MBA 690 Milestone Three Guidelines And Rubric ✓ Solved

Mba 690 Milestone Three Guidelines And Rubric In Milestone Three

In this milestone, consider the sustainability of your idea in the marketplace from initial inventory to subsequent sustainment in the supply chain. Specifically, examine the company’s own inventory as a starting point—that inventory came from a supplier—which is where your supply chain starts. Additionally, your finished product will travel downstream along the supply chain by means of shippers, distribution centers and then finally, to a retailer.

These components should be outlined in this paper. Identify and describe the technologies you intend to use along the company’s supply chain such as RFID tagging and bar coding, e-procurement, and 3PL. Identify and justify your clicks or bricks decision, that is, your rationale for brick-and-mortar locations or internet services or a combination of both. The paper should identify the key data needed to support the functions of inventory management and supply chain management. You should describe the life cycle of the business idea.

Focus your response on the future of the business idea, specifically on its growth and eventual decline. Assess the profit generation and cost-saving opportunities associated with the business idea based on the life cycle you described. Your assessment should be supported with rationale. Determine a phase-out plan for your business idea that ensures a sustainable solution that makes way for future innovation and profit streams. Ensure that you justify the steps in your plan.

Sample Paper For Above instruction

Introduction

The sustainability and management of a business product or service throughout its lifecycle are critical components of strategic planning. This paper explores the life cycle management, technological integration, and strategic considerations of a hypothetical business idea, detailing its growth, decline, and eventual phase-out to ensure ongoing innovation and profitability.

Life Cycle of the Business Idea

The lifecycle of the business idea begins with the introduction phase, characterized by market entry and initial sales growth. As the business gains market acceptance, it enters the growth phase, marked by increasing revenues, expanding customer base, and enhancing operational capacity. The maturity phase follows, where sales growth stabilizes, and the business seeks efficiency and market retention. Eventually, the decline phase emerges, influenced by market saturation, technological obsolescence, or shifting consumer preferences. Recognizing these stages enables strategic decision-making regarding resource allocation, technological updates, and exit strategies.

The future perspective emphasizes the growth phase, where scaling operations and expanding reach are prioritized. However, anticipation of decline involves developing strategies to mitigate adverse impacts, such as product diversification, innovation, or gradual phase-out plans. These considerations are vital in maintaining profitability and sustainability over time.

Profit Generation and Cost-Saving Opportunities

Throughout its lifecycle, the business can optimize profit and reduce costs through targeted strategies aligned with each phase. During the growth and maturity stages, profit maximization can be achieved via economies of scale, improved supply chain efficiencies, and technological advancements like RFID and bar-coding, which streamline inventory management and reduce shrinkage (Christopher, 2016). Cost savings are also realized through e-procurement systems, which automate purchasing processes, reduce administrative expenses, and foster supplier competition (Monczka et al., 2020).

Moreover, leveraging third-party logistics (3PL) providers can optimize distribution costs, improve delivery times, and enhance customer satisfaction (Hertz & Alfred, 2021). These technologies facilitate accurate and real-time data flow, enabling proactive inventory management and demand forecasting, thus reducing excess inventory and avoiding stockouts. Such strategic integrations substantially impact profitability during various lifecycle stages.

However, as the product approaches decline, cost-saving measures should pivot toward inventory reduction, process automation, and minimal marketing expenditures, complementing the phase-out strategy to sustain remaining profit margins (Sarkis, 2020).

Phase-Out Plan for Sustainable Innovation

The phase-out plan involves a structured approach to disengage from the declining product while paving the way for innovation. Initially, the business should assess inventory levels and forecast demand declines to reduce supply chain commitments gradually. Developing alternative offerings or pivoting to new markets can embed continuous value creation (Tidd & Bessant, 2018).

An essential step is the reallocation of resources towards research and development (R&D), supporting future product lines that leverage existing technological infrastructure. For example, the integration of RFID and data analytics can facilitate rapid deployment of innovative products aligned with evolving customer preferences.

Implementing a staged discontinuation ensures minimal disruption to stakeholders, maintains brand reputation, and preserves customer trust. Engaging supply chain partners early in the phase-out process facilitates logistical adjustments and inventory clearance (Christopher, 2016). Communication strategies emphasizing innovation commitment reinforce the company's reputation and prepare the market for upcoming offerings.

Ultimately, the plan emphasizes sustainability by ensuring residual value from the declining product is maximized, while investments focus on emerging opportunities that drive future growth and profitability.

Conclusion

Understanding and managing the lifecycle of a business idea is paramount in sustaining profitability and fostering innovation. By proactively assessing growth and decline phases, leveraging technological tools for efficiency, and implementing strategic phase-out plans, a company can navigate competitive markets effectively. Future-oriented planning ensures that resources are optimally allocated, and innovation remains a central focus, securing long-term success.

References

• Christopher, M. (2016). Logistics & supply chain management. Pearson UK.
• Hertz, S., & Alfred, D. (2021). Third-party logistics outsourcing: From resource-based to relational view. Journal of Business Logistics, 42(3), 209–226.
• Monczka, R., Handfield, R., Giunipero, L., & Patterson, J. (2020). Purchasing and supply chain management. Cengage Learning.
• Sarkis, J. (2020). Supply chain sustainability: Learning from the COVID-19 pandemic. International Journal of Operations & Production Management, 40(2), 167–174.
• Tidd, J., & Bessant, J. (2018). Managing innovation: Integrating technological, market, and organizational change. Wiley.