(PDF) Operations Management of Logistics and Supply Chain : Assignment

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TABLE OF CONTENTSTITLE: Understanding operations, logistics and supply chain management..................................1REFERENCES................................................................................................................................8
TITLE:Understanding operations, logistics and supply chain managementUnderstanding is a wider term and is a variable entity that lays an emphasis of an abilityto be aware about any abstract commodity or process. Hereby, it has become a necessary tool tocomprehend the meaning of components in relation to the operations, logistics and supply chainmanagement. These three key terms are significant in underpinning the conceptual framework ofgaining insights to demonstrate the overview while managing the operations and supply chainmanagement at several organisations (Roth and et.al., 2016). Operations are pivotal in buildingthe image of an enterprise and is proportional with the supply chain to manage the strategicplanning in production involving the staffing, designing and many more.Additionally, the supply chain management is that zone where interchangeability ofunprocessed raw materials into finished products' occurs with an emphasis of logistical processesto fulfil the demands and requirements of vendors, distributors and customers'. Along with this,there is a great deal in understanding these activities for smooth running of processes, businessesand entire set up for gaining profitability and productivity as well. There is further a classicsegregation of using methodologies in the operations' management including both supply chainand logistics. It provides assistance to bring radical changes by eliminating wastage, reducingcosts, maintaining risks and challenges in procuring the competitive advantages at the globalcompetitive marketplaces.In the same regard, St Mary's Hospital, London has been taken as the organization tounderstand the various nuances of operations, logistics with supply chain. This was founded inthe year 1845 and is situated at Paddington, the City of Westminster. It has been considered asone of the four major trauma centres of London. Along with, it is well established for thematernity centre with the focus on acute services in relation to the North West London. There areseveral specialities which are in working for 24*7 and includes a wide range of services likemidwife-led services, child care or consultancy etc (Swink and et.al., 2017).With reference to the chosen arenas,the following have been considered: managingpeople in operations and supply chains and managing quality. Both these regions areinterconnected but have different significance. Quality management is crucial for instillingproper arrangement of sanitation, hygiene and adoption of standards for conducting processes,tests, usage of equipments etc. Moreover, the management of operations and supply chain
explains the flow of regulatory configuration that further pushes the forwarding button byinvolving the allocation of resources, management of supplies and delivery of services and goodsso that there will be prevalent of suitable methodologies and techniques to meet the targets andobjectives (Jacobs, Chase and Lummus,2014). Nonetheless, there is a significant need ofdemonstrating an understanding for interlinking the operations with the proper implementationof the supply chain aspects including logistical processes.Nonetheless, operations and supply chain are in relative with each other to maintain andmonitor entire purchasing for proper evaluation. In a hospital setup, this plays an imperative rolein providing the services for managing employees and patients needs and requirements.However, this flow of information is essential for encompassing the supply network of procuringresources, management of supplies with suitable delivery. This SCM theory is that approach inwhich cross functionality is employed to strive for satisfying the clients/customers demands withmanagerial control. The focus here is to reduce the number of unnecessary steps whilemaintaining the movement of medicines, equipments, surgical tools and other related objectswhich are needed for the processing of distribution channels along with getting better control ofdaily logistics required.With reference to SCM theory, it is useful in attaining better control over supplies,making an interactive channel for achieving regular details and information to access thevisibility. Along with, warehousing and inventory must have bulky items in case of anyemergency or critical situation. SCM paves the path to have a control on the labour and otherprocurement costs (Dobrzykowski and et.al., 2014). On the other hand, it is an expensive methodfor effective implementation and becomes difficult to manage which needs experience, skills,functions etc. Furthermore, there might be resistance from staff along with threats from thecompetitors to duplicate the strategic decision making. Moreover, it emphasis on betterinformation exchange to reduce the failure rate but it can become complicated to implement forpeople understanding it.In this regard, this hospital has adopted the 'value added activities' which shed light onthe evaluation of revenue generation for delivering the superior services at affordable costsincluding the patients, shareholders, dealers and others. They always concentrated on theassessment of timely availability of resources in terms of medicines, first-aid, tools, equipment
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