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PLEASE NOTE THIS EXAMPLE ASSIGNMENT IS

DISCUSSING A DIFFERENT CASE STUDY TO THE ONE
USED THIS YEAR.

Anglia Ruskin University

Lord Ashcroft International Business School

Cambridge campus

Assignment for
International Supply Chain
Management

Department: Economics and International Business

Module Code: MOD004425 Level: 6

Academic Year: 20XX/XX Semester 2

Module Leader: Dr Helen Benton

Student SID: 1234567

Number words: 1792

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Table of Contents

1. Executive Summary......................................................................................... 3

2. Analysis of the current state (AS IS) of collaboration in Chula’s supply chain. . 4

2.1 Supply chain collaboration. .............................................................................................4

2.2 Analysis of Chula’s supply chain collaboration .................................................................5

3. Improvement Strategy (TO BE): ....................................................................... 9

4. Conclusion .................................................................................................... 15

5. References .................................................................................................... 16

6. Appendices ................................................................................................... 18

Appendix 1. Main factors affecting collaboration in the supply chain .................................. 18

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1. Executive Summary
This report shows that there is an opportunity to develop and improve the supply chain
collaboration strategy for Chula, it needs to be supported by sharing communication to trading
associates using ecollaboration tools. Nowadays, the supply chain environment is a
collaborative commercial environment in which the members of supply chains are
interconnected with each other. Furthermore, the collaboration in supply chains requires the
use of enterprise applications, these tools are collaboration tools. In order to achieve this
collaboration, Chula’s supply chain needs to implement integrated collaboration tools. This
report will introduce a framework to ensure that collaboration in the supply chain is considered
and can be designed and implemented. Collaboration in supply chain is only successful if the
collaboration tools are implemented and used by the supply chain and their collaborative
partners. Also, this report provides some illustrations and application of tools and techniques
to improve Chula’s supply chain collaboration. It also analyses the issues presented in the
organisation and how they affect the company’s performance. Furthermore, improving the
flow of information will reduce waste and will help the company to become leaner and achieve
lean synchronisation. Hence, the recommendation is to improve the use of internet and
information and communication technology. The process will reduce cost and will increase
the flow of information between supply chain workers. Moreover, it will allow the organisation
to improve the responsibilities of Chula’s executive team and achieve a successful
collaboration (see figures 7 and 9 in chapter 3). Consequently, the benefits in Chula’s supply
chain will be to reduce inventory from 10 to 40 per cent, increase replenishment cycles from
12 to 30 per cent, increase sales from 2 to 10 per cent and improve customer service from 5
to 10 per cent (see figure 10 in chapter 3).

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2. Analysis of the current state (AS IS) of collaboration

in Chula’s supply chain.
2.1 Supply chain collaboration.
Nowadays, there is a lot of competition and consumers are more demanding and less
loyal. Consequently, it is important to collaborate with suppliers; it can help companies
to increase sales while also reducing operating expenses. Supply chain collaboration
is about sharing communication to trading associates so they can produce what is
needed (Simatupang, Wright, and Sridharan, 2004; Samaddar and Kadiyala, 2006).
In addition, supply chain collaboration normally aims to reduce costs and retain
customers (Goad, 2009). Hudnurkar (2014) identifies the main factors affecting
collaboration in the supply chain (see appendix 1). Furthermore, supply chain
collaboration involve people, processes and technology, and the information can be
structured or unstructured.

The next figure shows a methodology for implementing supply chain collaboration:

Figure 1. A methodology for implementing supply chain collaboration (Goad, 2009).

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Chula’s supply chain need to follow a model for collaboration in order to improve the factors
that are affecting their performance. The next figure shows an example of model for supply
chain collaboration.

Figure 2. A model for supply chain collaboration (Goad, 2009).

2.2 Analysis of Chula’s supply chain collaboration

To begin, this chapter is going to identify and analyse the factors affecting collaboration
in Chula’s supply chain. The next table shows the situations that affects collaboration
in Chula’s supply chain:

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Chula’s supply chain is affected by some of the main factors that can affect
collaboration in the supply chain (see appendix 1). Chula as an organisation
needs the constant flow of information constantly, a supply chain is successful when
the flow of information, resources and materials flow between chain members (Jain,
Waghwa and Deshmukh, 2009). The flow of information helps to reduce cost and
achieve a competitive advantage (Jain, Waghwa and Deshmukh, 2009). Chula needs
to improve the flow of information in order to reduce waste, become leaner and achieve
lean synchronisation.

Nowadays, organisations try to improve their agility with the intention to become
flexible and able to meet the changes in market requirements. Many companies have
added activities by outsourcing and developing online businesses. In this case, Chula
needs to improve their website in order to provide information to customers and
options to buy directly from them, in this manner Chula could reduce waiting time and

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become more agile. It is not possible to achieve a successful supply chain without IT.
Information is the union of the business’s structures that allow the supply chain to be
agile and respond to the new challenges (Jain, Waghwa and Deshmukh, 2009). The
use of internet and information and communication technology (ICT) allows to reduce
cost and share information between supply chain workers. Chula is organised in four
divisions; the next graph shows Chula’s organisation chart:

Figure 3. Chula organisation chart, (Anglia Ruskin University, 2016)

Holland (1995) shows that relationships in organisations are very important and they
need to move towards cooperation in order to make the supply chain more competitive.
Moreover, organisations need to understand the organisation’s competitive priorities
and analyse the technology adoptions in order to support these activities (Sanders and
Premus, 2002). There is a high impact of critical information sharing by using e-

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collaboration tools on the supply chain, the use of internet and new information and
communication technologies allow cost effective information sharing among supply
chain workers (Ovalle and Marquez, 2003; Disney, Naim and Potter, 2004).
Collaborative planning process and tools can reduce inventory and increase customer
service quality levels (De Kok et al, 2005). The improvement of supply chain
collaboration can transform the company and it can improve the executive
management to support the change. The effective supply chain collaboration can be
achieved by sharing organisational information and knowledge (Chandra and
Tumanyan, 2007). Ouyang (2007) mentioned that “sharing customer demand
information across the chain significantly reduces the bullwhip effect”. In addition, the
right selection of information sharing and forecasting methods impact significantly on
the supply chain performance (Sohn and Lim, 2008). Also, the implementation of IT in
supply chain management is very important because it is able to provide accurate
information and it improves the supply chain collaboration (Li et al, 2009). Information
sharing can help to remove issues of excess inventory and lack of service due to
uncertainty (Ryu et al, 2009).

3. Improvement Strategy (TO BE):

The Supply Chain operations Reference model is the world’s leading supply chain
framework; this is shown in the next figure.

Figure 4. SCOR processes (APICS Supply Chain Council, 2014)

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The plan refers to those processes that generate demand and supply to develop a
course of action which best meets sourcing, production and delivery requirements.
Source refers to those processes that destine goods and services to meet the current
demand. Make refers to those processes that change products to a finished state to
meet current demand. Deliver refers to those processes that generate finished goods
and services to meet current demand, normally including transportation management,
order management and distribution management. Return refers to those processes
related with returning or receiving returned products for any reason. These processes
extend into post-delivery customer support.

Collaborative Planning, Forecasting and Replenishment (CPFR) model is used by

many organisations across the globe. This model helps organisations to understand
that consumers is the ultimate focus of all the processes. Also, it shows that buyers
and sellers need to participate and collaborate at every level. Sharing information and
order planning to reduce issues in the supply chain. The time and quantities of
products and flows synchronised at all levels and promotions are no longer an issue
in the supply chain.

Figure 5. Collaborative Planning, Forecasting and Replenishment (CPFR) (Bozarth,

2011).

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The proven path approach helps to reduce risk and to deliver good results by
combining the power of the operational excellence and supply chain collaboration. It
name comes from the fundamental fact that, if followed, it works. Carrying out business
excellence produces an opportunity to transform the processes used to manage and
administrate the business. “Success depends on the management of this change
through the focused integration of people, processes, and technology” (Ireland and
Crum, 2014). The proven path approach is shown in the next figure:

Figure 6. Proven path approach (Ireland and Crum, 2014)

The next figure shows how the responsibilities of Chula’s executive team could be
developed in order to achieve trading partner collaboration.

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Figure 7. Responsibilities of the executive team in developing and sustaining trading

partner collaboration. (Ireland and Crum, 2014, p.75)

Chula as an organization is well structured. However, the functions of the company

have an impact in the supply chain. The typical functions in a manufacturer’s
organization are shown in the next figure:

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Figure 8. Typical functions in an organization. Source: (Ireland and Crum, 2014, p.74)

In order to achieve a successful collaboration, Chula needs to improve the issues

mentioned before that are affecting the organisation. Chula needs to develop a plan
using the models and tools explained previously. The improvement strategy to achieve
a successful supply chain includes: the implementation of internet and information and
communication technology (ICT) in order to reduce cost and share information
between supply chain workers, improvement of relationships in the organisation in
order to generate trust, share information between all departments in order to transmit
to the rest of workers the organisation’s competitive priorities, analysis of technology
adoptions and the implementation of IT in supply chain management in order to
improve the supply chain collaboration. This suggestion of improvement strategy for
Chula also aims to remove issues of excess inventory and lack of service. In

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conclusion, the company should improve these issues and become more successful
in collaboration. The next figure shows the characteristics of successful collaboration:

Figure 9. Characteristics of Successful Collaboration. Source: (Ireland and Crum,

2014, p.74)

A successful supply chain collaboration benefit suppliers and retailers, so it will also
generate trust among them and will improve the performance of the company. The
benefits of supply chain collaboration are shown in the next table:

Figure 10. Benefits of Supply Chain Collaboration. Source: (Ireland and Crum, 2014,
p.2)

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4. Conclusion
Chula’s supply chain collaboration is affected by the unsuccessful range cooker,
issues in the production lines, suspicion of child labour and bribes, lack of information
and collaboration between partners and issues with inventory and transportation
capacity. Chula needs the constant flow of information constantly, a supply chain is
successful when the flow of information, resources and materials flow between chain
members. It allows the organisation to reduce waste, become leaner and achieve lean
synchronisation. Also, the improvement of relationships in Chula will help the supply
chain to generate trust, become more competitive and accurate. The use of internet
and new information and communication technologies allow cost effective information
sharing among supply chain workers. The right selection of information sharing and
forecasting methods impact significantly on the supply chain performance and it can
help to remove issues of excess inventory and lack of service due to uncertainty.
Furthermore, Chula needs to implement information and communication technology
(ICT) in order to reduce cost and share information between supply chain workers. It
also can allow the organisation to improve relationships and generate trust.

Number words: 1792

PLEASE NOTE THIS EXAMPLE ASSIGNMENT IS

DISCUSSING A DIFFERENT CASE STUDY TO THE ONE
USED THIS YEAR.

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5. References
-APICS Supply Chain Council, 2014. ExpressPoint adopts the SCOR® model for
strategic supply chain progress [online] Available at:
<http://www.apics.org/docs/default-source/scc/expresspoint-
casestudy.pdf?sfvrsn=0> [Accessed 1 May, 2016].

-Bozarth, C. 2011. CPFR Model: Collaborative Planning, Forecasting and

Replenishment (CPFR): A Tutorial [online] Available at: <https://scm.ncsu.edu/scm-
articles/article/cprf-model-collaborativeplanning-forecasting-and-replenishment-cpfr-
a-tuto> [Accessed 3 May, 2016].

-Chandra C. and Tumanyan A. (2007). Organization and problem ontology for supply
chain information support system. Data & Knowledge Engineering, 61(2), pp.263–280.

-De Kok, T., Janssen, F., van Doremalen, J., van Wachem, E., Clerkx, M., and Peeters,
W. 2005. Philips Electronics Synchronizes Its Supply Chain to End the Bullwhip Effect.
Interface, 35(1), pp.37-48.

-Disney, S. M., Naim, M. M., and Potter, A. (2004). Assessing the impact of e-business
on supply chain dynamics. International Journal of Production Economics, 89(2),
pp.109–118.

-Goad, D. 2009. Collaboration: Models, Methodology and Tools to Survive a

Recessionary Environment. [online] Available at: <
http://davidgoadsblog.blogspot.co.uk/2009/05/supply-chain-
collaborationmodels.html> [Accessed 3th May 2016]

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-Holland C. P. (1995). Cooperative supply chain management: the impact of inter

organizational information systems. Journal of Strategic Information Systems, 4(2),
pp.117-133.

-Hudnurkar, 2014. Factors Affecting Collaboration in Supply Chain: A Literature

Review. International Conference on Trade, Markets and Sustainability, 133 pp. 189-
202.

-Ireland, R. and Crum, C. 2014. Supply chain collaboration. USA: Ross Publishing.

-Jain, V., Wadhwa, S., and Deshmukh, S. 2009. Revisiting information systems to
support a dynamic supply chain: issues and perspectives. Production Planning &
Control, 20 (1), pp.17–29.
-Li, G., Yang, H., Sun, L., and Sohal, A. S. (2009). The impact of IT implementation on
supply chain integration and performance. International Journal of Production
Economics, 120(1), pp.125–138.

-Ouyang Y. (2007). The effect of information sharing on supply chain stability and the
bullwhip effect.
European Journal of Operational Research, 182(3), pp.1107–1121.

-Ovalle O. R. and Marquez A. C. (2003). The effectiveness of using e-collaboration

tools in the supply chain: an assessment study with system dynamics. Journal of
Purchasing & Supply Management, 9(4), pp.151–163.

-Ryu, S. J., Tsukishima, T., and Onari, H. (2009). A study on evaluation of demand
information-sharing methods in supply chain. International Journal of Production
Economics, 120(1), pp.162–175.

-Samaddar S. and Kadiyala S. 2006. An analysis of interaorganisational resource

sharing decisions in collaborative knowledge creation. European Journal of
Operational Research, 170 pp.192–210.

-Sanders, N.R. and Premus, R. 2002. IT applications in supply chain organizations: a

link between competitive priorities and organizational benefits. Journal of Business
Logistics, pp.65-83

-Simatupang, T., Wright, A. and Sridharan, R. 2004. Applying theory of constraints to

supply chain collaboration. Supply chain Management: an international journal, 9(1)
pp.57-70.

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-Sohn S.Y. and Lim M. (2008). The effect of forecasting and information sharing in
SCM for multigeneration products. European Journal of Operational Research, 186,
pp.276–287.

6. Appendices
Appendix 1. Main factors affecting collaboration in the supply
chain

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Source: Hudnurkar, 2014.

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