITIES TO ADJUST SUPPLY CHAIN STRATEGIES TO
RESPOND TO THE CHANGING NEEDS OF CUSTOMERS, SUPPLY CHAIN AND
ORGANISATIONAL OBJECTIVES
Scenario Update
One of Tiger’s biggest hospitality customers, AusHosp Group, has contacted Sharon, the
Marketing Manager, and stated that their reporting will include Sustainability in the next
year’s annual reporting, including what parts their suppliers are playing. Sharon says this
initiative is part of an increasing trend in the industry. She says that the use of glass
bottles and cardboard packaging for most of Tiger’s drinks presents an opportunity to
Tiger.
Identify opportunities to adjust strategies in response to:
a) changing customer needs
i) What opportunity do you think it offers Tiger? Minimum 50 words.
This trend states the opportunity of using packaging which is good for environment that is not use
the packaging material which can harm the environment. This involves using biodegradable
packaging and not the use of glass and paper which can harm the environment and society. Hence,
this opportunity will assist the company in increasing the sales of the company.
ii) Draft an update to the table below to include Sustainability in the Strategic Plan
(Complete the green cells).
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures
Strategic Goal 3: Operations – achieve performance targets for warehousing &
distribution & improve operating efficiencies through systems,
procedures and behaviours
Review and
improve
systems
Project to
implement Pull
supply chain
systems,
including JIT
inventory
management
Operations &
Marketing
By the
end of the
financial
year +1
Track project goals monthly,
quarterly and annually
To work involve
sustainable
working
practices in the
production
system
Production
and operating
By end of
December
By tracking the
sustainability aspect within
the production and
operational process.
Review and
improve
procedures
and
behaviours
Review
operational
procedures
annually
Operations By the
end of the
financial
year
25% of procedures reviewed
and updated quarterly
Improve
compliance to
behaviours
Operations By the
end of the
financial
10% reduction in corrective
action reports by year-end

Page 28 of 54
standards year
Achieve
performance
targets for
distribution
DIFOT Operations Weekly
Reports
99%
b) changing supply chain industry
Digital transformation is affecting every business in supply chains, including Tiger.
Review Tiger’s Strategic Plan to see if there is an Objective and Activity listed for IT or
Digital systems.
Draft an update to the table you completed in a) above to better include IT or Digital
systems in the Strategic Plan.
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures
Strategic Goal 3: Operations – achieve performance targets for warehousing &
distribution & improve operating efficiencies through systems,
procedures and behaviours
To undertake
the
technology
of producing
the
biodegradabl
e packaging
and cans for
beer.
Implement and
install the
technology and
train employees
to work on that
technology.
Production and
IT
In one
month time
Producing the biodegradable
can for beer.
c) changing organisational goals
Scenario Update
CEO Bob comes into your office and says, “How many ideas for improving the business
have come across your desk in the last week?” You think about it and say, “Only one –
getting a new coffee pod machine in the kitchen that actually works! Only joking … I was
talking with …”
Review Tiger’s Strategic Plan to see if the Innovation strategy as it is written now covers
Bob’s intent.
Draft an update to the Innovation strategy table to better include idea generation and
implementation in the Strategic Plan (complete the green cells).
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures

Page 29 of 54
Strategic Goal 6: Innovation – develop and implement innovation within Tiger Drinks
and with its suppliers
Develop and
implement
innovation
within Tiger
Drinks
Develop and
implement
continuous
improvement
(CI) processes in
everyteam
Operations,
with support
from IT
Pilot
active
within 1
month
Organisati
on active
by the
end of the
financial
year
Monthly CI reporting
Development of
the biodegradable
can for storing
beer.
Production and
operation
Within one
month of
duration
Proper production of the
biodegradable cans of beer in
one month duration only.
11. DESIGN AND IMPLEMENT A FRAMEWORK TO PROMOTE COLLABORATION
WITH SUPPLIERS TO ACHIEVE A COMPETITIVE ADVANTAGE
a)Design a framework consisting of a strategy objective with at least 3 sub-goals and
target measures - draft an update to the Innovation strategy table to include
collaboration with suppliers in the Strategic Plan, with timings to be within this
financial year(complete the green cells).
Operatio
nal
Objectiv
e
Activity Responsi
bility
Timin
g
Performa
nce
Measure
s
Strategic Goal 6: Innovation – develop and implement innovation within Tiger
Drinks and with its suppliers
Develop
and
implemen
t
innovatio
n within
Tiger
Drinks
Develop
and
implement
continuous
improveme
nt (CI)
processes
in every
team
Operations
, with
support
from IT
By the
end of
the
financ
ial
year
Monthly CI
reporting
Project to
develop
and
implement
a system to
generate
and
implement
idea to
improve the
business
All
departmen
ts
By the
end of
next
Quart
er
System
developed
,
approved
and
implemen
ted

Page 30 of 54
Develop
and
implemen
t
collaborat
ion with
Tiger
suppliers
to achieve
competiti
ve
advantag
es
Evaluating
the
different
suppliers
Operation
and
production
By the
end of
next
quarte
r
Effective
selection
of the
best
supplier
Deciding for
the single
best
supplier
Operation
and
production
By the
end of
next
quarte
r
Effective
selection
of the
best
supplier
communica
ting with
the supplier
Operation
and
production
By the
end of
next
quarte
r
Effective
selection
of the
best
supplier
b)Implement your part a) strategy and goals by sending an email to CEO Bob with
your proposed update to the Strategy Plan. What role would you want Bob to take?
Include this in your email.
Send
 To: CEO Bob
Subject: Proposed strategy plan
This mail is to bring to your notice that we have the new proposed business innovation of producing
biodegradable beer can so that the environment is not affected. Hence, for this, the strategy plan is being
proposed which outlines the details of the project. The attached email outlines the working activities of
the new innovation. The role which you need to undertake in this innovation is to finalise the working
and implementation of the project. Waiting for your prompt revert.
Thank you
12. CONSULT WITH ORGANISATION MANAGEMENT TO CONFIRM PROGRESS OF
SUPPLY CHAIN ACTIVITIES IN ACCORDANCE TO ORGANISATIONAL
OBJECTIVES
Send an email to your direct report managers, the 2 DC Managers, asking them to
update you with the month-end projects progress status, particularly the Supplier
collaboration initiative. Refer to the updated Strategy Plan content, based on your Q10 &
TIP:Sending emails - A template has been provided below for you to
complete.
The email will be ‘sent’ when you upload your completed

Page 31 of 54
Q11 responses. You want to get feedback from other department managers also, so
include messages for them in your email.
Send
 To: Report managers, DC manager
Subject: Feedback relating to the updated strategy
This mail is to bring to your notice that the innovation of using biodegradable beer can have been made.
Hence, for this, the proper plan has been used and attached in the email. So please review the same and
provide any feedback and suggestion which need to be bring within the plan. Waiting for your feedback
and suggestion.
Thank you
13. REVIEW THE EFFECTIVENESS OF CURRENT RELATIONSHIPS WITHIN THE
SUPPLY CHAIN IN ACCORDANCE WITH THE SUPPLY CHAIN MANAGEMENT
STRATEGY
Scenario Update
Since you have already reviewed supplier relationships, you decide to conduct a
review of current key customer relationships to assess opportunities to collaborate
with one or more major business customers. Your idea is that this should strengthen
the supply chain and better achieve strategic goals in Customer, Operations and
Financials.
You meet with Sharon, Marketing Manager and together develop a short set of survey
questions to be given to Tiger’s major customers. Two weeks later survey results
come back in and are combined with Finance information and Sharon’s rating of the
strength of the relationship Tiger has with them, summarised in the table below:
Custome
r
$m
Annual
%
Growt
h YoY*
Custom
er
Overall
Satisfac
tion
Delivery
Satisfac
tion
Produc
t
Quality
Interes
t in
Collab
talks
(score)
Tiger
rating
of
Rship
AusHosp $7.8 6.3% 9 9 10 Yes (10) Strong
BestHotel
s
$6.2 3.3% 8 9 9 Maybe
(5)
Moderat
e
Convenie
nce Kings
$4.0 8.2% 8 8 9 Maybe
(5)
Moderat
e

Page 32 of 54
* YoY = Year on Year
Review this information and respond to the following questions:
a) Which customer would you recommend be contacted first regarding collaboration,
and why?
The AusHosp must be contracted first as there is strong relation with Tiger and also the annual
amount is very high.
b) Which customer should be the focus of efforts to improve customer service levels
before any talks about collaborating and why?
The Convenience Kingsmust be focused for improving the customer service as this will improve the
working as the growth rate is very high.

Page 33 of 54
14. COMPARE SUPPLY CHAIN MANAGEMENT MODELS TO DETERMINE MOST
APPROPRIATE INFRASTRUCTURE TO SUPPORT ORGANISATIONAL OBJECTIVES
Scenario Update
You know that Tiger’s current supply chain can be described with the following key points:
- Push style supply chain
- EU Products order lead time is 5 weeks
- Asia Specialties lead time is 3 weeks
- USA Hospitality Supplies lead time is 4 weeks
- Customers’ orders are weekly emails with option of rush orders for next day Metro deliveries
- Tiger’s stock levels are high for fast moving lines (popular products) due to the 3+ week lead
times
- Tiger operates all its DC’s directly
- Infrastructure:
- Tiger has leases for its warehouses and either owns or leases its equipment
- Tiger operates all its DC’s directly
- Tiger has outsourced all its transport services as non-core activities
- Tiger uses a Warehouse Management System and Voice Pick technology for
hands free picking, but has no other automation active in its DCs
Comparing Models with their infrastructure (from your eBook)
Infrastructure
Type
Push System or Stage Pull Portion or Stage
Warehouses &
DCs
HIGHER
Stock levels higher at each SC
stage, so needs for storage higher
LOWER
Stock levels lower at each SC
stage, so needs for storage
minimised and can be held by
suppliers
Warehouse
automation
systems
LOWER
Can be used depending on product
range but generally lower usage
HIGHER
Can be used depending on
product range but generally
higher usage
Warehouse
vehicles and
equipment
HIGHER
Generally used but higher usage
with greater storage at each SC
stage
LOWER
Generally used but lower usage
with less storage at each SC
stage
Trucks N/A
Usage does not depend on Model,
but on other factors listed above
N/A
Usage does not depend on
Model, but on other factors
listed above

Page 34 of 54
IT systems,
including
information
flows
LOWER
Depends on other factors but
generally lower usage
HIGHER
Depends on other factors but
generally higher usage
a) Copy your updated Strategic Plan tables showing the additional objectives and
activities you have built up in the previous tasks 10 & 11 here.
Operational
Objective Activity Responsibilit
y Timing Performance Measures
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures
Strategic Goal 3: Operations – achieve performance targets for warehousing &
distribution & improve operating efficiencies through systems,
procedures and behaviours
To undertake
the
technology
of producing
the
biodegradabl
e packaging
and cans for
beer.
Implement and
install the
technology and
train employees
to work on that
technology.
Production and
IT
In one
month time
Producing the biodegradable
can for beer.
Operatio
nal
Objective
Activity Responsib
ility
Timin
g
Performa
nce
Measures
Strategic Goal 6: Innovation – develop and implement innovation within Tiger
Drinks and with its suppliers
Develop
and
implemen
t
collaborati
on with
Tiger
suppliers
to achieve
competitiv
e
advantage
s
Evaluating
the different
suppliers
Operation
and
production
By the
end of
next
quarte
r
Effective
selection
of the best
supplier
Deciding for
the single
best
supplier
Operation
and
production
By the
end of
next
quarte
r
Effective
selection
of the best
supplier
communicat
ing with the
supplier
Operation
and
production
By the
end of
next
quarte
r
Effective
selection
of the best
supplier

Page 35 of 54
b) Based on Tiger’s supply chain, including the hybrid model it uses, and its updated
objectives, what infrastructure recommendations would you make? Hint –
equipment, facilities, IT, etc
The recommended infrastructure suggestion to Tiger Drinks is that they must install the technology
relating to producing the biodegradable beer can.
Along with this, it is also recommended to the company that they must evaluate the labelling
techniques so that proper labelling can be done in proper manner.

Page 36 of 54
15. ASSESS TECHNIQUES TO SUPPORT THE DEVELOPMENT OF INNOVATION IN
THE SUPPLY CHAIN
Scenario Update
Due to the number of projects going on and the lack of time and money to trial an external system
approach, you decide on piloting the following 2 techniques for 4 weeks to see if one or both are
worth continuing as processes to support innovation:
1) Every team has 10 minutes to discuss improvement ideas each week as an agenda item added
to team weekly meetings,
2) A new email address is created, [e-mail], acting as an electronic
suggestion box, with a format to use to help capture the idea and the name and site of the
sender.
The ideas from both sources are reviewed weekly as follows:
Review 1 – you review assessing the idea on general merit, linkages to other projects, and other
aspects and decide if it worth further consideration or not.
Review 2 – local manager of source site of idea reviews it for benefits and costs, using a Tiger
template, and decides if it is worthwhile to create a plan to develop it OR if it scale/capital
requirements mean that a Business Case should be prepared OR it is not worthwhile developing.
The results of the 4 week pilot programs are summarised below:
Techniqu
e
People
Contributing
Number of Ideas Estimate
d Total
Net
Benefits
Estimate
d Total
Time
Saved
Raw
Count
Review
1
Review
2
Meetings 109 51 12 6 $15-30k
per year
8
hrs/week
Emails 16 16 10 7 $40-70k
per year*
TBC
* Capital required
a) List at least 2 reasons for keeping each of the techniques continuing and list any
reasons you can think of against a technique continuing.
The reason for keeping meeting continuing as the method is
 Number of raw count is high
 Total time is also saved.
The reason for keeping email as a method
 People contributing are less and ideas selected are more
 Total benefits are very high.
The reason for rejecting meeting is that in their technique more people are involved and less idea
are generated.

Page 37 of 54
b) If you had to choose one technique only as the more powerful technique longer
term, then which one would you choose and why?
The use of email will be selected because in involves less people, more value idea and more benefits
in terms of money.
16. CONSOLIDATE ANALYSIS AND EVALUATION RESULTS TO IMPROVE FUTURE
SUPPLY CHAIN MANAGEMENT STRATEGIES AND SEEK FEEDBACK FROM
ORGANISATION MANAGEMENT + PRESENT REPORTS ON THE SUPPLY CHAIN
OUTCOMES TO STAKEHOLDERS
a) Report - Write a report describing your review findings in tasks 2 & 8-15 and title
it as
IMPROVING TIGER DRINKS SUPPLY CHAIN
This report needs to focus on the results of the changes made to the supply chain
operation (outcomes) and the planned future changes, not only from a financial
savings perspective, but what you think are benefits for customers, staff, productivity,
efficiency and competitiveness.
This report is required to be a formal report, as this will develop your formal writing
skills. Business reports often use the 3rd person writing style (“It/”They”, “The review
found …”) and you should use that style, rather than the first person style (“I”).
The report needs to contain the following:
 Writing requirements include:
o 7-10pages document including a title page, due to the tables you are likely
to include (tip), with no minimum words required
o Spell check
o Headings: Blue Calibri Bold size 14 font
o Text: Black Calibri size 11 font
o Pages to be numbered
 Sections
o Table of Contents
o An Executive Summary – ½ page
o Introduction that contains a summary of the review activities
o Sections for each of the review categories you select
o Conclusions & Recommendations
TIP Report format for business depends on the organisation you work for … Tiger’s
format is based on the following web resource, noting there is no requirement for
Bibliography, References or an Appendix here:
Writing a Business Report (wgtn.ac.nz)
Executive summary
The current report deals with Tiger Drinks who want to develop its business by bringing in some
innovation. In the present case of company, the proposed innovation is producing the biodegradable
beer cans and include the labelling on the can in different language. The present report outlined all

Page 38 of 54
the aspect relating to this new business concept.
Introduction
Development of the business is essential and the present report on Tiger Drinks is also based on
development and growth of business. This report will outline the new idea for the development of
the business idea and other recommendation relating to the business.
Sections
The proposed idea was to develop and install the technology relating to producing biodegradable
beer cans. This idea was proposed because the consumers need some good packagingother than
glass and paper. Thus, this idea was proposed. Along with this, the different supplier was also
analysed and out of that major focus was led on Spaceracks as this is better opportunity.
Conclusion and recommendation
In the end, it was concluded that the idea of biodegradable beer cans is good and this will beneficial
for the company.
Hence, it is recommended to Tiger Drink that they must install the technology relating to production
of biodegradable cans.
Along with this it is recommended to the company that they must alsoinstall the labelling techniques
such that the labelling is better and this will make the working better.
b) Present your report by emailing it to selected senior management (stakeholders),
seeking their feedback.
Send
 To: Stakeholders
Subject: Review of business report
Please note that this mail is sent to you for sparing some time and analyse the new business innovation
of creating the biodegradable beer can. This is the business innovation which is being proposed within
the business report and all other related aspects. So please review the report and provide your feedback
relating to the viability of the project. Waiting for your reply in approximately 2 weeks.
Thank you
TIP:Sending emails - A template has been provided below for you to
complete.
The email will be ‘sent’ when you upload your completed

Page 1 of 54
APPENDIX A – Extracts of TIGER DRINKS STRATEGIC
PLAN_DRAFT v1.2
MISSION
Our mission is to be the Australia's premier imported drinks company for our customers and
consumers.
VISION
Our vision is to provide high quality products and services to our customers and to be their
preferred supplier.
STRATEGIC GOALS
1. Sales – increase sales to existing customers and to new customers every year
2. Customers – be the preferred supplier for our products to our customers, improving
customer satisfaction
3. Operations – achieve performance targets for warehousing & distribution & improve
operating efficiencies through systems, procedures and behaviours
4. Financial – decrease costs every year and grow shareholder value
5. People – maintain and attract highly trained and motivated staff
6. Innovation – develop and implement innovation within Tiger Drinks and with its suppliers
Extracts of selected Strategies and their sub-goals below:
GOALS, OBJECTIVES AND MEASURES
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures
Strategic Goal 2: Customers – be the preferred supplier for our products to our
customers, improving customer satisfaction
Supply
quality
products to
our
customers
Condition and
appearance of
all product
packaging is
checked before
loading
Operations Every
load,
Weekly
Reports
Zero complaints from
customer on product quality
All customer
complaints are
followed up and
resolved
promptly*
Operations Weekly
Reports
% of customer complaints
resolved within promised
time*
Supply
quality
services to
our
customers
All customer
facing staff to
present
positively and
support
customers
Operations Every
contact,
Monthly
Reports
Customer satisfaction
measured as high using
regular service levels
surveys
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures

Page 2 of 54
Strategic Goal 3: Operations – achieve performance targets for warehousing &
distribution & improve operating efficiencies through systems,
procedures and behaviours
Review and
improve
systems
Project to
implement Pull
supply chain
systems,
including JIT
inventory
management
Operations &
Marketing
By the
end of the
financial
year +1
Track project goals monthly,
quarterly and annually
Review and
improve
procedures
and
behaviours
Review
operational
procedures
annually
Operations By the
end of the
financial
year
25% of procedures reviewed
and updated quarterly
Improve
compliance to
behaviours
standards
Operations By the
end of the
financial
year
10% reduction in monthly
corrective action reports by
year-end
Achieve
performance
targets for
distribution
DIFOT Operations Weekly
Reports
99%
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures
Strategic Goal 4: Financial – decrease costs every year and grow shareholder value
Decrease
operating
costs by 5%
per year
Review
agreements and
seek better
terms
Operations &
Legal
By the
end of the
financial
year
Decrease operating costs by
5% per year
Review costs
weekly and
implement cost
savings
Operations Weekly
Reports
Decrease operating costs by
pro rata 5%pa each month
(5/12s)
Actively
minimise waste
($, time &
resources)
Operations Weekly
Reports
Waste identified, minimised
and reported weekly
Operational
Objective
Activity Responsibilit
y
Timing Performance Measures
NEW!
Strategic Goal 6: Innovation – develop and implement innovation within Tiger Drinks
and with its suppliers
Develop and
implement
innovation
within Tiger
Drinks
(to be
developed)
Develop and
implement
(to be
developed)

Page 3 of 54
collaboration
with Tiger
suppliers to
achieve
competitive
advantages
(NOTE: You (the student) will be developing these for question 3)

Page 1 of 54
APPENDIX B – Extracts of TIGER DRINKS POLICIES &
PROCEDURES
ANTI BRIBERY AND CORRUPTION POLICY ("ABC POLICY") AND PROCEDURES
Message from the CEO
Tiger Drinks Limited ("TD") is committed to conducting its business in a fair and ethical way,
without using unlawful practices to obtain unfair advantages in our business dealings. TD
operates in a global economy in which business ethics now play an increasingly important
role. Bribery and corruption are unacceptable ways of conducting business. Bribes and
corrupt practices are morally unacceptable, as they harm societies in which these acts are
committed and prevent economic growth and development. They are also illegal in most
countries around the world. As an international organisation, we must ensure that we
operate within the laws of Australia as well as the laws of all the countries in which we are
active. Any TD director, officer or employee, or any person performing services on behalf of
TD, who engages in bribery or corrupt practices risks severe consequences for both the
company and themselves, such as prosecution, fines, imprisonment and reputational
damage.
The TD Board of Directors ("the Board") considers compliance with Anti-Bribery & Corruption
laws to be not only a legal requirement, but a reflection of the company's strong business
ethics. The Board is committed to this ABC Policy which will be communicated to all TD
employees and business associates working on our behalf.
Any breach of the ABC Policy will be regarded as a serious matter and may result in
disciplinary action, dismissal or termination of contract.
The ABC Policy is designed to help you to recognise potential bribery and corruption issues,
to give you guidance on acceptable and unacceptable behaviour and to tell you where to go
for further information. Thank you for your support and commitment.
Robert Cunningman
CEO

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Contents
1. WHO DOES THIS POLICY APPLY TO? 2
2. THE TD ANTI-BRIBERY & CORRUPTION POLICY
2
3. WHAT ARE 'BRIBERY' AND 'CORRUPTION'? 2
4. FACILITATION PAYMENTS 4
5. GIFTS AND HOSPITALITY 5
6. DONATIONS AND SPONSORSHIPS 6
7. WORKING WITH GOVERNMENTS AND GOVERNMENT OFFICIALS
8
8. WORKING WITH BUSINESS ASSOCIATES
8
9. DOCUMENTATION AND RECORDKEEPING
9
10. BRIBERY AND CORRUPTION RED FLAGS
9
11. CONSEQUENCES OF BREACHING THIS POLICY
9
12. ASKING QUESTIONS AND REPORTING CONCERNS
9

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1. WHO DOES THIS POLICY APPLY TO?
This policy applies to TD and its subsidiaries, its directors, officers and employees worldwide
("Employees") and any contractors, agents, distributors or other third parties ("Business
Associates") engaged to provide services on behalf of TD.
The ABC Policy is based on internationally accepted best practice guidelines and applies in
all jurisdictions where TD does business. The ABC Policy must be adhered to in all TD
business dealings and transactions in all countries in which TD, our Employees and Business
Associates operate. It applies to all transactions with domestic or foreign government /
public officials and transactions with private companies or persons.
All of TD's Employees and Business Partners are individually responsible for complying with
the ABC Policy and any breach may lead to disciplinary action, dismissal or termination of
contract.
The ABC Policy will be communicated to all Employees within TD and its subsidiaries, as well
as relevant Business Associates.
2. THE TD ANTI-BRIBERY & CORRUPTION POLICY
• TD will not engage in bribery or corruption in any form, whether it involves individuals or
companies in the public or private sector;
• TD will not directly or indirectly accept, request, agree to receive, promise, offer or give
a bribe;
• TD will comply with all applicable anti-bribery and corruption laws in Australia and all
other
jurisdictions in which it operates; and
• TD will not permit Business Associates or any other third parties to pay bribes on its
behalf.
TD prohibits any act of bribery or corruption and applies a "zero tolerance" approach to
violations of the ABC Policy by Employees and Business Associates. Any breach will be
treated seriously and may result in disciplinary action, dismissal or termination of contract.
All TD business activities must be conducted in full compliance with the ABC Policy and all
applicable anti-bribery and corruption laws including, but not limited to, the Commonwealth
of Australia Criminal Code Act 1995, the UK Bribery Act 2010 and the US Foreign Corrupt
Practices Act 1977 (FCPA).
To the extent that laws and regulations in any countries in which TD operates are more
rigorous or restrictive than this ABC Policy, those laws and regulations should be followed.
3. WHAT ARE 'BRIBERY' AND 'CORRUPTION'?
Bribery is:
• the offering, promising, giving, requesting or accepting
• of a payment, inducement, reward or anything of value
• for an act or omission which is illegal, unethical or a violation of our internal policies,
• which is given with the intention of obtaining or retaining business, or an advantage in
the course of business, or with the intention that the recipient act improperly in some
way.

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Corruption is the misuse of public office or power for private gain.

Page 5 of 54
Bribes can be given in many forms and do not necessarily involve payments of cash. A bribe
could be anything
of value, for example:
• Kickbacks - where a percentage from a contract is improperly returned to the person
awarding that contract.
• Facilitation payments or "grease" payments - usually small, non-discretionary
payments to government / public officials to speed up routine administrative processes
(see more on this in section 4 below).
• Inflated charges - where an invoice for supplier services is agreed in excess of
contractual charges and a good or service is provided to an Employee as a gift
• Inflated commissions - where higher than normal commissions are paid as a reward
for improper behaviour
• Political or charitable donations - can be used as bribes, e.g. making a donation to
a political party in exchange for their support for legislation that is favourable to TD's
business or the Australian red meat industry or to a charity which is used to funnel
money to local government officials.
• Excessive or inappropriate entertainment - can be used to influence business
contacts.
• Expensive gifts - can be given to influence the recipient.
It is an offence for companies or individuals to directly or indirectly bribe another person,
receive a bribe or bribe a foreign government official.
To "indirectly bribe another person" involves offering or giving something of value to a third
party acting on your behalf, knowing or intending that the third party will go on to bribe
another.
It is unlawful to offer a bribe, regardless of whether the offer is accepted or the benefit
gained.
Under the UK Bribery Act, a company can be prosecuted for failing to prevent its employees,
or any third party acting on the company's behalf, from paying bribes to obtain or retain
business for the company, or a business advantage for the company.
Some countries have laws (e.g. the US FCPA and UK Bribery Act) which grant prosecutors
authority to prosecute bribery and corruption offences whether the offence occurs within or
outside their borders provided there is some link to the prosecuting jurisdiction.
4. FACILITATION PAYMENTS
A facilitation payment is an unofficial cash payment to a government official, which is
demanded or paid to enable or speed up a routine government process which the
government official is already duty bound to perform, e.g. processing papers or customs
clearance.
Although certain jurisdictions, including Australia and the US, permit facilitation payments in
very limited circumstances, the majority of anti-bribery and corruption laws do not
distinguish between bribes and facilitation payments. TD has adopted the highest
international anti-bribery and corruption standards and therefore facilitation payments are
not permitted.

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• Employees and Business Partners must not, directly or indirectly, offer, promise or give a
facilitation payment to a government official without prior approval of the CEO
• Facilitation payments will only be permitted where a person's physical safety or liberty are
threatened
Where a person's physical safety or liberty would be at risk if a facilitation payment was not
paid, you must:
• as soon as practicable report the request to your immediate manager or General
Manager or
TD contact for Business Associates;
• obtain approval from the CEO or TD's Legal Counsel prior to making any payment if
possible;
• if approval is granted, submit a payment report to TD's Legal Counsel at the conclusion
of the process stating:
o the amount paid;
o date and purpose of payment;
o why the payment was unavoidable;
o recipient of the payment;
o outcome/consequences of the payment.
If it is not possible, due to the threat of physical violence or detention, to seek prior approval
in advance of making payment, you must report the payment and provide the above details
to TD's Legal Counsel immediately thereafter.
5. GIFTS AND HOSPITALITY
TD’s Code of Business Conduct & Ethics permits TD employees and Business Associates to
accept invitations to reasonable corporate events that will help encourage good working
relationships between TD and its suppliers and to accept gifts which are of a nominal value
and which are consistent with normal business practices and/or local customs. However:
• Employees and Business Associates must never use gifts or hospitality to improperly
influence the business decision-making process or cause others to perceive an improper
influence.
• Always follow this ABC Policy when giving or receiving a gift or hospitality. This will
explain what is prohibited and permitted and whether you need permission to give or
accept gifts or hospitality.
• You must never give or accept:
o cash or cash equivalents (see further below)
o loans
o travel and / or accommodation costs for family members
o events or meals where you are not present; or
o gifts or hospitality during periods when important decisions,
regarding the award or retention of business, are being made
• Gifts or hospitality to the value of AUD$75 (or local equivalent) per person may be

Page 7 of 54
given or received without prior written approval.
The cost of any hospitality or gift must be kept within the limits set out above. Where a
proposed gift or hospitality is above the limit, you must seek prior written approval from
your General Manager or seek advice from TD's Legal Counsel. When seeking approval,
you should provide details of the intended recipient(s), the purpose of the gift or
hospitality and the total value of gifts and hospitality provided to that individual in the
last year. General Managers must retain a copy of the request and, if granted, their
approval.
It is important to consider that a bribe could be made up of many small gifts or many
occurrences of providing hospitality over a period of time.
TD recognises that certain of the jurisdictions it operates in have a cash culture where,
for example, travel costs for attendees at seminars or workshops are required to be paid
in cash. Please refer to the [Cash Payments Policy for your jurisdiction] to determine the
circumstances in which such cash payments are permitted.
You must not try to hide improper gifts and hospitality by giving or receiving them
through a third party.
The occasional acceptance or offer of modest gifts and hospitality may be a legitimate
contribution to good business relationships. There may also be times when refusing to
accept gifts or hospitality or declining to provide them would be considered impolite, e.g.
where it is local custom. Notwithstanding this, you must comply with this ABC Policy.
You should consider the following questions before accepting or offering a gift or
hospitality:
• Could my acceptance or offer lead to an obligation on TD, or imply such an
obligation?
• Is this gift or hospitality event a 'reward' for the award or retention of business or a
business advantage for TD or its members?
• Does the gift or hospitality seem to be excessive or expensive in any way?
• Am I likely to breach any applicable laws?
• Would I or TD be embarrassed if this gift or hospitality were to be reported in the
press?
If the answer to any of these questions is yes, the gift or hospitality should not be offered
or accepted. If you are in doubt, you should refuse to make or receive the gift or
hospitality and/or seek advice from TD's Legal Counsel.
6. DONATIONS AND SPONSORSHIPS
• All TD sponsorships must be approved in writing by the CEO in advance.
• TD prohibits its Employees and Business Associates from making donations to political
parties or individual politicians on its behalf.
As bribes can be concealed in the form of charitable, political, educational or other
donations or sponsorships, you must not agree to make such payments on behalf of TD
unless you have prior written approval as set out above.
Sponsorships must only be made to organisations and not to an individual.
Prior to awarding sponsorships, research must be carried out to ensure that the

Page 8 of 54
organisation is registered as a corporate entity under the local country's laws, or is
otherwise a legitimate entity. Due diligence must also be undertaken on the organisation
itself and on its managers and representatives. The findings of such due diligence should
be included in the project documentation when seeking approval for the sponsorship.
Details of all sponsorships must be documented and processed through SAP for approval
prior to payment being made.
We recognise the right of Employees and Business Associates as individuals to make
political and charitable donations and sponsorships. This is permitted, subject to making
it entirely clear that your donation is personal in nature and not made as a representative
of TD, and that your views and actions are your own. In addition, individuals are asked to
give consideration to potential conflicts of interest in their professional capacity and their
personal affiliations to political parties, charities or sponsorship beneficiaries.
7. WORKING WITH GOVERNMENTS AND GOVERNMENT OFFICIALS
• Whenever TD deals with any national or local governments, government agencies,
government or other public officials or public international agencies, our Employees and
Business Associates must apply the highest ethical standards and comply with all
applicable laws.
• Improper or secret payments or improper transfers of any value (including 'facilitation
payments') made to government officials are prohibited.
• Improper payments or transfers of items of value made through intermediaries, or to a
third party, while knowing that all or a portion of the payment will go directly or indirectly
to a government official are prohibited.
• No one acting on behalf of TD should exert, or attempt to exert, any improper or illegal
influence on government officials.
• If asked to provide information in connection with a government or regulatory agency
enquiry, you must always seek advice before responding and then ensure that all
information provided is truthful and accurate.
You should take extra care when dealing with government officials. It is against our ABC
Policy to bribe any government official anywhere in the world. Most countries in the world
have made it an offence to bribe their own government officials; many have also made it
an offence to bribe a foreign government official. Under UK legislation, the definition of
bribery includes a person making a payment with the intention of "influencing" a foreign
government official, in their capacity as a government official, with the intention to obtain
or retain business or an advantage in the course of business. This is a very low threshold
- there is no requirement that the person paying the bribe intends the government official
to act "improperly" in any way.
A “government official” is defined as:
• an officer or employee of a government or any department, agency or instrumentality
thereof, including anyone who holds a legislative, administrative or judicial position of
any kind, whether elected or not, or who exercises a public function for or on behalf of a
country or territory or for any public agency or public enterprise of a country or territory
(e.g. civil servants, local government and the armed forces);
• an officer, agent or employee of a “public international organisation” (e.g. the United
Nations, the
World Bank, the European Commission);

Page 9 of 54
• any person acting in an official capacity for or on behalf of any government (or any
department, agency or instrumentality thereof) or any public international organisation;
• an employee of a company or other business entity in which a governmental body has
an ownership interest and / or over which such governmental body may, directly or
indirectly, exercise a dominant influence (e.g. state owned commercial enterprises);
• a political party or a member of a political party or a candidate for political office; and
• any person known or suspected to be a close family member or associate of any of the
above, or companies who are controlled by close family members or associates of any of
the above.
8. WORKING WITH BUSINESS ASSOCIATES
• TD expects Business Associates to adopt a "no bribes" policy and to comply with this ABC
Policy when conducting business on TD's behalf.
• TD forbids Business Associates and Employees from using third parties to undertake any
activity which they are prohibited from engaging in under the ABC Policy.
• Prior to engaging Business Associates, due diligence must be performed to assess the
bribery and corruption risk of working with them (see further below).
• Business Associates should be supervised and monitored to ensure they are complying
with the AB Policy. Where breaches are identified, immediate remedial action must be
taken. This may require termination of the relevant contract.
• Payments must never be made through or to a Business Associates if you know or suspect
that all of part of the payment will be used for a purpose which violates the ABC Policy.
• You must not allow Business Associates to represent TD in high risk situations without
proper supervision, e.g. in dealings with government officials.
When undertaking due diligence on Business Associates prior to engagement, you must
assess whether they:
• have any record or a reputation for corruption, including whether they are being
investigated o prosecuted for any corruption-related offence, or have been convicted /
sanctioned for such an offence
• have a reputation for corruption
• have been disbarred from practice, if the third party is a lawyer or other professional, or
• are related or closely connected to a government official who will be involved with, or can
influence the process for which, the third party has been engaged.
When engaging a Business Associate to act on behalf of TD:
• compliance with the ABC Policy should be made a condition of the contract of engagement
• payments, especially commission based payments, must be reasonable and accurately
reflect the value of the services to be provided by the Business Associate
• the Business Associate should have a proven track record in the business discipline and
geographical location concerned
• we should know whether the Business Associate has any connections to government or
government officials
• the services to be rendered by the Business Associate must be legitimate, and the nature
of the services, as well as the price, must be accurately described in a written contract
• consideration should be given, together with TD's Legal Counsel, to the content of the
written contract, which may need to include provisions such as: covenants and
undertakings from the Business Associate that it will not engage in bribery or corrupt
activity; reasonable access for TD t the Business Associate's books and records; annual
compliance certifications; payment restrictions termination rights; and covenants that the
Business Associate will indemnify TD from breaches of applicable anti-bribery and
corruption laws, if allowed by such laws, and

Page 10 of 54
• payments should not be made to unnamed accounts or offshore locations unconnected
with the Business Associate or the country where the work is carried out, unless there are
genuine and legitimate reasons for doing so.

Page 11 of 54
9. DOCUMENTATION AND RECORDKEEPING
Many businesses have faced sanctions in the past for offences such as failing to maintain
accurate books and records, for false accounting and for misleading auditors. If a bribe is
described as a "consultancy payment", this in itself could constitute an offence, leading to
significant fines for TD.
• TD requires all of its businesses to maintain accurate books and records.
• Accurate and complete records of all business transactions must be kept:
o in accordance with generally accepted accounting principles and practices,
o in accordance with TD’s accounting and finance policies, and
o in a manner that reasonably reflects the underlying transactions and events.
It is the responsibility of all Employees to ensure that all business transactions are recorded
honestly and accurately and that any errors or falsification of documents are promptly
reported to the appropriate member of the senior management team of the relevant TD
entity and corrected.
10. BRIBERY AND CORRUPTION RED FLAGS
The following 'red flags' are some common indicators of bribery and corruption (note, this
list is not exhaustive):
• A request for abnormal cash payments
• Pressure exerted for payments to be made urgently or ahead of schedule
• Requests for commission payments which do not match the level of services being
provided by Business Associates
• Payments being made through unrelated third parties / offshore countries / family
members
• Expensive gifts being given or received
• A colleague who is reluctant to take time off (even if ill) or who insists on dealing with
specific Business
 Associates him / herself - they may be worried that improper activity or an improper
business relationship will be uncovered if someone else takes over their workload
• Abuse of the decision-making process or delegated powers in specific cases
• The failure of government officials or customers to follow their own required
processes (including contracting processes) when contracting with TD
• Invoices being agreed to in excess of contractual terms without reasonable cause
• Missing documents or records regarding meetings or decisions
• Internal procedures or guidelines not being followed
• Making funds available for high value expenses relating to Business Associates e.g.
charities or school fees.
11. CONSEQUENCES OF BREACHING THIS POLICY
If you fail to follow the ABC Policy, you put yourself, your colleagues and TD at risk, and your
act or omission may result in disciplinary action, dismissal or termination of contract.
If a supplier or Business Associate breaches the ABC Policy, then TD may terminate contract
and report the incident to authorities.
In addition, you and TD could be committing a serious criminal or civil offence, which may
result in a large fine for TD, confiscation of assets and imprisonment or a fine for you and
anyone else involved.
12. ASKING QUESTIONS AND REPORTING CONCERNS
If you have any queries in relation to the ABC Policy or the applicable laws, please contact:
• a Manager;
• the HR Manager;

Page 12 of 54
• TD's Legal Counsel
• the Company Secretary; or
• the CEO.
If you suspect, or believe that the Code of Business Conduct and Ethics or the ABC Policy
has been, or is being breached, you have an obligation to report your concerns to someone
who can deal with the situation. Youmust not ignore your concerns. Immediately contact:
• a Manager;
• the HR Manager;
• TD's Legal Counsel'
• the Company Secretary; or
• the CEO.
If you do not wish to report directly to the individuals listed above, you are able to make a
report to TD's independent and confidential external whistleblowing hotline called STOPline
(please refer to the Whistleblowing Policy for more information).
Your concerns will be taken seriously and investigated quickly. Where permitted by local
law, your anonymity will be protected if you wish. You can be absolutely sure that TD will
not tolerate retaliation directed against anyone who makes such a report. We will protect
anyone who makes a legitimate report. However, anyone who files a knowingly untrue
report for illegitimate purposes or to threaten or damage any employee's reputation, will be
subject to disciplinary action.
All significant issues will be reported to the CEO, who will report any material breaches to
the Audit & Risk Committee of the Board.
(This policy and procedure document has been based on an AML document.)