CCHBC Supply and Demand Management - Assignment Example

? CCHBC Supply and Demand Management Word Count: 3349 Table of Contents Introduction………………………………………………………………………………………..4 Operations Strategic Management………………………………………………………………...4 Capacity Management…………………………………………………………………………….6 Relationships with Suppliers………………………………………………………………………8 Management Information Systems………………………………………………………………10 Acceptability Factor Demands…………………………………………………………………...12 Conclusion and Recommendations………………………………………………………………15 References………………………………………………………………………………………..17 Executive Summary The supply and demand that is incorporated into a corporation changes the control, monitoring and effectiveness of the supplies to the external environment. The appropriate system allows the corporation to achieve specific goals while continuing with the growth and development of the company. The case study of CCHBC is one which determines the supply and demand through a variety of operations and approaches which are associated with the company. This is inclusive of specific information systems that are required at a global level to continue to meet the needs and demands of consumers through each region. This application can be furthered by understanding and developing the supply and demand through information systems, knowledge, dynamic approaches to total quality management and implementation of dynamic systems which lead to strategy. Introduction The ability to meet the demands of both the external and internal environment within a multinational corporation requires planning and implementation through various means. The structure which is followed through Coca Cola’s HBC is one which provides alternative methods to ensure that various needs are met for the product. This is based on the operations strategic management and the ability to control the supply and demand with planning and control. The way in which CCHBC is able to work with suppliers and monitor principles within the corporation furthers the advantages of the corporation and the strategies which are developed. Examining the relevant approaches which are associated with CCHBC and how these are assisting with the development of the corporation then is able to provide an alternative approach to the development of corporations at a global level and with a strategic infrastructure. Operations Strategic Management The first concept which is approached within CCHBC is the operations strategic management and the ability to achieve strategic aims. The approach which CCHBC is using is based on the four main principles of meeting the supplies and demands, including availability, affordability, acceptability and activation. These are operation management practices which are practically applied at various levels to ensure that the quality is maintained within each procedure. The availability is one which centers on the supply chain management and accuracy of each of the orders. This is followed by the affordability, specifically which associates with the quality control and planning while assisting with competitive prices dependent on the location of suppliers and region of the country. The acceptability furthers with quality control and planning and is based on matching with specific standards for the CCHBC to continue with high – quality products. The activation which is associated with this includes having the right price, location and brand while developing the management processes and cohesion. This occurs through multi – departmental agreements. The approach which is used for quality control and planning as well as supply chain management is one which builds strength and reliability with the operations strategic management and the ability to meet defined aims within CCHBC. The approach is one which combines the development of enterprise systems with the ideology of total quality management. This considers the quality of products and operations as well as the needs for shipping and development which is attached to each region in which the product is developed. The business process of using the main principles as a foundation, adding in global perspective, creating learning objectives within the principles and considering the monitoring and development are the strengths used with meeting the strategic aims. There is the ability to move from the main principles and into the development of the corporation with practical applications and systematic efforts based on the principles which are used. The result is the capacity to interchange the information and principles into practical processes that are able to define and lead the corporation forward with specified needs (Stair, Reynolds, 2008). The integration of total quality management is not only based on the practical processes and needs within the corporation. To further develop the enterprise system, there is the requirement to create and establish strategies that work within the principles, policies and monitoring of the main system. The total quality management and the ability to meet strategic aims begin with identifying the policies and foundations of the business as well as how each of the operations should meet these specific needs. The foundation is furthered through the leadership of human resources, specifically in terms of management and those looking at the performance measures within the corporation. Strategically identifying ways in which management can determine the position of total quality management is one which develops through the combined process of information systems and the integration of tools and development based on the strategies of the corporation. Furthering this into strategic implementation with the external environment and with planning and implementation of various actions is able to further incorporate the needs and development which are within the total quality management system and performance that results within a company (Hill, Jones, 2008). Capacity Management The strategic aims which are developed within CCHBC are followed by the capacity management which is associated with the company. This is inclusive of the production planning and control as well as reasons for changes for the processing which is used. The approach which is used with CCHBC is continuous planning and consensus while matching the supply with demand by monitoring the amount of supply and demand that is being met and matching this with equal amounts of supply and demand. This is combined with the use of storage of the supplies if there is excess. The most important aim with the capacity management is the ability to meet the demands and to know how much supply needs to be met within the company. Recording the sales data, comparing this with historical data and matching this with production capacity is able to alter the supply and demand which is matched. The accurate management is then able to match with the changes by week. The challenge of this option is based on the delays in shipping and changes in demand by season or through marketing. To match this, CCHBC is required to look at demand management to monitor all supplies. The operations which are being met with the supply and demand are required to take place with three levels, all which are able to respond to specific needs of CCHBC. This is inclusive of the supply network, operations and the process used. These are based on developing and implementing different perspectives in terms of measuring the supply demand and how it is being approached within the company. For instance, supply chain management is based on looking at higher quality expectations from the supplies which are given to others within the company. This is combined with the customer service management, day to day management and other applications which determine the volume, shipping, variation and visibility of each of the supplies. For this to work, the supply and demand also has to consider the four stages of the product, including introduction, growth, maturity and decline. This suggests that each of the needs which are met with the supply and demand process will change throughout time while causing a fluctuation with the supply and demand that is a part of the network which is used (Slack, Chambers, 2007). The characteristics of capacity management are not only developed with the stages and ability to control and monitor supply and demand. It is also noted that capacity management is one which continues to fluctuate and is dynamic with the processes that are given. The ability to meet demands fluctuates by having over production of supplies during slower times while other options require continuous replenishment and continuous production. The dynamics are defined by demand periods based on the product given and the capacity which is available through each regional space. These characteristics require protection and the ability to continue to monitor and produce the different associations for the products. The development is based on replenishment with the corporation, capacity that is required, value of perfect demand information and the impact of the demand made in terms of economics and substitution within the corporation. These are able to develop a difference and intensive fluctuation within the company while establishing dynamic capacities that are easily managed by noting the fluctuations which are made (Shumsky, 2009). Relationships with Suppliers The concepts which are approached by CCHBC change with the nature and relationship which is developed to suppliers and how these are managed within the corporation. The approach which has been used with the suppliers is a co-operation based on maximizing security and building long term relationships. The relationship is able to build to this affect with regular communication and commitment to the business which is established. As the relationship continues, there is also added value with the costs and trust that is a part of the supply and demand process. The quality of the materials provided, value and standards also need to hold a level of value with the relationship to the suppliers. If this does not occur with communication supporting the concepts of CCHBC, then there is the inability to meet specific demands while causing difficulties with the supplies which are given to CCHBC. The ability to meet the demands becomes one of ethical value, specifically with the need to have the right quality for customers while avoiding internal operations which are problematic, such as through child labor and international laws that are susceptible to CCHBC. The approach used with the relationship for suppliers and the corporation is furthered with the development of power relationships which may be incorporated to continue to meet specific demands as they change within CCHBC. Building a value chain among the suppliers is one which helps in establishing long term and short term relationships, dependent on the demands and growing needs. Using this particular strategy is able to help in building relationships at a variety of levels while integrating and developing other needs within the company. The use of a value chain is one which is able to provide even more support and assistance with the global supply and demand which is required, specifically which can be altered by regional efforts and relationships which are established at this specific level. It is noted that the buyer involvement with the supplies and the buyer involvement of both the local and national level. The performance of the suppliers and relationships which are established are known to affect the capacity of the performance in each region, leading to product characteristics, design, quality and technology becoming higher in quality through the correct relationship values (Pietrobelli, Saliola, 2008). The relationships with suppliers and the demand which is created are furthered with ethical values which are required by CCHBC. The concept of corporate social responsibility is the main approach which is used when looking at the relationships that are used with suppliers. This is inclusive of international law as well as the ideology of ensuring that basic human rights are met with suppliers. The responsibility which is required is one which is now being noted as not holding the boundaries that are required with CCHBC. There are clarifications required that pertain to basic human rights, building sustainability with environmental associations and creating different relationships that are based on the responsibility of both the corporation and the supplier. The complexity is based on the pressures for the supply of products, combined with the need to meet specific levels of quality with the production. This often compromises the ethical values which are created among the different suppliers. To alter this, the corporate social responsibility needs to develop into a sense of defining what the responsibility and ethics are inclusive of while monitoring and creating expectations that are built with the relationships between suppliers. As this is done, long term relationships are established and the supply and demand is able to have more monitoring among those which recognize the moral responsibility being linked to the social value of the business (Amaeshi, Osuji, Nnodim, 2008). Management Information Systems The ability to meet the supplier relationships is followed by procedures which help to enhance the relationships and supply and demand process. The use of a management information system (MIS) is one of the procedures which allow CCHBC to have the correct assistance with the quality management with product supplies. This is able to record data, specifically with understanding the demands and how this relates to what, when, where and who the demand is for. This is combined with the sales and stock of the company in determining the how the sales and stock will take place through the management. CCHBC furthers this with an advanced planning optimizer. This is a single platform that crosses by department and offers continuous planning for the management of the company. This displays data and information by specific personnel across all departments while offering both accurate analysis and the ability to meet all required aims within the supply chain management. The application with the MIS is one which is able to provide different levels of production and total quality management within CCHBC. The system is able to assist with increased productivity, quality of services provided, trading activities and centralized management of all operations which are occurring in terms of supply and demand with the product. The ability to have centralized management is one which creates more options to transfer data and to continue to monitor and analyze the activities that are occurring within the management system. At the same time, there is the ability to develop and offer even more options in terms of the comprehension of data across different departments. The effectiveness of this for the operational management is then able to ensure that the operations, supplies and products are easily met without the complexity which may be associated with the supply and demand or the transfer of products across regions or by specialized demand (Barnes, 2008). The ability to monitor achievement is one which is further defined by the availability as one of the continuing principles of CCHBC. The MIS used is one which can be furthered with different departmental access, including sales, production, human resources and other departments, all which would carry relevant information to the department. The data collection is one which would then link to this with the tracking of stock levels with retailers, dispensing machines and other electronic updates available. When the stocks reach a lower level, there would be the ability to make different decisions within the department to monitor the flow of supply and demand. The benefits of the MIS system are inclusive of stock levels that can be determined while creating actions. This would indicate the 50% level for stocking and supplying to the retailer. If there is a regional warehouse that reaches below 25%, then the manufacturer quantities or speeds can be increased. This will help to measure and control the supply and demand which is used. The MIS can then identify the locations that make the most sales and the products which are used within this. The result would be strategic decisions with the product line and retailers that are localized with the sales made, creating improved supply chains. The result would be an increase in profits, delivery and the ability to make specific products for the consumer (Worldbank, 2011). Acceptability Factor Demands The acceptability is one of the demanding factors with CCBHC and the methodologies which are used for the corporation. The knowledge available works as a data mining tool that will assist with customer service and monitoring other applications within the workspace. The analysis of performance data can be created through the coordinated operations that are taking place on a single platform to determine how the supply and demand is being met. This may be combined with monitoring by integrating data through sales and consumer information, specifically to offer operation planning to the supply and demand. As this is done, it will help to monitor and control the system which is being used while assisting with total quality management for the supply and demand created. The acceptability can be furthered with a centralized database which is available to management. This will be used as a way to check and balance the supply and demand of all departments while tracking, recording and altering the different factors which are associated with the supplies offered. The concept of acceptability is one that is first determined with the continuation of customer service and the performance that is associated with the supply and demand which is incorporated by the corporation. Customer service management is required for the acceptability of supply and demand while initializing different processes to ensure that the needs of consumers are met. The main approach is to create an avoidance of product failures through delivery and logistics which are provided. The performance data has the capacity of measuring this platform while integrating the necessary data through the monitoring of customer service and responses which occur. When looking at figure 1, the concept of monitoring customer service is one which is noted to relate directly to the overall management and quality of the products. Figure 1: Customer Service Management (Lambert, 2008). In this particular chart, it shows how the information flow is one which directly affects the manufacturer, customer, end-user, logistics, sales, finances, production and purchasing. The implementation of customer service within the database then becomes reflective of the performance of the operational management and the ability to meet the supply and demand required within the corporation (Lambert, 2008). Another concept which needs to be implemented within CCHBC is the concept of knowledge becoming more important than information. The ideology is one which is defined by linking the strategy of a company to the performance which is maintained. The information provided is based on the information, specifically which is associated with the layers of management and total quality that is associated within the work area. However, the knowledge and strategy which are incorporated within the main structure of the business become essential to the development, control and monitoring of the products and the performance results linked to this. While the information systems have the capacity of developing long – term relationships and the ability to monitor the supply and demand with product development and customer relationships, there is not the ability to respond to the monitoring without knowledge and strategy. The approach which is associated with this is based on developing a deeper understanding of the main gaps within the information provided in terms of performance, customer service and the supply and demand within the work space. However, unless the performance measurements are altered with the strategies and knowledge, there is the inability to continue to produce the correct supply and demand within the corporation (Brueck, Blankenship, 2010). Conclusion and Recommendations The associations with supply management and the development created with CCHBC is one which can continue to develop with different operational resources and components. The supply chain management is one which is essential in incorporating not only management of the supply and demand. The understanding of the dynamics is also an essential component to monitor and manage different ideologies. This begins with creating the correct approach to the aims and strategies within the company so there is continuation of supply and demand while working with the different capacity of the company. This is followed by the development of total quality management including the performance, response to supply and demand and the management of the consumers. Combining the dynamic performance of supply and demand procedures with the development of information and knowledge for monitoring and control is one which ensures a high – end strategy which is able to incorporate the specific needs for CCHBC. For CCHBC to continue to develop with the total quality management and supply and demand process, it is recommended that an approach to strategy become further developed. Information systems which are currently established for the monitoring of the products, combined with the management, are the area which is defining the information and helping with automated procedures. However, the requirement is one which is furthered with the need to develop and implement quick responses with the knowledge that is associated with the information available. Currently, there is an understanding of supply and demand through information systems as well as continuous fluctuations which are met through systematic processes. To help in further establishing this, the dynamics of supply and demand and information provided needs to be enhanced. The strategic implementation and ability to transform the information to knowledge is the approach required for stronger decisions, positive consumer behaviors and the development and growth into a stronger multinational presence (Cachon, 2009). Doing this is then able to create and define more opportunities with CCHBC to develop into a stronger capacity with the dynamics of supply and demand management. References Amaeshi, Kenneth, Onyeka Osuji, Paul Nnodim. (2008). “Corporate Social Responsibility in Supply Chains of Global Brands: A Boundaryless Responsibility?” Journal of Business Ethics 81 (1). Barnes, David. (2008). Operations Management: An International Perspective. UK: Cengage Learning. Brueck, Terrance, Linda Blankenship. (2010). “Linking Strategy to Performance Using the Ten Attributes: How to Make It Work.” Proceedings of the Water Environment Federation 91 (1). Cachon, Gerard. (2009). “Purchasing, Pricing, and Quick Response in the Presence of Strategic Consumers.” Management Service 55 (3). Hill, Charles, Gareth Jones. (2008). Strategic Management: An Integrated Approach. New York: Houghton Mifflin Company. Lambert, Douglas. (2008). Supply Chain Management: Processes, Partnerships, Performance. Florida: Supply Chain Management Institute. Pietrobelli, Carlo, Federica Saliola. (2008). “Power Relationships Along the Value Chain: Multinational Firms, Global Buyers and Performance of Local Suppliers.” Cambridge Journal of Economics 32 (6). Shumsky, Robert. (2009). “Dynamic Capacity Management with Substitution.” Operations Research 57 (3). Slack, Nigel, Stuart Chambers. (2007). Operations Management. UK: Pearson Management. Stair, Ralph, George Reynolds. (2008). Principles of Information Systems. UK: Cengage Learning. Worldbank.org (2011). “Management Information Systems” – Accessed Nov 2011. [Available at: http://siteresources.worldbank.org/SAFETYNETSANDTRANSFERS/Resources/281945-1291746977764/11-mis.pdf] Read More