MEM80112 - Graduate Diploma Materials Supply for Engineering Project

This assignment solution addresses various aspects of materials supply within an engineering or manufacturing context. It begins by identifying sources of information and resources for material procurement, followed by an analysis of required personal and team skills for planning and management. The solution explores professional development, operations management structures, labour distribution, team relationships, and communication lines. It also delves into manufacturing management systems, facility requirements, and safety considerations, including WHS, codes of practice, and risk management. Financial aspects of material supply, engineering approaches, labour distribution, communication procedures, and automation technologies are also discussed. The assignment outlines software options for tracking supply chains and provides detailed explanations of each topic, offering a comprehensive overview of materials supply management.

Industrial Engineering
1

Table of Contents
Part A 3
References 10
Part B 11
References 23
Part C 25
References 31
2

Part A
1. What are the sources of information and resources you could access and use relating to
materials supply? List at least eight
● Tenders and purchasing website. Tenders should be searched and the sections of previous
contracts that were awarded and future opportunities in particular should be checked.
● Assistance, advice and other resources can be provided by the contract officer for these
contracts.
● Departmental experience and information exchange among departments. Advantage
should be taken of previous tender experiences.Research and information that has been
gathered by the agency and other departments of the government should be analysed for
relevant information (Christopher, 2016).
● Databases and registers of suppliers. The commonwealth, state industry departments and
other private sector organisations also hold databases and registers of the suppliers. These
can be accessed for relevant information
● Yellow pages can be browsed to identify potential suppliers, contacts and locations.
● Personal contact with suppliers directly. Personal contact can be made with suppliers to
gather pertinent information butethical standards should be observed while approaching
companies who wish to be suppliers.
● Industry exhibitions. Different organisations hold exhibitions to advertise their products t
potential clients. These exhibitions help companies develop networks with government
buyers and suppliers.
● Specialised publications. These are sources that are readily available on the internet and
offer a variety of information including marketplace environment, product development
and supplier capabilities.
2. How can you identify the personal and team skills which are required for the planning
and management of materials?
3

Identifying personal and team skills is crucial to efficiently manage materials. Development and
performance reviews provide ideal opportunities to discuss and develop personal as well as team
requirements. The basic skills that are required for planning and management of materials are
efficient calculating skills, experience in the field, handling and maintaining interpersonal
relationships with suppliers and maintaining accords with the workforce (Hugos, 2018). Every
role in the field has its own designated job description and a personnel specification. These
requirements for the job need to be identified with the tea and its members. In order to develop
these skill sets the current position of the team and its members need to be identified and current
behavioral trends need to be observed. The gaps that will be identified with this continuous
observation will help in comparing the actual and the required developmental needs.
3. How might you address professional development requirements in the workplace?
After identifying the needs of the whole team as well as its individual members a comprehensive
list should be created that identifies and elaborates on every need that the team and its members
currently have. Both formal and informal training approaches should be considered based on the
requirements. Formal approaches include regular training sessions, development workshops and
regular self examination procedures (Monczka, et al. 2015). Regular workshops and training
sessions revitalise the employees need for self examination. This will help the employee identify
their own personal growth needs which they can then work on and develop on their own accord.
Informal approaches include peer to peer conversations regarding developmental needs, regular
encouragement from management and an open door policy where the employees can approach
the management at any hour regarding workplace requirements and other problems that may
arise relevant to the organisations. A close interpersonal relationship between the workforce and
the management helps in bridging gaps that are otherwise unidentifiable and often
misunderstood.
4. Explain each of the following as they apply to the industry:
a. Operations management structures. Operations management structures are entities that
areadministered in business practices to ensure that the highest level of efficiency is
maintained in all the organs of an organisation. These structures are in place to create the
most efficient form of transaction between the workforce and the management and ensure
that materials and labour are being converted into finished goods as efficiently as
possible.
4

b. Labour and skill distribution. It refers to the efficient and accurate distribution of labour
according to the needs of the organisation. Efficient distribution of labour and skills
ensure that the highest possible productivity is maintained which will ensure
maximisation of profits. It is necessary to identify which skills are essential for what part
of the job and efficient labour distribution will only be possible once the specific skill set
of every employee has been identified by the management.
c. Functional team relationship. This refers to the interpersonal relationship between the
different members of a team. Different members in a team have different professional
requirements and contributions but they are completely interdependent on each other and
thus it is essential to maintain a healthy and functional relationship between members of a
team.
d. Communication and reporting lines. These refer to the different channels of
communication between different teams, departments and organs of an organisation.
Adequate and effective communications need to be in place to ensure that the employees
can remain in contact with each other which will enrich corporation and increase
productivity. Communication between the workforce and the HR department also needs
to be efficient so that discrepancies can be reported effectively and problems can be
mitigated without delay.
5. Identify the manufacturing management systems and philosophies which are relevant to
planning and managing materials supply
Manufacturing management systems are disciplines that define the process in which products
should be manufactured so that maximum efficiency can be achieved in the production process.
The Requirements of the production line are identified first and necessary production qualities
including different components involved are evaluated and necessary measures are then
implemented to supply these required components. Some of the manufacturing management
systems include cost management algorithms, supply chain management, assembly line
management and advanced manufacturing planning. Material supply process includes
transportation planning and delivery options.
6. How can you identify the requirements for facilities plant and services?
The requirements for facilities, plant and services primarily depend on the type of product or
service that is being produced by the organisation. The feasibility of the product both
5

economically and geographically is an important factor in identifying what facilities might be
necessary. The number of staff present will determine the requirement for the plant and services
that needs to be provided. It also depends upon the dynamics of the workforce. Close observation
of the workforce and regular appraisal of there needs will help better identify these requirements
and help manage the services that need to be provided (Mangan, Lalwani, and Lalwani, 2016).
Since these requirements are dynamic and change in accordance with different factors,
mechanisms need to be put in place so regular observations can be maintained.
7. Discuss the following safety requirements to be considered in the workplace:
a. WHS requirements. These requirements are a general overview on making the
workplace safer and healthier. These regulations define the legal responsibilities of the
employer and the standards that a workplace needs to meet in order become a designated
safe zone for employee.
b. Codes of practice. Codes of practice are a standard guide for an organisation to achieve
the health and safety requirements it needs to meet, under legislation and provide with
effective ways to manage safety risks and work health.
c. Regulations. These are rules that an organisation adheres to, to provide their employees
with a set of standard practises that ensure that there health and safety is not
compromised in the workplace (Fredendall, and Hill, 2016). These standards are set by
the company under legal compliance.
d. Standards. These are an abstract set of rules and trends that are set by organisations in
accordance with each other to oversee the welfare of their employees.
e. Regulatory requirements. These are physical requirements that an organisation needs to
provide to its employees in order to maintain the regulations and standards that has been
set by legislation.
f. Risk management. These are standard practices that a company upholds in order to
minimise the risks that are associated with manufacturing and production or service that
the organisation provides
g. Safe work methods statements. It is a document that declares the high risks that are
associated with certain work activities like construction and outlines the hazards that
might arise from performing these activities (Wang, and Cullinane, 2015). This document
also state the measures that are put in place to mitigate such risks.
6

h. Material safety data sheets. These are documents that inform the worker about the risks
associated with working with a particular substance r area in the workplace.
i. Work permits. These are permission slips that allow an organization to operate in a
foreign country. They may also refer to permissions that are given to companies that have
special safety requirements that need to be met. They allow the organisation to meet the
safety standards and regulations.
8. What financial requirements are relevant to materials supply?
Financial requirements relevant to material supply include cost of transportation. Labour costs.
Sost for managing materia while being transported as materials can be susceptible damaged
while being transported. Cost of maintaining the workforce is also relevant in this case. Variety
of transportation tools may be implemented in order to effectively and efficiently transport
materials in order to supply them according to the necessities of the clients.
9. Identify and explain the engineering approaches and processes which underpin project
or manufacture
Some common methodologies include
a. Agile. Where the managers and engineers create an environment where milestones and
achievements are treated as sprints and the goal is to adapt to abrupt changes
continuously.
b. Waterfall. This method includes 4 steps:
Idea Engineering - System Design - Implementation - Testing and Validation -
Maintenance
c. Scrum. This is used to plan the beginning of the project and is based on the agile framework
10. Explain labour and skill distribution
A manufacturing process runs most efficiently when all the members of the workforce work in
positions that are most suitable for there particular skills (Fahimnia, Sarkis and Davarzani, 2015).
This distribution of labour and skill is essential for effective and proper procedures that will be
performed to manufacture a product or service. The process of equating proper workforce for
proper tasks is very dynamic as the needs of the production process are abrupt and uncertain.
Thus there must be a keen observation of the workforce and its needs.
11. Discuss the formal and informal procedures used in the workplace for communications
and information flow
7

Formal channels are predefined channels of communications that are put into place by the
organisation and typically exist between the different positions of the corporate hierarchy or
between inter departmental while informal channels are more rational and are not backed by any
predetermined channels.Formal channels include boardroom meetings, HR meetings, legal
conversations etc. while informal channels include conversations between colleagues,
conversations regarding work at other venues in informal occasions. These conversations though
not predetermined are essential in maintaining interpersonal relationships which ultimately affect
the bottomline of the company.
12. What automation and control technologies are relevant to the supply of materials?
Automation and control technologies are a crucial element of supply of materials. These include
manufacturing chains and supply chains that are completely dependent on automation.
Transporting raw materials required vehicles manufactured according to specific needs (Wang,
Gunasekaran, Ngai, and Papadopoulos, 2016). The manufacturing process is mostly automated
and requires manpower to control these technologies. Packaging in manufacturing industries is
primarily based on automation and every product or service requires specific aspects of
automation for efficient production..
13. Outline the major software options for tracking and managing materials supply chains
Shipping Status tool: these provide real time alerts on all shipping activities. Large companies
generally have to ship products all over the globe and this tool is becoming increasingly popular
for providing accurate details about the shipping procedure (Stadtler, 2015).
Order processing tool: every company requires a toll for order processing and it is essential for
every supply chain. These tools support various functions that include processing the details of
the customer segmenting the locations and assigning proper delivery procedures.
Warehouse management tools: these tools help in the day to day management of the warehouses.
They include supply chain management tools that help in route planning, arrival of shipments
and inventory.
14. Outline the principles of:
a. Value chain management
Segmenting the customers based on their needs into distinct groups and arrange the
supply chain accordingly customising the network of logistics to the needs of the service
and profitability. Observing the market signals and aligning the demands for planning
8

and accordingly adjusting the supply chain and ensuring continuous forecasts.
Differentiating the product to the customer and accelerating the conversation across the
supply chain. Managing the sources of supply strategically so as to reduce production
cost is also considered to be strategic action of output.
b.Current and future state mapping:
Current and future state mapping helps with planning and improve performance. State
mapping serves as a map for planning the future and expecting the possibilities and the changes
of trends in the market. Various tools are implemented and variou statistics a5re taken into
consideration. Both processes are interlinked and try and to map improvements in the value
stream. Current state mapping is essential for calculating the future state and planning
accordingly
15. Identify the technical and business documentation that may impact on the sustainability
of operations, and outline the requirements for, and functions of each identified
This distribution of labour and skill is essential for effective and proper procedures that will be
performed to manufacture a product or service. The process of equating proper workforce for
proper tasks is very dynamic as the needs of the production process are abrupt and
uncertain.Formal approaches include regular training sessions, development workshops and
regular self examination procedures. Regular workshops and training sessions revitalise the
employees need for self examination that will help the employee identify their personal growth
needs which then they can work on and develop on their own accord (Genovese, Acquaye,
Figueroa, and Koh, 2017).The Requirements of the production line are identified first and
necessary production qualities including different components involved are evaluated and
necessary measures are then implemented. Come of the manufacturing management systems
include cost management algorithms, supply chain management, assembly line management and
advanced manufacturing planning. Material supply process include transportation planning and
delivery options (Pettit, Croxton and Fiksel, 2019).
9

References
Christopher, M., 2016.Logistics & supply chain management. Pearson UK.
Dubey, R., Gunasekaran, A., Papadopoulos, T., Childe, S.J., Shibin, K.T. and Wamba, S.F.,
2017. Sustainable supply chain management: framework and further research directions. Journal
of Cleaner Production, 142, pp.1119-1130.
Fahimnia, B., Sarkis, J. and Davarzani, H., 2015. Green supply chain management: A review and
bibliometric analysis. International Journal of Production Economics, 162, pp.101-114.
Fredendall, L.D. and Hill, E., 2016. Basics of supply chain management. CRC Press.
Genovese, A., Acquaye, A.A., Figueroa, A. and Koh, S.L., 2017. Sustainable supply chain
management and the transition towards a circular economy: Evidence and some applications.
Omega, 66, pp.344-357.
Hugos, M.H., 2018. Essentials of supply chain management. John Wiley & Sons.
Mangan, J., Lalwani, C. and Lalwani, C.L., 2016. Global logistics and supply chain
management. John Wiley & Sons.
Monczka, R.M., Handfield, R.B., Giunipero, L.C. and Patterson, J.L., 2015. Purchasing and
supply chain management. Cengage Learning.
Pettit, T.J., Croxton, K.L. and Fiksel, J., 2019. The Evolution of Resilience in Supply Chain
Management: A Retrospective on Ensuring Supply Chain Resilience. Journal of Business
Logistics.
Stadtler, H., 2015. Supply chain management: An overview. In Supply chain management and
advanced planning (pp. 3-28). Springer, Berlin, Heidelberg.
Wang, G., Gunasekaran, A., Ngai, E.W. and Papadopoulos, T., 2016. Big data analytics in
logistics and supply chain management: Certain investigations for research and applications.
International Journal of Production Economics, 176, pp.98-110.
Wang, T. and Cullinane, K., 2015.The efficiency of European container terminals and
implications for supply chain management.In Port management (pp. 253-272). Palgrave
Macmillan, London.
10

Part B
Case 1
Centralized manufacturing structure
In accordance with the centralized manufacturing strategy, one single factory of a firm can easily
reduce the cost of production by using the same equipment, in the production of different
products within the firm. In this way, the cost of production is decreased and the profit margin
increases in a predominant fashion. Centralized Manufacturing strategy is a way through which
the company ensures a centralized manufacturing process which will be used in the production of
the company. It is important to consider that through a centralized manufacturing structure the
decision making process of production rests in the hands of the management. Hence, the decision
making power is limited to the higher management of the firm. Although, the scope of
innovation and creativity is bestowed upon the authority, the following up is implemented into
the production system of the firm by management team (Thomas, 2017).
In regards to the report above it can be seen that Electrolux is following centralized
manufacturing strategy in their production activities. It has been evidently seen that the decisions
of the management are primary in the decision-making process of the company. The decision
making and authorization is limited to the management of the company, which means although
there is a scope of creativity and innovation it has to be authorized by the management.
Through the report it has been identified that the management gives out an effective amount of
inventory and resources to single structure production of dishwasher usage. The Company's
higher management tier is the decision maker, who have the authority to undertake the actual
process of producing the dishwashers. It is important to consider that the employees within the
firm including craftsmen demonstrate the ways in which the product can be manufactured more
efficiently. These demonstrations are observed and then the management makes the decision of
which production process to undertake. This coherently shows that the company uses Centralized
manufacturing structures (Padilla-Melendez, Rosa delAguila-Obra and Garrido-Moreno, 2015).
Under the centralized manufacturing structure, the company has a single structure production
system through which it will produce its products and the system is inflexible as their system is
single and there is one way through which the product is done. Although the scope of innovation
and activity is not limited this ensures that the cost of the product is decreased in a
comprehensive manner. Electrolux also follows a single system of production at one through
11

which it produces its products in the market to meet consumer demands. It is to be mentioned
that through the use of a centralized system the company has very good control over the
production system of the products gives better monitoring and evaluation opportunity to the firm
to optimize the cost of production. Whereas, in the decentralized manufacturing structure the
lower order employees are more involved in the decision making process which increases there
accountability in carrying out different operations to the production system of the firm. Hence
The authorization of decision making is delegated in a prominent manner which cannot be seen
in the production system of Electrolux (Denysiuk, Opryshko, and Strzelecki, 2016).
Electrolux’s Information about their approach towards product demand forecasting
Product demand forecasting is one off of most important activity which is carried out by a
company in order to determine the amount of production which it will have to conduct in the
near future. Electrolux uses the demand forecast strategy under which it first sees its previous
year’s sales and demand and also looks into the current consideration of demand in the market.
After the evaluation they specify objectives of sales which will have to be rendered in order to
fulfill the forecasted sales (Brigham, Ehrhardt, Nason and Gessaroli, 2016). The company set a
margin over the future demand which may occur considering the current situation and in this the
company in a successful manner conduct product demand forecasting and conduct the production
of its product.
Explanation of the methodology used in the case and on whether any other methodology to
analyze the core issue can be applied. Explaining the risk management structure in use at
Electrolux
Now, it has been seen that in the current report the methodology which has been used by the
student is the method of observation and interview which the following conducted by the people
in the manufacturing unit and throw escorts. Through this primary process of research, the
researcher has conducted the research and prepared the report. However, there are other
methodologies which can be used to find about the core issues of the firm. It is to be mentioned
that through the use of survey and secondary sources the researcher would have also gained
knowledge in regards of the core issues The survey was a faster and descriptive manner through
which quantitative data would have been gained using which better results over the recognition
of core issues would have been achieved. Usage of a secondary source of data such as previous
research papers and other documentation should have also been an evident source of information
12