Data Transparency and Reputation Management

This assignment delves into the crucial relationship between data transparency, user trust, and reputation management in digital environments. It encourages critical analysis of how platforms can foster an environment where users feel comfortable sharing personal information while mitigating potential risks to their reputation. The assignment prompts examination of specific conditions that inspire genuine data disclosure and investigates the impact of data sharing on reputational outcomes, emphasizing scenarios where transparency leads to positive results and minimizes harmful consequences.

THEMATIC ANALYSIS OF INVENTORY MANAGEMENT
Key Theme Description Dominant Concepts References
1. Use of technology
in management of
inventory
IT or information technology now
permits companies to convey inventory
records as well as demand economically
and swiftly
Scanners gather data regarding
transactions, and electronic information
exchange lets the sharing of info directly in
every phase of the Supply Chain
Anon (2015)
Setting par levels Inventory control should be stress-free
by establishing ‘par levels’ for every
product.
Par level is the least possible quantity of
products which should be readily available
anytime
2. Risk aversion in
inventory
management
Customary inventory models
concentrate on nonpartisan managers,
i.e., describing renewal systems that
amplify the normal aggregate profit, or
comparable, limit the normal aggregate
cost over an arranged time-line.
Not every inventory manager is neutral to
risk; most of them are keen on adjusting
lower the anticipated profit to lessen a
potential loss.
Aula (2010)
First-in, first-out
(FIFO)
It is a significant code of inventory
control. Essentially, old stock (first-in) is
vented first (first-out), and not the new
inventory.
It is the main key for fresh produce to avoid
the obsolete or expired stock.
3. Organizing
evaluation
Ordering choices and pricing are
established at the start of every
The dominant concept is maximizing the
expected discount or the likely normal profit
Brown (2014)
Page | 1

schemes and
inventory
management
schedule, and every shortage is
accumulated.
on the boundless preparation schedule.
Manage
associates
A measure of success in inventory
control is adapting swiftly; may be a
retailer needs to take back a sluggish
moving product to create space for new
products or re-stock a fast moving
product.
It is significant to keep a worthy relation
with the supplier; they are more keen on
working with that particular merchant.
4. Multi-supplier
inventory modes
in Supply Chain
Management
The key benchmarks for choosing
suppliers are quality, costs, and service
(time of delivery and steadfastness).
Current patterns in provider management
and sourcing amid the previous decade
indicate expanding worldwide sourcing, a
decrease of the supplier base for a solitary
thing, what's more, long-haul associations
with providers rather than spot recharges.
Eyun Jung &‐
Linda (2012)
Eventuality plan Many problems occur concerning
inventory control; such issues weaken
off-handed merchants.
The dominant concept in this theme is to
have a backup plan in case of a random
sales spike, among other issues.
5. Zero-inventory
fundamentals or
Just-in-Time (JIT)
Zero-inventory system or JIT is a perfect
model of Inventory Management where
manufacturers can provide supplies
The dominant concept is delivering goods
Just In Time with 100% stock assurance.
Heaslip (2013)
Page | 2

when needed, at any time and
anywhere needed.
Regular auditing The ordered settlement is important in
inventory management. Mostly, a
merchant relies on reports and software
from the storeroom to recognize items
stocked.
It is essential to ensure that the evidence of
the inventory matches up.
6. Material resource
planning (MRP)
If the final product to be produced is
known, it is also known how much
components and materials are
necessary for producing
A certain product.
MRP indicates the type of material and
quantity to be purchased, bearing in mind
the current inventory levels
Hsu (2011)
Prioritize in an
alphabetical
manner
Certain items require responsiveness
more than other items. Making use of
an A-B-C breakdown to select inventory
control.
The dominant concept is separating items
that need responsiveness from items that
can wait a bit longer.
7. Time-phased
order point
(TPOP) system
TPOP is an automated management
system that designs inventory
requirements in need grouping, time-
staged way to take care of clients and
figure demand as it happens.
Inventory activities are activated by
coordinating supply with the expected
request as it happens in due time.
Jagersma
(2010)
Page | 3

Accurate
estimation
A big measure of worthy inventory
control is correctly forecasting requests
(demand).
There are several uncertainties, but the
dominant concept is to notice the
tendencies in the marketplace.
8. Economies of
scale
Companies hold inventories to influence
reserve funds from unit to value
decrease when buys are made in
volume.
Purchasing materials in bulk save the
company some money.
Brown (2014)
Drop shipping It is a perfect setup from an inventory
control viewpoint.
The main concept is rather than carrying
stock and ship merchandises, the
wholesaler or manufacturer does it through
drop shipping. Essentially, fully removing
inventory control from the enterprise.
9. Balance demand
and supply
Companies hold inventory because
seasons imply that generation should in
some cases be ahead of time of interest
at that point held against that request.
Raw materials may only be available at a
particular time of year.
(Heaslip, 2013)
Maintaining
different levels of
stock
The retailer should choose the
minimum point, maximum point, re-
ordering point, and normal point of
stock to avoid over-stocking or
understocking.
The re-ordering point is in the maximum
and minimum points so that the amount of
stock signified by the change of the re-
ordering and the minimum point is enough
for the demands until replenishment.
Page | 4

10
.
Specialization Completed products delivered by one
association are blended or packaged
with another association to take care of
client orders.
It is better for a company to produce one
type of product to maintain high-quality
standards
(Kim et al.,
2013)
Making an
inventory budget
Organizations with big inventory
necessity usually make procurement
budgets. It ought to be made before
replenishment.
The financial plan for consumable as well as
production stock in addition to capital-
based inventory ought to be made
individually.
11
.
Inventory as a
buffer
Inventory can be held as a cushion
(buffer) in various places in the supply
chain – provider/acquirement,
generation, showcasing, and
dissemination.
A company should maintain adequate levels
of stock.
(Rothaermel,
2013)
Keeping a
continuous
inventory
This is an extra theme for exercising
inventory control; or automated
inventory coordination.
The dominant concept of such an
arrangement is availing information
regarding the amount plus the worth of
inventory anytime.
12
.
Dead-stock Dead-stock occurs when a company
produces obsolete products due to lack
of accurate forecasts.
A company should avoid dead-stock by
selling at lower prices or just recycling the
products
(Rothaermel,
2013)
Putting up a An accurate procurement process The start of purchasing commences after
Page | 5

procurement
process.
should be recognized and then
implemented to guarantee essential
inventory management.
the receipt of a buying request in the
procurement unit.
13
.
The bullwhip
effect
It is one result of getting ready for a
boundless limit, delays caused by an
absence of either information or
inventory at any phase in the process
send signals that there is a lack of work-
in-progress or completed merchandise
of a specific sort.
This prompts generation of an order to
make up the gathered deficiency – and, as
the line of information as well as inventory
holding expand, the issue is worsened.
(Satish &
Rajesh, 2014)
Bulk shipment This technique makes the most of the
idea that it is inexpensive to buy and
distribute items in wholesale. Therefore
a merchant plans to re-order items and
restock his list occasionally.
Bulk shipping is a dominant inventory
control concept, that is implemented for
products having extraordinary demand from
the market.
14
.
Collaborative
Planning,
forecasting, and
replenishment
(CPFR).
It is a procedure empowered by
technology and has principally been
connected in the bundled products
industry.
Enhanced sharing of key business
information, shared foundations and joint
determining/arrangement obligation
(Schwaninger,
2015)
Economic Order The simple choice of EOQ process is A merchant ought to place an order that
Page | 6

Quantity (EOQ)
model
determining the quantity to be
purchased at a specific moment with
the intention of purchasing and delivery
charges may be lessened to the lowest
level.
isn’t too big or minor. The EOQ is the point
of ordering inventory which reduces the
overall charges regarding the inventory.
15
.
Limiting the
blockage of
financial
resources.
It diminishes the superfluous tying up of
capital in overabundant inventories.
The dominant concept is that it enhances
the liquidity situation of a company.
(Watkins et al.,
2012)
Page | 7

Information technology has substantially affected supply chains. Scanners gather deals information at the purpose of-offer, and
electronic information exchange enables this information to be imparted instantly to all phases of the supply chain. The utilization of
these advances, particularly in the basic need industry, has considerably brought down the time and cost to process a request,
prompting noteworthy upgrades in supply chain execution. Because of these examples of overcoming adversity, there is currently a
general conviction inside the business that catching and sharing ongoing interest information is the way to enhanced supply chain
execution. The reason for this examination is to test this conviction by thoroughly measuring the estimation of information sharing
and contrasting this incentive with two different wellsprings of supply chain change: lessening lead times and expanding conveyance
recurrence by diminishing shipment clump sizes.
Customary inventory models concentrate on describing renewal approaches to boost the normal aggregate benefit, or
proportionally, to limit the normal aggregate cost over an arranged time-line. Obviously, this attention on enhancing expected profit
or cost fits for risk-nonpartisan bosses, i.e., inventory administrators that are uncaring to benefit varieties. Not all inventory chiefs
are risk unbiased; numerous organizers are ready to tradeoff bring down expected benefit for drawback insurance against
conceivable misfortunes.
Discussion and Conclusion
The arrangement of the supply chain concerns the coordination and reconciliation of key business exercises embraced by a
company, from the obtainment of crude materials to the circulation of the last items to the client. The basic leadership process in
these exceptionally perplexing and communicating systems can be disintegrated by the time-lines considered. This causes the
accompanying fleeting grouping of the choices/models: key, strategic and operational. Key or long-haul models intend to recognize
Page | 8

the ideal planning, area, and degree of extra interests in organizing systems over a longer timespan extending from 5 to 10 years.
These choices influence the long haul execution of the framework from an outline and arranging point of view.
Short-term operational booking models constitute the other end of the range of arranging models. These models are described by
short time allotments, for example, 1-2 weeks, over which they address the correct sequencing of the assembling undertakings while
representing the different asset and timing limitations.
Despite the way that a single inventory source is sensible for a few settings, in some supply chains, the associations may approach a
minute inventory source, however at a higher cost. In those settings, data sharing may allow the supply chain to better pick when it
should utilize its choice sources. Watkins et al. (2012) found that data sharing is most gainful when the farthest point is not
restrictive; data is critical just if the structure has the versatility to respond to the data. From now on, compelling a cutoff
impediment on the supplier would likely lower the estimation of data in our model.
We have expected that a charitable dictator picks all inventory shipments. This is sensible when the sole objective is constraining
total supply chain cost, so to speak, it does not have any effect which firm settles on the decision. Regardless, in certified supply
chains, the associations will not have comparative targets. Additional exploration is relied upon to choose how the associations will
bear on in those settings. For example, they may pointlessly amass inventory, in this way raising costs for everyone. It is basic to
make sense of which conditions outfit the players with the inspiration to sincerely reveal their private data and on account of
revealing data wipes out ruinous games.
Page | 9

References
Anon., 2015. Amazon.com Announces First Quarter Sales up 15% to $22.72 Billion. [Online]
Available at: http://phx.corporate-ir.net/phoenix.zhtml?c=97664&p=irol-newsArticle&ID=2039598
Aula, P. K., 2010. Social media, reputation risk, and ambient publicity management. Strategy & Leadership, 38(6), pp. 43-49.
Brown, S. A., 2014. Conceptualizing digital literacies and digital ethics for sustainability education. International Journal of Sustainability in
Higher Education, 15(3), pp. 280-290.
Eyun Jung Ki, Linda C. Hon, 2012. Causal linkages among relationship quality perception, attitude, and behavior intention in a membership‐
organization. Corporate Communications: An International Journal, 17(2).
Heaslip, G., 2013. Services operations management and humanitarian logistics. Journal of Humanitarian Logistics and Supply Chain
Management, pp. 37-51.
Hsu, Y., 2011. Design innovation and marketing strategy in successful product competition. Journal of Business & Industrial Marketing, pp. 223-
236.
Jagersma, P. K., 2010. Managing reputation equity. Business Strategy Series, 11(3), pp. 139-144.
Kim MacKenzie, Sherrena Buckby, Helen Irvine, 2013. Business research in virtual worlds: possibilities and practicalities. Accounting, Auditing &
Accountability Journal, pp. 352-373.
McPhee, W. C., 2014. A new sustainability model: engaging the entire firm. Journal of Business Strategy, 35(2), pp. 4-12.
Philip J. Kitchen & Inga B., 2015. Integrated marketing communication: making it work at a strategic level. Journal of Business Strategy, pp. 34-39.
Prakash K. Vel & Ricky S., 20100. Megamarketing an event using integrated marketing communications: the success story of TMH. Business
Strategy Series, pp. 371-382.
Rothaermel, F. T., 2013. Internal Analysis: Resources, Capabilities, and Activities. In: Strategic Management Concepts & Cases. S.l. Mc-Graw Hil.
Satish K. Mittal, Rajesh Pillania, 2014. Business Research in India. Journal of Management Development, pp. 68-74.
Schwaninger, M. D., 2015. Organizing for sustainability: a cybernetic concept for sustainable renewal. Kybernetes, 44(6), pp. 935-954.
Page | 10

Timothy Galpin, J. Lee Whitttington , Greg Bell, 2015. Is your sustainability strategy sustainable? Creating a culture of sustainability. Corporate
Governance, 15(1), pp. 1-17.
Watkins R., Meisers M.W & Visser Y., 2012. A guide to assessing Needs, Tools for collecting information, making decisions and achieving
development results. Washington: World Bank Publications.
Page | 11