#hs0007 Case study

The attached file is the assignment name and my assignment.

 

Below is another student’s question about my assignment.

I have to answer this question.(write 200~220 word) 

 

 

regards

 

 

Dear Hansung,

 

You have made interesting insights and comments in your writing, but I have a few questions about this.

  1. You said: “Pashley’s model best suits in this category, effective management of more than 100 suppliers” and later this: “To facilitate this, the company effectively holds monthly or weekly meetings with its more than 120 suppliers to elaborate the needs of the company.“ (Song, 2020). Meeting with more than 120 suppliers weekly? How can this be more cost-effective and faster than outsourcing it to a company that specializes in it? (e.g. ATI for the Cooper).
  2. At the beginning of the case study, they explain how much Taiwanese companies are at the forefront of manufacturing and R&D. How could Pashley benefit from this by keeping the number of Taiwanese suppliers to a minimum and providing European suppliers with some of the tools needed for production (and avoiding development)?
  3. Slack et al stated: “The central objective of supply chain management is to satisfy the needs of the end customer.” (Slack et al, 2018). To what extent does Pashley consider its end customers when it comes to delivering bicycles ready-made? In addition, the cost of this extra is borne by the customers, fewer goods per truck are more burdensome on the environment and the advantage accrues only to the retailers. This is exactly the opposite of what IKEA does.
  4. You said Pashley can easily change its suppliers if necessary (Song, 2020). If Pashley has assets with suppliers and has a long-term contract, how can it easily jump out of it? Even they claim at the end of the study that no way.

 

Regards,

Laszlo

 

List of references:

Song, H. (2020) Sustainable Operations Unit 3 and 4 Discussion forum: Initial Post. Available from https://www.my-course.co.uk/mod/hsuforum/discuss.php?d=209478 [Accessed 23 May 2020]

Slack, N. & Brandon-Jones, A. (2018) Operations and Process Management: Principles and Practice for Strategic Impact. 5th ed. Harlow: Pearson. Available via the VitalSource Bookshelf. [Accessed 21 May 2020]

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