Continuous Improvement in Public Sector Supply Chains

The assignment delves into the application of continuous improvement methodologies within the context of public sector supply chains. It examines how organizations can effectively manage crises and integrate sustainable practices into their operations. The focus is on analyzing relevant theories, frameworks, and case studies to understand the challenges and opportunities associated with achieving continuous improvement in this domain.

Running head: CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
Crisis Management in Manufacturing Organisations
Name of Student:
Name of University:
Author’s Note:

1CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
Importance of Crisis Management in Manufacturing Organisations:
A crisis is basically a test for any company management team which starts at the top and
is basically used to serve the interests of the management in keeping the organisation viable.
Communicating to the managers at the time of any event that might have any impact on the
business and its customer base is crucial (Mahmood et al. 2016). The concept of crisis
management is a sort of collaboration between different managers until the situation is solved to
a certain degree (Biloslavo, Bagnoli and Rusjan Figelj, 2013). A single crisis can have an
enormous impact on the organisation (Mandorf and Gregu 2014). It can pose a threat to the
employees or in certain cases even lead to closure (Beqiri 2014). Therefore it is necessary for the
manufacturing company managers to adopt crisis management and crisis communication
techniques (Loorbach and Wijsman 2013).
There are a number of threats faced by the manufacturing organisations which are
completely new and unique (Martinez et al 2010). Violent incidents, the breaches of data, natural
disasters and fire constitute the risks to the companies (Beninger 2017). Based on the nature of the
business it might also affect the chance of chemical leaks or explosions, malfunctions of
equipment, vehicle accidents and more (Kwak, Seo and Mason 2017). It is crucial to create
emergency plans for every type of crisis which the business might encounter (Alaarj et al. 2016).
Then there should be the distribution of the plans to the stakeholders (Loorbach and Wijsman
2013). In case an organisation is prepared for any sort of threat encountered the company will be
better equipped to handle emergencies and also well equipped to meet relevant government
regulations (Shaw et al 2007).

2CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
There need to be crisis management plans application which help employees get
immediate access to the relevant resources for emergency (Szwejczewski, Sweeney and Cousens
2016). These help the stakeholder’s report the incident reports through the app (Lu and Taylor
2017). It is obvious that a single manufacturing plan cannot work for any manufacturer. It is
likely that different manufacturing organisations will face different threats and therefore there
need to be multiple versions of emergency plans available (Dey and Cheff, 2013).
The workforce constitutes another innovative characteristic of the manufacturing industry
(Szwejczewski, Sweeney and Cousens 2016). Unlike other businesses the emergency planning
needs to be ensured to remain prepared under all circumstances (Elias and Davis 2017). The
companies need to be prepared for any sort of emergency (Tao et al. 2017). As a result the
complete supply chain will be safe which comprises the assets, the people and also the bottom
line are bound to be safe (Vamsi Krishna Jasti and Kodali 2014). The organisations need to be
prepared for all possible scenarios (Timothy Coombs and Jean Holladay 2014).

3CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
References:
ieeexplore.ieee.org
Mahmood, M.R., Perwez, U.B., Baqai, A.A. and Salam, A.A., 2013, December. Importance of vendor
and manufacturer relationship for effective lean practices. In Design Management Symposium (TIDMS),
2013 IEEE Tsinghua International (pp. 217-224). IEEE.
Mandorf, S. and Gregu, M., 2014, September. The E-business Perspective as a Solution for Inertia against
Complexity Management in SME. In Intelligent Networking and Collaborative Systems (INCoS), 2014
International Conference on (pp. 237-241). IEEE.
emeraldinsight.com
Alaarj, S., Abidin-Mohamed, Z. and Bustamam, U.S.B.A., 2016. Mediating Role of Trust on the
Effects of Knowledge Management Capabilities on Organizational Performance. Procedia-
Social and Behavioral Sciences, 235, pp.729-738.
Beninger, P., 2017. Opportunities for Collaboration at the Interface of Pharmacovigilance and
Manufacturing. Clinical Therapeutics, 39(4), pp.702-712.
Beqiri, G., 2014. Innovative business models and crisis management. Procedia Economics and
Finance, 9, pp.361-368.
Biloslavo, R., Bagnoli, C. and Rusjan Figelj, R., 2013. Managing dualities for efficiency and
effectiveness of organisations. Industrial Management & Data Systems, 113(3), pp.423-442.
Elias, A.A. and Davis, D., 2017. Analysing public sector continuous improvement: a systems
approach. International Journal of Public Sector Management, (just-accepted), pp.00-00.

4CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
Halldórsson, Á., Hsuan, J. and Kotzab, H., 2015. Complementary theories to supply chain management
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management and crisis communication in organizations. Public Relations Review, 38(2), pp.270-279.
Kwak, D.W., Seo, Y.J. and Mason, R., 2017. Investigating the relationship between supply chain
innovation, risk management capabilities and competitive advantage in global supply
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00.
Lu, W. and Taylor, M.E., 2017. A study of the relationships among environmental performance,
environmental disclosure, and financial performance. Asian Review of Accounting, (just-
accepted), pp.00-00.
Martinez, V., Bastl, M., Kingston, J. and Evans, S., 2010. Challenges in transforming
manufacturing organisations into product-service providers. Journal of manufacturing
technology management, 21(4), pp.449-469.
Shaw, D., Hall, M., Edwards, J.S. and Baker, B., 2007. Responding to crisis through strategic
knowledge management. Journal of Organizational Change Management, 20(4), pp.559-578.
Szwejczewski, M., Sweeney, M.T. and Cousens, A., 2016. The strategic management of
manufacturing networks. Journal of Manufacturing Technology Management, 27(1), pp.124-
149.

5CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
Timothy Coombs, W. and Jean Holladay, S., 2014. How publics react to crisis communication efforts:
Comparing crisis response reactions across sub-arenas. Journal of Communication Management, 18(1),
pp.40-57.
Vamsi Krishna Jasti, N. and Kodali, R., 2014. A literature review of empirical research methodology in
lean manufacturing. International Journal of Operations & Production Management, 34(8), pp.1080-
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sciencedirect.com
Loorbach, D. and Wijsman, K., 2013. Business transition management: exploring a new role for business
in sustainability transitions. Journal of cleaner production, 45, pp.20-28.
Tao, F., Cheng, Y., Zhang, L. and Nee, A.Y., 2017. Advanced manufacturing systems: socialization
characteristics and trends. Journal of Intelligent Manufacturing, 28(5), pp.1079-1094.
jstor.org
Dey, P.K. and Cheffi, W., 2013. Green supply chain performance measurement using the analytic
hierarchy process: a comparative analysis of manufacturing organisations. Production Planning &
Control, 24(8-9), pp.702-720.