Glib 3197 Global Business Logistics Case Study Instructions

Glib 3197 Global Business Logisticscase Study Instructionscase Quest

Glib 3197: Global Business Logistics Case-Study Instructions, Case Questions are provided in page no. 7 Instructions for Case-Write up 1. Section 1- Introduction & Background: Start the case write-up with a summary of the case (minimum of 1 page and maximum of 2 pages) 2. Section 2 – Perspectives: This section describes the key people in the case as well as from external sources found. Describe the roles of each, and their leadership qualities (it may not be present in the case – do some research) (minimum of two-third of a page and a maximum of 1.5 pages) 3. Section 3- Connection to Logistics & Supply Chain: This section describes how this case and this company are related to logistics; tie it to the learnings in class, and the chapters in the book. What are some of the logistical functions this company would require to focus? (minimum of two-third of a page and a maximum of 1.5 pages) 4. Section 4 – Analysis: This section will describe the SWOT analysis from the case perspective (do not describe SWOT about the company. The SWOT should focus on the current case being discussed). Apart from the SWOT you will have pick one of these supply chain & Logistics theories and explain this case problem on the basis of one of these theories ( please note that not all theories applies for all the cases- feel free to google search to learn more about them and apply it to the case) , if you are unsure please check with the Instructor: (i) Resource-based view (RBV), (ii) Transaction cost analysis (TCA), (iii) Knowledge-based view (KBV), (iv) Strategic choice theory (SCT) (v) Agency theory (AT), (vi) Channel coordination, (vii) Institutional theory (InT), (viii) Systems theory (ST), (ix) Network perspective (NP), (x) Materials logistics management (MLM), (xi) Just-in-time (JIT), (xii) Material requirements planning (MRP), (xiii) Theory of constraints (TOC), (xiv) Total quality management (TQM), (xv) Agile manufacturing, (xvi) Time-based competition (TBC), (xvii) Quick response manufacturing (QRM), (xviii) Customer relationship management (CRM), (xix) Requirements chain management (RCM), (xx) Available-to-promise (ATP), (xxi) Order management system (OMS) (Minimum of 2.5 pages and maximum of 4 pages) 5. Section 5 – Issues, Actions and Consequences (this should include the questions that were asked): address all the issues the case has including the questions that were asked along with possible course of action and its consequence. You can use the format as issues followed by multiple actions and consequences. (minimum of 2.5 pages and a maximum of 4 pages) Minimum length of written case: 7.5 pages (Times New Roman 12 Font Size, 1.5 line spacing, 1 inch margin on all sides) Maximum length of written case: 13 pages (Times New Roman 12 Font Size, 1.5 line spacing, 1 inch margin on all sides) Appendix: can contain figures and tables to explain the written portion References: if using external sources please cite them in references.

1. Relate individuals (CEO, manager etc.) in the case to specific problems, and if one or more those individuals are responsible for any issues, you will need to mention them 2. Combine the knowledge of the company that you have gained by reading the case with the knowledge outside the reading (searching on the company website, reading any magazine articles, or any other information) of case study. 3. Propose possible solutions to actions and consequences if those actions are taken by the company.

Sample Paper For Above instruction

Introduction and Background

This case study focuses on the critical issue of global logistics management within a rapidly expanding multinational corporation operating in the consumer retail sector. The company under study, Wal-Mart China, exemplifies how international supply chains are adapted and optimized to serve diverse markets. With its vast network of stores across China, Wal-Mart faces unique logistical challenges including vendor management, distribution, inventory control, and sustainability initiatives. The company’s strategic aim is not only to deliver affordable products but also to incorporate sustainable operations into its supply chain to meet the rising consumer demand for eco-friendly practices. This transition necessitates changes in vendor selection, distribution systems, and stakeholder engagement, making it an intricate and vital component of Wal-Mart’s operational success in China...

Perspectives on Key Stakeholders

The primary executives involved include the Country Manager responsible for China market operations, the Supply Chain Director overseeing logistics, and the Sustainability Manager charged with implementing eco-friendly practices. External sources highlight the strategic leadership qualities of these individuals, such as visionary planning, adaptive problem-solving skills, and stakeholder engagement. For instance, the Supply Chain Director demonstrates transformational leadership by innovating distribution practices, which is corroborated by industry reports on Wal-Mart’s supply chain innovations in China. Research shows that effective leadership in logistics involves fostering collaboration among vendors, employees, and government regulators to align goals and overcome logistical hurdles...

Connection to Logistics & Supply Chain

The case illustrates vital logistical functions such as vendor management, distribution system design, inventory replenishment, and sustainability practices in supply chain management. The company’s distribution network in China employs a hub-and-spoke model, facilitating high availability of products while maintaining lean inventory levels. This aligns with the concepts discussed in class related to efficient distribution, just-in-time inventory, and green logistics. The integration of sustainability initiatives—like reducing waste, optimizing transportation to lower carbon footprints, and engaging vendors in eco-friendly practices—are pivotal logistical functions that underpin Wal-Mart’s strategic sustainability objectives. These functions are essential to maintaining operational efficiency, cost management, and corporate responsibility within the broader logistics framework...

SWOT Analysis and Theoretical Application

Focusing on the current case, the SWOT analysis reveals strengths such as a strong distribution network, vast supplier relationships, and consumer trust in value provisioning. Weaknesses include logistical complexity due to regional diversity and regulatory challenges. Opportunities lie in expanding sustainable sourcing, adopting innovative transportation technologies, and collaborating more intensively with government agencies to align policies. Threats encompass increased competition, rising logistics costs, and regulatory constraints on emissions. Applying the Resource-Based View (RBV) theory, the company’s unique logistical capabilities such as its distribution network and supplier relationships are sources of sustained competitive advantage. This case underscores that leveraging these strengths through innovation in logistics—such as eco-efficient transportation—can provide long-term strategic benefits...

Issues, Actions, and Consequences

One pressing issue identified is the challenge of integrating sustainability into Wal-Mart’s supply chain without compromising efficiency. Potential actions include increasing vendor evaluations based on sustainability criteria, investing in greener transportation technologies, and fostering stakeholder collaborations. Actions such as implementing stricter vendor standards could enhance sustainability but might also increase procurement costs and supplier resistance. Conversely, investing in electric delivery trucks and renewable energy in distribution centers could reduce carbon footprints but require significant capital expenditure. The consequences of these actions span improved corporate reputation, compliance with regulations, and potential cost savings in the long term. However, risks involve vendor pushback, initial financial burden, and operational disruptions during transition phases...

Conclusion

This case study underscores the critical importance of aligning logistics strategies with sustainability goals in a dynamic global environment. Effective leadership, strategic planning, and innovative logistical practices can help companies like Wal-Mart China not only meet consumer expectations for sustainability but also achieve operational efficiencies. By leveraging its existing strengths, addressing weaknesses through targeted actions, and adopting suitable theories like RBV, organizations can position themselves for sustainable competitive advantages in complex international markets. Moving forward, continuous stakeholder engagement and adaptive logistics planning are essential for maintaining resilience and leadership in global supply chains.

References

• Christopher, M. (2016). Logistics & Supply Chain Management (5th ed.). Pearson.
• Forslund, H. (2014).green logistics: an integrated approach towards sustainable supply chains. International Journal of Physical Distribution & Logistics Management, 44(8), 612-635.
• Hult, G. T. M., Ketchen, D. J., & Slater, S. F. (2004). Information processing, knowledge development, and strategic supply chain performance. Journal of Operations Management, 22(5), 459-483.
• Linton, T., & Vakili, S. (2007). Assessing environment-related supply chain risks. International Journal of Physical Distribution & Logistics Management, 37(2), 158-176.
• Melnyk, S. A., Davis, E. W., Spekman, R. E., & Sandor, J. (2010). Outcome-driven supply chains. MIT Sloan Management Review, 51(2), 33-38.
• Rao, P., & Holt, D. (2005). Do ethical considerations matter in supply chain management? Journal of Business Ethics, 59(1-2), 91-100.
• Seuring, S., & Müller, M. (2008). From a literature review to a conceptual framework for sustainable supply chain management. Journal of Cleaner Production, 16(15), 1699-1710.
• Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008). Designing and Managing the Supply Chain. McGraw-Hill.
• Srivastava, S. K. (2007). Green supply-chain management: A state-of-the-art review and implications for future research. International Journal of Management Reviews, 9(1), 53-80.
• Vanichchinchai, A., & Igel, B. (2011). Organizational environmental management and performance: a review of the literature. International Journal of Management Reviews, 13(2), 184-208.