Managing Operations and the Supply Chain
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This report discusses the significance of operations and supply chain management in an enterprise and focuses on the case study of Avaya, a company that underwent digital transformation to improve its supply chain. It covers the overview of Avaya, its key products and services, main customers, and the development of Industry 4.0. The report also highlights the changes that occurred within Avaya as a result of digital transformation.
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Managing Operations
and the Supply Chain
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Table of Contents
INTRODUCTION...........................................................................................................................1
1. Information about Organisation...................................................................................................1
1.1 Key Products or Services.......................................................................................................1
1.2 Main Customers.....................................................................................................................2
2. Development of Industry 4.0.......................................................................................................2
2.1 Concept of Fourth Industry 4.0..............................................................................................2
2.2 Origin of Industry 4.0............................................................................................................4
2.3 The Development of Industry 4.0..........................................................................................4
3. Avaya at Industry 4.0...................................................................................................................5
REFERENCES................................................................................................................................7
INTRODUCTION...........................................................................................................................1
1. Information about Organisation...................................................................................................1
1.1 Key Products or Services.......................................................................................................1
1.2 Main Customers.....................................................................................................................2
2. Development of Industry 4.0.......................................................................................................2
2.1 Concept of Fourth Industry 4.0..............................................................................................2
2.2 Origin of Industry 4.0............................................................................................................4
2.3 The Development of Industry 4.0..........................................................................................4
3. Avaya at Industry 4.0...................................................................................................................5
REFERENCES................................................................................................................................7
INTRODUCTION
Operations as well as supply chain management are regarded as two of the most crucial
aspects of an enterprise. In this regard, operations deal with design and execution of production
and associated activities within the confines of an enterprise (Modak and Kelle, 2019). Apart
from this, supply chain management is considered as a strategical approach which is comprised
of the management as well as movement of raw materials within an entity. It can be deciphered
as the procedure that involves the final stipulation of organisational offerings to customer
(Mackay, Munoz and Pepper, 2019). SCM takes into account raw material storage, WIP stock
and finished products from the place of origin to location where it is consumed.
The following report is based upon the case study of Avaya which transformed its way of
managing the supply chain as a result of digital transformation. Avaya is a famous company
functioning within communication services and offering a wide range of products and services
associated with the concerned sector. This report comprises of overview of company, its
offerings and main customers. Also, it constitutes development of Industry 4.0 and the overall
procedure charting its evolution. Lastly, it constitutes the changes taking place within the
organisation as a result of digital transformation.
1. Information about Organisation
Avaya is a well renowned multinational company engaged in business communication,
especially contact center, unified communication and associated facilities. It is operating within
the confines of communication sector. It serves companies at over 220000 places across the
globe. This entity is ranked No. 1 in CC and No. 2 in UC as well as collaboration (OUR
COMPANY, 2019).
1.1 Key Products or Services
Avaya is a globally renowned and valued corporation dealing in a wide variety of
products as well as services. In this regard, one of its key products include unified
communications which is inclusive of calling, collaborations, meetings, services and
subscription option (Products & Solutions, 2019). Yet another key product offered by this
enterprise in market place is contact center which is inclusive of digital channels, workforce
engagement, agent desktop, AI, mobility, services and subscription options. One of the most
apparent offerings of this communication company is phones and devices which are inclusive of
1
Operations as well as supply chain management are regarded as two of the most crucial
aspects of an enterprise. In this regard, operations deal with design and execution of production
and associated activities within the confines of an enterprise (Modak and Kelle, 2019). Apart
from this, supply chain management is considered as a strategical approach which is comprised
of the management as well as movement of raw materials within an entity. It can be deciphered
as the procedure that involves the final stipulation of organisational offerings to customer
(Mackay, Munoz and Pepper, 2019). SCM takes into account raw material storage, WIP stock
and finished products from the place of origin to location where it is consumed.
The following report is based upon the case study of Avaya which transformed its way of
managing the supply chain as a result of digital transformation. Avaya is a famous company
functioning within communication services and offering a wide range of products and services
associated with the concerned sector. This report comprises of overview of company, its
offerings and main customers. Also, it constitutes development of Industry 4.0 and the overall
procedure charting its evolution. Lastly, it constitutes the changes taking place within the
organisation as a result of digital transformation.
1. Information about Organisation
Avaya is a well renowned multinational company engaged in business communication,
especially contact center, unified communication and associated facilities. It is operating within
the confines of communication sector. It serves companies at over 220000 places across the
globe. This entity is ranked No. 1 in CC and No. 2 in UC as well as collaboration (OUR
COMPANY, 2019).
1.1 Key Products or Services
Avaya is a globally renowned and valued corporation dealing in a wide variety of
products as well as services. In this regard, one of its key products include unified
communications which is inclusive of calling, collaborations, meetings, services and
subscription option (Products & Solutions, 2019). Yet another key product offered by this
enterprise in market place is contact center which is inclusive of digital channels, workforce
engagement, agent desktop, AI, mobility, services and subscription options. One of the most
apparent offerings of this communication company is phones and devices which are inclusive of
1
desktop phones, wireless handsets, conference phones, multimedia devices, video systems,
huddle rooms, headsets and subscription option (Products & Solutions. Overview, 2019).
In addition to the product categories, Avaya also deals in stipulation of a number of
services such as consulting, cloud, support, learning and design & integration (Products &
Solutions. Overview, 2019).
1.2 Main Customers
Avaya provides its products as well as services to a wide variety of corporate sectors such
as manufacturing, HSC, BPO, education, retail, travel and tourism, governmental agency,
pharmaceutical, hospitality, financial and many more. Across the globe, a number of companies
ranging on the basis of their types make use of Avaya's products and services. Some of the well
renowned corporations which takes into use OneCloud solutions of this organisation are
Datamark Inc., Marine Rescue Technologies and Olitel. The offerings of Avaya provide aid to
these entities in delivering enhanced customer services at market place and deriving maximum
satisfaction from them.
2. Development of Industry 4.0
2.1 Concept of Fourth Industry 4.0
In the modern era which is influenced by extensive rivalry created as a result of existence
of large number of top notch companies, it is essential for companies to focus upon generation of
value for customers (Banks and Stanton, 2016). This will provide aid to the companies in staying
ahead of competitors present at market place and ensuring sustainability for a long period of
time. The present era gives a number of choices of merchandise to customers to select from, yet
their needs and wants remain unsatisfied (Lai, Sun and Ren, 2018). This gave rise to the concept
of personalisation of offerings, which is inclusive of correspondence, interrelation as well as
exchange of information (What is Industry 4.0—the Industrial Internet of Things (IioT)?, 2019).
This can take place just with the management of Big Data that provides access to corporation to
build long term relations with customers and retain them for long run (Ziebart and Rover, 2014).
Industry 4.0 takes into account the Big Data for generation of value by integration of companies
and production procedures, inclusive of all of the facets of supply chain. This reflects that the
concept of Fourth Industry is majorly based upon the accumulation of corporate activities and
industrial offerings by taking into use a remarkable and extraordinary networking system
(Rebolledo-Mendez and et. al., 2014). This system is mainly dependent on usage of some key
2
huddle rooms, headsets and subscription option (Products & Solutions. Overview, 2019).
In addition to the product categories, Avaya also deals in stipulation of a number of
services such as consulting, cloud, support, learning and design & integration (Products &
Solutions. Overview, 2019).
1.2 Main Customers
Avaya provides its products as well as services to a wide variety of corporate sectors such
as manufacturing, HSC, BPO, education, retail, travel and tourism, governmental agency,
pharmaceutical, hospitality, financial and many more. Across the globe, a number of companies
ranging on the basis of their types make use of Avaya's products and services. Some of the well
renowned corporations which takes into use OneCloud solutions of this organisation are
Datamark Inc., Marine Rescue Technologies and Olitel. The offerings of Avaya provide aid to
these entities in delivering enhanced customer services at market place and deriving maximum
satisfaction from them.
2. Development of Industry 4.0
2.1 Concept of Fourth Industry 4.0
In the modern era which is influenced by extensive rivalry created as a result of existence
of large number of top notch companies, it is essential for companies to focus upon generation of
value for customers (Banks and Stanton, 2016). This will provide aid to the companies in staying
ahead of competitors present at market place and ensuring sustainability for a long period of
time. The present era gives a number of choices of merchandise to customers to select from, yet
their needs and wants remain unsatisfied (Lai, Sun and Ren, 2018). This gave rise to the concept
of personalisation of offerings, which is inclusive of correspondence, interrelation as well as
exchange of information (What is Industry 4.0—the Industrial Internet of Things (IioT)?, 2019).
This can take place just with the management of Big Data that provides access to corporation to
build long term relations with customers and retain them for long run (Ziebart and Rover, 2014).
Industry 4.0 takes into account the Big Data for generation of value by integration of companies
and production procedures, inclusive of all of the facets of supply chain. This reflects that the
concept of Fourth Industry is majorly based upon the accumulation of corporate activities and
industrial offerings by taking into use a remarkable and extraordinary networking system
(Rebolledo-Mendez and et. al., 2014). This system is mainly dependent on usage of some key
2
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elements or technological advancements of Fourth Industry, namely, System Integration, IoT,
Cloud Computing, Cyber Security, Big Data etc. (Copacino, 2019) With the incorporation of
such technologies into manufacturing procedures, entities would aim at development of an
integrated working system (Copacino, 2019). Hereby, one of the most important outcomes is for
customers who would have the access to view information about products from any part of the
world at any point of time. Consecutively, the second outcome of this would the development of
Smart Factory by way of digitalising of production procedures (Turner, Aitken and Bozarth,
2018). The successive results would be witnessed in terms of disruption of business models and
creation of smart offerings (through the usage of processors as well as sensors).
(Source: https://www.i-scoop.eu/industry-4-0/)
3
Illu
stration 1: Components of Industry 4.0
Cloud Computing, Cyber Security, Big Data etc. (Copacino, 2019) With the incorporation of
such technologies into manufacturing procedures, entities would aim at development of an
integrated working system (Copacino, 2019). Hereby, one of the most important outcomes is for
customers who would have the access to view information about products from any part of the
world at any point of time. Consecutively, the second outcome of this would the development of
Smart Factory by way of digitalising of production procedures (Turner, Aitken and Bozarth,
2018). The successive results would be witnessed in terms of disruption of business models and
creation of smart offerings (through the usage of processors as well as sensors).
(Source: https://www.i-scoop.eu/industry-4-0/)
3
Illu
stration 1: Components of Industry 4.0
2.2 Origin of Industry 4.0
Industry 4.0 owes its origin to Germany which even witnessed one of the biggest
evolutions in terms of production revolution (Ganescu, 2012). This is regarded as an initiative
undertaken by the government of Germany with a view to illustrate the industrial changes and
ensuring maintenance of leadership within the confines of global manufacturing sector (Haniff
and Caldwell, 2019). Industry 4.0 basically originated as a result of development of a smart
factory whereby the operations would be automated with a view to attain operational excellence
and efficiency at all times (Yawar and Seuring, 2019). The focal point of such smart factory was
exchange of data taking place between machines and human separately (M2M and C2C
respectively) as well as between a human and machine (Earley, 2015).
Figure 1: Industry 4.0
(Source: http://www.leisenberg.info/2017/06/16/digital-transformation-industry-4-0-and-the-
internet-of-things-attempt-of-a-clarification-for-smes/)
2.3 The Development of Industry 4.0
The execution of Industry 4.0 is still going on. Its development is taking place via the usage of
some of the most revolutionary technologies like IoT, IoS, Cyber Physical System, Cloud
Manufacturing, Augmented Reality, Big Data and some more (Clegg and et. al., 2013). Apart
4
Industry 4.0 owes its origin to Germany which even witnessed one of the biggest
evolutions in terms of production revolution (Ganescu, 2012). This is regarded as an initiative
undertaken by the government of Germany with a view to illustrate the industrial changes and
ensuring maintenance of leadership within the confines of global manufacturing sector (Haniff
and Caldwell, 2019). Industry 4.0 basically originated as a result of development of a smart
factory whereby the operations would be automated with a view to attain operational excellence
and efficiency at all times (Yawar and Seuring, 2019). The focal point of such smart factory was
exchange of data taking place between machines and human separately (M2M and C2C
respectively) as well as between a human and machine (Earley, 2015).
Figure 1: Industry 4.0
(Source: http://www.leisenberg.info/2017/06/16/digital-transformation-industry-4-0-and-the-
internet-of-things-attempt-of-a-clarification-for-smes/)
2.3 The Development of Industry 4.0
The execution of Industry 4.0 is still going on. Its development is taking place via the usage of
some of the most revolutionary technologies like IoT, IoS, Cyber Physical System, Cloud
Manufacturing, Augmented Reality, Big Data and some more (Clegg and et. al., 2013). Apart
4
from this, some other technological trends and advancements which have been taken into use for
the development of Industry 4.0 over the course of time are recognised to be Ethernet
connectivity, embedded intelligence, sensors, data analytics (Jacobs, Chase and Lummus, 2014).
Even though both the types of technologies have played their role in development procedure, yet
the key role has been assumed by IoT, big data analytics and cloud. Such technologies would
ensure the creation of an innovative manner of manufacturing process whereby the exchange of
data would take place by way of devices, machinery and products (Kumar, 2017). This would
imply that the execution of production process would occur in a smart way through the usage of
monitoring and controlling measures, thereby resulting into creation of an extensive
manufacturing environment (Embracing Industry 4.0 and Rediscovering Growth, 2019).
Whereby the sharing of value generation procedures would take place constantly, it would mean
that the market would have access to wholly customisable offerings (Ateş, 2019). Such products
and services are aligned with the needs and preferences of customers in the modern era which
keep on changing at a rapid pace. Industry 4.0 is the core of value chain of each and every
enterprise in today’s time (Parast and Shekarian, 2019). Its expanse can be estimated on the basis
of the fact that it makes use of new technologies such as RFID, sensors and many more new
digital possibility such as higher data analysis, Cloud and new modes of inter-connectivity such
as Cyber Protection System to ensure the attainment of maximum satisfaction from customers
(Mangan, Lalwani and Lalwani, 2016).
3. Avaya at Industry 4.0
Avaya is a renowned and marketing leading force within the area of collaboration and
communications technology. Some years ago, this organization was undergoing the issue of
having a worst-in-class supply chain. This happened because of several acquisitions taken place
within a very short span of timeframe. Over the course of time, the organization suffered several
issues associated with the supply chain such as long cash to cash cycles, improper in terms and
conditions with vendors, excessive stock and lastly, inefficient as well as totally manual supply
chain procedures (7 Mini Case Studies: Successful Supply Chain Cost Reduction and
Management, 2019).
The Supply Chain Cost Reduction Challenge: After the purchase of Nortel Enterprise
Solution by Avaya during the year 2009, the merged corporation found out that it was under the
confines of an unstable and ineffective supply chain. Avaya had several redundant processes and
5
the development of Industry 4.0 over the course of time are recognised to be Ethernet
connectivity, embedded intelligence, sensors, data analytics (Jacobs, Chase and Lummus, 2014).
Even though both the types of technologies have played their role in development procedure, yet
the key role has been assumed by IoT, big data analytics and cloud. Such technologies would
ensure the creation of an innovative manner of manufacturing process whereby the exchange of
data would take place by way of devices, machinery and products (Kumar, 2017). This would
imply that the execution of production process would occur in a smart way through the usage of
monitoring and controlling measures, thereby resulting into creation of an extensive
manufacturing environment (Embracing Industry 4.0 and Rediscovering Growth, 2019).
Whereby the sharing of value generation procedures would take place constantly, it would mean
that the market would have access to wholly customisable offerings (Ateş, 2019). Such products
and services are aligned with the needs and preferences of customers in the modern era which
keep on changing at a rapid pace. Industry 4.0 is the core of value chain of each and every
enterprise in today’s time (Parast and Shekarian, 2019). Its expanse can be estimated on the basis
of the fact that it makes use of new technologies such as RFID, sensors and many more new
digital possibility such as higher data analysis, Cloud and new modes of inter-connectivity such
as Cyber Protection System to ensure the attainment of maximum satisfaction from customers
(Mangan, Lalwani and Lalwani, 2016).
3. Avaya at Industry 4.0
Avaya is a renowned and marketing leading force within the area of collaboration and
communications technology. Some years ago, this organization was undergoing the issue of
having a worst-in-class supply chain. This happened because of several acquisitions taken place
within a very short span of timeframe. Over the course of time, the organization suffered several
issues associated with the supply chain such as long cash to cash cycles, improper in terms and
conditions with vendors, excessive stock and lastly, inefficient as well as totally manual supply
chain procedures (7 Mini Case Studies: Successful Supply Chain Cost Reduction and
Management, 2019).
The Supply Chain Cost Reduction Challenge: After the purchase of Nortel Enterprise
Solution by Avaya during the year 2009, the merged corporation found out that it was under the
confines of an unstable and ineffective supply chain. Avaya had several redundant processes and
5
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information technology solutions, none of that actually gave a holistic overview of supply chain
management in an effective manner (7 Mini Case Studies: Successful Supply Chain Cost
Reduction and Management, 2019).
The Path to Cost Reduction: Looking upon issues faced by organization as a result of
inefficient SCM, top management of Avaya decided to take into use the cloud technology with a
view to ensure smooth flow of operations. This was aimed at undertaking and implementing
cloud technology to execute digital transformation within the confines of this enterprise. Hereby,
all the procedures were merged into one platform which was done with a view to execute
automation of the non value added activities and do integration of them into the supply chain
management (Case-in-Point: Avaya's Supply Chain Transformation- Enabled By a Vision for
People, Process and Technology, 2019). The digital transformation executed within the confines
of Avaya was aimed at bringing transitions within the manner in which the entity carries out its
supply chain management. As a result of implementing this new system of managing the supply
chain and other related components, Avaya was subject to extensive benchmarking as well as
KPI tracking.
Supply Chain Cost Management Results: The technology that was incorporated within
the supply chain management process of Avaya took 3 years to get stable. The new business
model of Avaya was inspired from Szozda's operational strategy. This means that Avaya also
focused upon digital transformation with a view to recover from the issues faced by organisation
over the course of time (Szozda, 2017). This provided aid to Avaya in aligning its business
operations as per the technological trends prevailing within market place. The path adopted by
Avaya to execute cost reduction was prolonged yet it was extremely helpful in giving an
appropriate direction to the operations of Avaya such that it would justify the needs and
expectations of customers in an effective as well as efficient manner. In order to lead the
organization in a different method of idea generating companies are needed to focus on making
some extra ordinary efforts. Such as in the aspect of Avaya, this can be find out that they have
turned their inventory turn over ratios (Digital Transformation in supply chain, 2019). They
achieved this because they had perseverance, patience. The organisation created an effective
investment in order to attract more and maximum talented candidates who can join their business
entity and can contribute in an effective manner. In addition, the company evaluates and report
6
management in an effective manner (7 Mini Case Studies: Successful Supply Chain Cost
Reduction and Management, 2019).
The Path to Cost Reduction: Looking upon issues faced by organization as a result of
inefficient SCM, top management of Avaya decided to take into use the cloud technology with a
view to ensure smooth flow of operations. This was aimed at undertaking and implementing
cloud technology to execute digital transformation within the confines of this enterprise. Hereby,
all the procedures were merged into one platform which was done with a view to execute
automation of the non value added activities and do integration of them into the supply chain
management (Case-in-Point: Avaya's Supply Chain Transformation- Enabled By a Vision for
People, Process and Technology, 2019). The digital transformation executed within the confines
of Avaya was aimed at bringing transitions within the manner in which the entity carries out its
supply chain management. As a result of implementing this new system of managing the supply
chain and other related components, Avaya was subject to extensive benchmarking as well as
KPI tracking.
Supply Chain Cost Management Results: The technology that was incorporated within
the supply chain management process of Avaya took 3 years to get stable. The new business
model of Avaya was inspired from Szozda's operational strategy. This means that Avaya also
focused upon digital transformation with a view to recover from the issues faced by organisation
over the course of time (Szozda, 2017). This provided aid to Avaya in aligning its business
operations as per the technological trends prevailing within market place. The path adopted by
Avaya to execute cost reduction was prolonged yet it was extremely helpful in giving an
appropriate direction to the operations of Avaya such that it would justify the needs and
expectations of customers in an effective as well as efficient manner. In order to lead the
organization in a different method of idea generating companies are needed to focus on making
some extra ordinary efforts. Such as in the aspect of Avaya, this can be find out that they have
turned their inventory turn over ratios (Digital Transformation in supply chain, 2019). They
achieved this because they had perseverance, patience. The organisation created an effective
investment in order to attract more and maximum talented candidates who can join their business
entity and can contribute in an effective manner. In addition, the company evaluates and report
6
into vital range of matrices which are more then 100. Every metrics is associated with their four
basics that are satisfaction of customers, employees, cost of supply chain and cash (Miller and
Engemann, 2019).
CONCLUSION
On the basis of above discussion, it can be stated that Industry 4.0 majorly transformed
the manner in which companies carry out their operations in hypercompetitive and complex
business environment. In addition to this, it is recognised that there have been many companies
who have made use of technologies emerged out of Industry 4.0 to effectively carry out business
operations. It has been acknowledged that Avaya is one of such companies which applied digital
transformation within its supply chain to improve business efficiency.
7
basics that are satisfaction of customers, employees, cost of supply chain and cash (Miller and
Engemann, 2019).
CONCLUSION
On the basis of above discussion, it can be stated that Industry 4.0 majorly transformed
the manner in which companies carry out their operations in hypercompetitive and complex
business environment. In addition to this, it is recognised that there have been many companies
who have made use of technologies emerged out of Industry 4.0 to effectively carry out business
operations. It has been acknowledged that Avaya is one of such companies which applied digital
transformation within its supply chain to improve business efficiency.
7
REFERENCES
Books and Journals
Banks, V. A. and Stanton, N. A., 2016. Keep the driver in control: Automating automobiles of
the future. Applied ergonomics. 53. pp.389-395.
Clegg, B. and et. al., 2013. Governing inter-organisational R&D supplier collaborations: a study
at Jaguar Land Rover. Production Planning & Control. 24(8-9). pp.818-836.
Earley, S., 2015. Analytics, machine learning, and the internet of things. IT Professional. 17(1).
pp.10-13.
Ganescu, M. C., 2012. Corporate social responsibility, a strategy to create and consolidate
sustainable businesses. Theoretical & Applied Economics. 19(11).
Jacobs, F. R., Chase, R. B. and Lummus, R. R., 2014. Operations and supply chain
management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.
Kumar, N., 2017. Milestones in Business Ethics. Journal of Industrial Relationship, Corporate
Governance & Management Explorer (e ISSN 2456-9461). 1(1). pp.26-32.
Mangan, J., Lalwani, C. and Lalwani, C. L., 2016. Global logistics and supply chain
management. John Wiley & Sons.
Rebolledo-Mendez, G. and et. al., 2014. Developing a body sensor network to detect emotions
during driving. IEEE transactions on intelligent transportation systems. 15(4). pp.1850-
1854.
Ziebart, W. and Rover, J. L., 2014. The customer expects the latest technology-challenges for a
premium car manufacturer. In Conference on Future Automotive Technology Focus
Elektromobilltät, Veranstaltungsforum Furstenfeld.
Copacino, W.C., 2019. Supply chain management: The basics and beyond. Routledge.
Lai, Y., Sun, H. and Ren, J., 2018. Understanding the determinants of big data analytics (BDA)
adoption in logistics and supply chain management: An empirical investigation. The
International Journal of Logistics Management, 29(2), pp.676-703.
Turner, N., Aitken, J. and Bozarth, C., 2018. A framework for understanding managerial
responses to supply chain complexity. International Journal of Operations &
Production Management, 38(6), pp.1433-1466.
Modak, N. M. and Kelle, P., 2019. Managing a dual-channel supply chain under price and
delivery-time dependent stochastic demand. European Journal of Operational
Research. 272(1). pp.147-161.
Copacino, W. C., 2019. Supply chain management: The basics and beyond. Routledge.
Yawar, S. A. and Seuring, S., 2019. 27 A framework for managing social issues in supply
chains. Handbook on the Sustainable Supply Chain, p.479.
Mackay, J., Munoz, A. and Pepper, M., 2019. A disaster typology towards informing
humanitarian relief supply chain design. Journal of Humanitarian Logistics and Supply
Chain Management. 9(1). pp.22-46.
Haniff, A. and Caldwell, N., 2019. The 24th International Annual Conference: Inspiring
Operations Management. International Journal of Operations & Production
Management. 39(3). pp.382-384.
Ateş, M. A., 2019. 5 The link between operations strategy and sustainable supply chain
management. Handbook on the Sustainable Supply Chain, p.63.
8
Books and Journals
Banks, V. A. and Stanton, N. A., 2016. Keep the driver in control: Automating automobiles of
the future. Applied ergonomics. 53. pp.389-395.
Clegg, B. and et. al., 2013. Governing inter-organisational R&D supplier collaborations: a study
at Jaguar Land Rover. Production Planning & Control. 24(8-9). pp.818-836.
Earley, S., 2015. Analytics, machine learning, and the internet of things. IT Professional. 17(1).
pp.10-13.
Ganescu, M. C., 2012. Corporate social responsibility, a strategy to create and consolidate
sustainable businesses. Theoretical & Applied Economics. 19(11).
Jacobs, F. R., Chase, R. B. and Lummus, R. R., 2014. Operations and supply chain
management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.
Kumar, N., 2017. Milestones in Business Ethics. Journal of Industrial Relationship, Corporate
Governance & Management Explorer (e ISSN 2456-9461). 1(1). pp.26-32.
Mangan, J., Lalwani, C. and Lalwani, C. L., 2016. Global logistics and supply chain
management. John Wiley & Sons.
Rebolledo-Mendez, G. and et. al., 2014. Developing a body sensor network to detect emotions
during driving. IEEE transactions on intelligent transportation systems. 15(4). pp.1850-
1854.
Ziebart, W. and Rover, J. L., 2014. The customer expects the latest technology-challenges for a
premium car manufacturer. In Conference on Future Automotive Technology Focus
Elektromobilltät, Veranstaltungsforum Furstenfeld.
Copacino, W.C., 2019. Supply chain management: The basics and beyond. Routledge.
Lai, Y., Sun, H. and Ren, J., 2018. Understanding the determinants of big data analytics (BDA)
adoption in logistics and supply chain management: An empirical investigation. The
International Journal of Logistics Management, 29(2), pp.676-703.
Turner, N., Aitken, J. and Bozarth, C., 2018. A framework for understanding managerial
responses to supply chain complexity. International Journal of Operations &
Production Management, 38(6), pp.1433-1466.
Modak, N. M. and Kelle, P., 2019. Managing a dual-channel supply chain under price and
delivery-time dependent stochastic demand. European Journal of Operational
Research. 272(1). pp.147-161.
Copacino, W. C., 2019. Supply chain management: The basics and beyond. Routledge.
Yawar, S. A. and Seuring, S., 2019. 27 A framework for managing social issues in supply
chains. Handbook on the Sustainable Supply Chain, p.479.
Mackay, J., Munoz, A. and Pepper, M., 2019. A disaster typology towards informing
humanitarian relief supply chain design. Journal of Humanitarian Logistics and Supply
Chain Management. 9(1). pp.22-46.
Haniff, A. and Caldwell, N., 2019. The 24th International Annual Conference: Inspiring
Operations Management. International Journal of Operations & Production
Management. 39(3). pp.382-384.
Ateş, M. A., 2019. 5 The link between operations strategy and sustainable supply chain
management. Handbook on the Sustainable Supply Chain, p.63.
8
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Parast, M. M. and Shekarian, M., 2019. The Impact of Supply Chain Disruptions on
Organizational Performance: A Literature Review. In Revisiting Supply Chain Risk (pp.
367-389). Springer, Cham.
Miller, H. E. and Engemann, K. J., 2019. Resilience and sustainability in supply chains.
In Revisiting Supply Chain Risk(pp. 251-263). Springer, Cham.
Szozda, N., 2017. Industry 4.0 and its impact on the functioning of supply chains. Logforum, 13.
Online
OUR COMPANY. 2019. [Online] Available Through:<https://www.avaya.com/en/about-
avaya/>.
Digital Transformation in supply chain. 2019. [Online] Available
Through:<https://heptagon.in/2019/09/10/digital-transformation-in-supply-chain/#12>.
Case-in-Point: Avaya's Supply Chain Transformation- Enabled By a Vision for People, Process
and Technology. 2019. [Online] Available
Through:<https://www.kinaxis.com/sites/default/files/resources/research-supply-chain-
transformation-avaya.pdf>.
7 Mini Case Studies: Successful Supply Chain Cost Reduction and Management. 2019. [Online]
Available Through:<https://www.logisticsbureau.com/7-mini-case-studies-successful-
supply-chain-cost-reduction-and-management/>.
Products & Solutions. Overview. 2019. [Online] Available
Through:<https://www.avaya.com/en/products/cloud/>.
Products & Solutions. 2019. [Online] Available Through: <https://www.avaya.com/en/>.
What is Industry 4.0—the Industrial Internet of Things (IioT)?. 2019. [Online]. Available
Through: <https://www.epicor.com/en-in/resource-center/articles/what-is-industry-4-
0/>.
Embracing Industry 4.0 and Rediscovering Growth. 2019. [Online]. Available Through:
<https://www.bcg.com/en-in/capabilities/operations/embracing-industry-4.0-
rediscovering-growth.aspx>.
7 Mini Case Studies: Successful Supply Chain Cost Reduction and Management. 2019.
[Online]. Available Through: <https://www.logisticsbureau.com/7-mini-case-studies-
successful-supply-chain-cost-reduction-and-management/>.
9
Organizational Performance: A Literature Review. In Revisiting Supply Chain Risk (pp.
367-389). Springer, Cham.
Miller, H. E. and Engemann, K. J., 2019. Resilience and sustainability in supply chains.
In Revisiting Supply Chain Risk(pp. 251-263). Springer, Cham.
Szozda, N., 2017. Industry 4.0 and its impact on the functioning of supply chains. Logforum, 13.
Online
OUR COMPANY. 2019. [Online] Available Through:<https://www.avaya.com/en/about-
avaya/>.
Digital Transformation in supply chain. 2019. [Online] Available
Through:<https://heptagon.in/2019/09/10/digital-transformation-in-supply-chain/#12>.
Case-in-Point: Avaya's Supply Chain Transformation- Enabled By a Vision for People, Process
and Technology. 2019. [Online] Available
Through:<https://www.kinaxis.com/sites/default/files/resources/research-supply-chain-
transformation-avaya.pdf>.
7 Mini Case Studies: Successful Supply Chain Cost Reduction and Management. 2019. [Online]
Available Through:<https://www.logisticsbureau.com/7-mini-case-studies-successful-
supply-chain-cost-reduction-and-management/>.
Products & Solutions. Overview. 2019. [Online] Available
Through:<https://www.avaya.com/en/products/cloud/>.
Products & Solutions. 2019. [Online] Available Through: <https://www.avaya.com/en/>.
What is Industry 4.0—the Industrial Internet of Things (IioT)?. 2019. [Online]. Available
Through: <https://www.epicor.com/en-in/resource-center/articles/what-is-industry-4-
0/>.
Embracing Industry 4.0 and Rediscovering Growth. 2019. [Online]. Available Through:
<https://www.bcg.com/en-in/capabilities/operations/embracing-industry-4.0-
rediscovering-growth.aspx>.
7 Mini Case Studies: Successful Supply Chain Cost Reduction and Management. 2019.
[Online]. Available Through: <https://www.logisticsbureau.com/7-mini-case-studies-
successful-supply-chain-cost-reduction-and-management/>.
9
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