Management assignment

Title: Management assignment
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Management assignment
Table of Contents
1.0 Introduction................................................................................................................................3
2.0 Methodology..............................................................................................................................4
2.1 Nature of the proposal............................................................................................................4
2.2 Relevant criticism..................................................................................................................5
2.3 Contextual references.............................................................................................................6
2.4 Future scope...........................................................................................................................7
3.0 Contribution of article................................................................................................................8
4.0 Conclusion.................................................................................................................................8
Reference List................................................................................................................................10
Appendices....................................................................................................................................12
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Management assignment
1.0 Introduction
“Supply chain management”, or as it is commonly known as SCM, can be described as a
process by which a company measures its cost-effectiveness and efficiency of conduction. The
focal point being in the increment of implementation process by the means of seven stipulated
principles are being set. This is instructed by the author of the article by Anderson, Britt, and
Favre in 1997. The substantial research has already been done on the topic, the “The 7
Principles of supply chain management” stands on its own. It has factored in and isolated all
the necessary components that are needed in order to achieve sustainable growth in the supply
management space.
The article righty allocates and addresses key issues in the supply chain framework that might
have been overlooked in previous studies. The identification of these segments can be illustrated
based on the respective functionality and objective semblance.
● Segment-based deconstruction of consumer groups and inclusion of individual segments
among the major ones in a fine-tuned and well-managed manner. The need to manage the
consumer demographic not on a rigid but in a fluid and responsive way is the backbone
that constructs the basis of this proposal. In broader terms, it can be discerned that the
proposal indicates the strategic redistribution priorities and the level of consumer
awareness within the organization’s objectives.
● The restructuring of the logistic network facility is instructed to adhere to the changed
frame of operation of consumer segmentation. The article strikes out the notion that each
industry can invariably follow the same line of networking in terms of stock management
and logistical networks to accommodate a varied demographic of the consumer spectrum.
The article presents the proposal as a logical outcome of the first one.
● Market signal identification has long been a topic of complications for the
manufacturing along with the distribution industry. The individual assessment of market
flow has been met with criticism and factual errors. The article has accurately advised a
proposal of the alignment with the segmentation of the consumer spectrum and set the
estimations not on a singular section but on the overall consecutive chain of activity and
involvement.
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Management assignment
● Product differentiation and conversion across the management chain has been
presented as the next logical step towards the structural reform (Ho et al. 2015).
Depending on the changing demands of consumer it can be assessed that the data
projections and analytics do not hold any account of product specification depending on
the nature of the transaction or the timely purchase patterns.
● Management of supply sources is also considered in the mix to identify any lacks that
could invariably put a strain in the manufacturing process in the progressive stages. It
helps to calculate the material and service cost (Marshall et al. 2015). The relation is put
into perspective in the context of this article.
● Inclusion of technological disruptions for a better understanding of production flow,
sales information and services provided under a singular policy that correlates to the
flexibility of decision and initiatives.
● Multi-platform performance measurements in a varied and diverse production system
are the only means to measure the growth and success ratio. The approach, on the
contrary to many assumptions, is outwards rather than inwards. [Referred to Appendix 1]
2.0 Methodology
2.1 Nature of the proposal
The nature of this article can be assumed to be a theoretical analysis of the scope of the topic
provided. Being the part of a consulting agency the approach to a certain situation is met with a
theoretical approach and then it is contextualized in the light of relevant scenarios (Matthews et
al. 2016). The article, in more than one instance, has presented the situational complication in a
form that is more general in its approach. There are however speculations and observational
analysis on practical application parts where the data log or the business frame of a certain
industry as Grainger, Home Depot, and Wall Mart has been cited to provide context and
legitimacy to the argument. It could also be of importance for some researchers to note the
estimated usage of the supply to market and supply to manufacturer factors, have been conducted
in a conglomerate manner rather than an individual approach. But it can be counter-argued that
the proposal had been published under the ‘article' section and not as a ‘research paper'. The use
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