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DRIVE summer 2014
PROGRAM/SEMESTER
MBADS (SEM 4/SEM 6)
MBAFLEX/ MBAN2 (SEM
4)
PGDSCMN (SEM 2)
SUBJECT CODE &
NAME SC0007 – CATEGORY MANAGEMENT IN PURCHASING
BK ID- B1662
CREDITS AND MARKS-
4 CREDITS AND 60 MARKS
Q.1. Write Short
notes on: 10 (2.5 marks each)
Obstacles for driving change in category
management process
Product category life cycle
Stakeholder mapping
Request for
Information
ANS: Driving
change: A
high-quality strategic purchasing deals more with change and its management
than anything else. You can add a great value to the organisation when
you create good sourcing strategy for an area of expenditure. The
sourcing strategy that you develop becomes worthless if you are unable
to implement it effectively. The strategic purchasing also needs the
support, assistance and active participation of different parts of the
organisation. The product
Q.2. Explain
opportunity analysis. (Explanation should include, Use of opportunity analysis,
How it is carried out? Benefits, Disadvantage, Example, Alternative form of
opportunity analysis) 2, 2, 1,1,2,2
ANS:
Opportunity Analysis: Opportunity analysis is performed
to identify the categories on priority that will be tackled before the
process begins. It can be considered as a tool to identify the
priorities. Opportunity analysis tool is used during the course of the
project to evaluate the opportunities. The opportunity analysis is required
at this stage to analyse the opportunities that are not clear or was not
fully tested before beginning the project. A well-structured category
management programme involves multiple categories and category teams.
These categories and teams are developed after conducting a detailed
multiple-category opportunity analysis using spend data, market
knowledge and consultation with stakeholders. The initial opportunity
analysis is usually carried out using external
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Q.3. Wal-Mart
redefines sourcing strategy
By Gill McShane
Wal-Mart Stores has
announced in a press release a number of related events that position the
company to leverage its global scale to reduce costs of goods, accelerate speed
to market, and improve the quality of its products. The new global sourcing
strategy involves the creation of Global Merchandising Centers, a change in
leadership and structure, and a strategic alliance with Li & Fung, a global
sourcing organisation. The announcements are “important elements in the
company’s strategy to deliver even greater value to its customers and
shareholders”, according to Wal-Mart vice-chairman Eduardo Castro Wright.
Walmart first announced a consolidated global sourcing structure centred around
new Global Merchandising Centers (GMCs) at its annual meeting for the
investment community in October 2009. This new structure is expected to
leverage the company’s global scale in both general merchandise categories and
global food sourcing. “The newly-established Global Merchandising Centers
represent the largest and most important element of our new sourcing strategy,”
said Mr Castro-Wright. “These centers will create alignment between sourcing
and merchandising and drive efficiencies across various merchandise
categories.” The core of the company’s overall global sourcing strategy will be
to continue increasing direct sourcing for the company’s private brands. Today,
private brand merchandise represents more than US$100bn in purchasing annually.
“Our new strategy and structure should drive significant savings across the
supply chain,” Mr Castro-Wright said. Ed Kolodzieski, currently president and
CEO of Walmart Japan Holdings G.K. and Seiyu, has been promoted to executive
vice-president and will lead Walmart’s Global Sourcing. Mr Kolodzieski will
report to Mr Castro-Wright. As part of this new strategy, Walmart also
finalised a series of agreements with Li & Fung, which is forming a new
company to manage the Walmart account, and is expected to build capacity that
would enable it to act as a buying agent for goods valued around US$2bn within
the first year. “In sum, we are redefining how we source products that are
imported into Walmart retail markets around the globe,” Mr Castro-Wright said.
“By realigning our resources, leveraging our scale, and restructuring our
relationship with suppliers, we will enable our businesses around the world to
offer even more competitive pricing on merchandise and to provide our customers
a clear and compelling assortment of better quality products at lower prices.”
Analyse Wal-Mart’s sourcing strategy.
(Reason why Wal-Mart redefined its
strategy, Description the strategy, Benefits, Evaluation of Wal-Mart’s
strategy, Conclusion) 1, 2, 2, 3, 2
ANS:
Reason why Wal-Mart
redefined its strategy
Wal-Mart
redefined its strategies to reduce costs of goods, accelerate speed to market,
and improve the quality of its products. The new global sourcing strategy
involves the creation of Global Merchandising Centers, a change in leadership
and structure, and a strategic alliance with Li & Fung, a global sourcing
organisation. This new structure is expected to leverage the company’s global
scale
Q.4. List and
describe the different activities in relation with logistics in purchasing (unit
10) 10
Listing of activities, Brief description of
activities including purpose of, each activity
Customer service
Demand forecasting
Order processing
Warehousing and
distribution center management
Purchasing
ANS:
List and describe the different activities in relation with logistics in
purchasing: The
main activities that are considered to be part of logistics are as follows:
·
Customer
service
·
Demand
forecasting
·
Order
processing
·
Packaging
·
Warehousing
and distribution centre management
·
Purchasing
Q.5. Measures Taken
to Improve Lessons Learnt Review (LLR) in ABC Company.
ABC is a media
company established in 2000 in New Delhi. The company runs a television channel
and also a monthly news magazine. At the end of every financial year, the
management of the company spent some quality time in preparing a lessons learnt
report. The management was aware that continuous learning is essential to
achieve continuous improvement. During the process of creating the LLR, the
officials of the company figured out that lots of negative and positive things
were happening in their business every financial year. After the analysis of
their performance, they documented their findings in a structured manner. They
prepared LLR to avoid repetition of mistakes and improve the overall
performance.
Problem
However, after
creating LLR on a regular basis, the management of ABC found that the employees
were committing the same mistakes which were explained and analysed in the LLR many
times. After much discussion, it became clear that the LLRs that were created
were not shared with the employees of the organisation properly. As a result of
this, most of the employees were not aware of the mistakes and the new updates.
Solution
The management of
ABC deployed a team to check whether the LLR was shared with the employees
immediately after it has been created. The team uploaded the LLR in the
intranet and ensured that it reached every employee of ABC. They thus ensured
that the mistakes mentioned in the LLR were not repeated by any of the
employees in their future projects.
Result
As a result of the
proper sharing of LLR, the overall performance of the employees is now improved
and the company has gained good revenue.
What was the main
problem faced by ABC? How did ABC tackle its problems? Description of the main problem,
Analysis of ABC’s tackling of the problem. 8(2 marks each) 2, 8
·
description of how ABC correctly
identified the solution to main problem
·
illustrate how the problem was
repeated despite the solution
·
summarization of the final
solution
·
conclude with results
ANS:
Description of the
main problem
The
main problem of the company was that the LLRs that were created were not shared
with the employees of the organisation properly. As a result of this, most of
the employees were not aware of the mistakes and the new updates.
Q.6. Explain any
seven steps used for purchasing process sourcing strategy process. Brief explanation of the following. 10
·
Profile the category
·
Supply market analysis
·
Develop the strategy
·
Select the supplier process
·
Negotiate and select the
suppliers
·
Implement and integrate in
purchasing process
·
Benchmarking and tracking results
ANS:
Profile
the category: You
must know everything about the category that needs to be purchased in the
first step of the sourcing strategy process. This means that you must clearly
define the category and commodities in it. You must also know the current
quantity utilised, types and sizes. The knowledge of supplier and the processes
used is also necessary. All these data must be documented in detail.
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assignment, plz drop a mail with your sub code
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Charges rs 125/subject and rs
700/semester only.
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if urgent then
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