Network Logistics Buss 2004 Spring 2020 CW 1 QPMEC Amo Tem

Network Logistics Buss B 2004 Spring 2020 Cw 1 Qpmec Amo Tem

Answer all questions. The assignment focuses on the importance of current changes and trends in the future supply chain, considering the increasing international orientation and complexity of supply chains, as well as the challenges created by collaboration, information sharing, and volatile market environments.

Particularly, you are required to develop a 'supply chain vision 2020 to 2025' based on Oman Vision 2040, considering social, economic, and technical trends. Choose a supply chain from an internship company (subject to approval), analyze current issues, conduct macro, meso, and micro analyses, perform a SWOT analysis, and evaluate how your vision aligns with organizational goals and current supply chain challenges. The report should be structured with an introduction, analysis, vision development, evaluation, conclusion, and recommendations. Appropriate referencing and diagrams should complement your analysis. The maximum length is 8 pages (excluding attachments).

Paper For Above instruction

Introduction

The future of supply chains is intricately linked to global trends that are continuously shaping logistics, procurement, and distribution channels. As supply chains become more internationally oriented and complex, they face numerous challenges including increased collaboration requirements, enhanced information sharing, and market volatility. Understanding these trends is vital for designing resilient, sustainable, and efficient supply chains that can adapt to ongoing changes. This paper explores the significance of these trends within the framework of Oman Vision 2040, aiming to develop a strategic 'Supply Chain Vision 2020 to 2025' aligned with national development goals.

Current Supply Chain Issue in Selected Organization

For this analysis, I have selected a logistics arm of Oman Oil & Shipping Company (OOSCO), an enterprise heavily involved in oil, gas, and petrochemical supply chains. The primary challenges faced by this organization include managing supply chain disruptions caused by geopolitical tensions, fluctuating oil prices, and the integration of advanced technological systems for tracking and data sharing. The organization struggles with real-time data sharing among suppliers and customers, leading to delays and inefficiencies, especially during market volatility.

Macro, Meso, and Micro Analysis

Macro-level factors involve national economic policies, global energy demand, and technological advancements. Oman’s Vision 2040 emphasizes diversification and sustainable economic growth through digital transformation, impacting supply chain strategies significantly. Meso-level factors include industry-specific regulations and supply chain partners’ capabilities, influencing collaboration and information sharing. Micro-level factors involve internal company processes, workforce skills, and specific operational challenges such as inventory management and logistics coordination.

SWOT Analysis

  • Strengths: Strategic location of Oman, established logistics infrastructure, and government support.
  • Weaknesses: Dependence on oil sector, limited technological integration, and supply chain rigidity.
  • Opportunities: Digital innovation, diversification aligned with Oman Vision 2040, regional trade growth.
  • Threats: Geopolitical instability, market volatility, rapid technological changes.

Supply Chain Vision 2020 to 2025

Based on the analyses, the proposed supply chain vision for the organization from 2020 to 2025 centers on digital transformation, diversification, and resilience. The vision emphasizes integrating Industry 4.0 technologies such as IoT, AI, and blockchain to enable real-time data sharing, predictive analytics, and automation. The aim is to create a flexible, transparent, and adaptive supply chain capable of responding swiftly to market changes and disruptions. This aligns with Oman’s broader goals of economic diversification, sustainability, and technological advancement outlined in Vision 2040.

Evaluation of Organizational Vision

The organization’s current vision aligns with national development priorities on economic diversification and technological progress but needs further integration with supply chain-specific goals such as data security, process automation, and stakeholder collaboration. By embedding these supply chain-centric objectives into its vision, the organization can better navigate market volatility and technological disruptions.

Relation to Current Supply Chain Issues

The proposed vision directly addresses the identified issues by promoting data-sharing platforms, technological upgrades, and strategic partnerships. Enhancing digital capabilities will facilitate better forecasting, reduce delays, and improve the organization's resilience to global market shocks. It will also support Oman’s strategic goal of becoming a logistics hub in the region.

Conclusion and Recommendations

In conclusion, future supply chains must be adaptable, collaborative, and tech-driven to withstand volatility and global complexities. For Oman, aligning supply chain evolution with Vision 2040 requires targeted strategies around digital transformation, diversification, and sustainability. Recommended actions include investing in advanced digital infrastructure, fostering industry partnerships, and adopting flexible logistics models. Continuous monitoring and adaptation to global trends will be crucial for sustaining competitive advantage.

References

  • Christopher, M. (2016). Logistics & supply chain management (5th ed.). Pearson Education.
  • Oman Vision 2040. (2019). Sultanate of Oman.
  • Ketchen, D. J., & Hult, G. T. M. (2007). Bridging organization theory and supply chain management. Journal of Operations Management, 25(2), 573-580.
  • Chopra, S., & Meindl, P. (2016). Supply chain management: Strategy, planning, and operation. Pearson Education.
  • Lummus, R. R., Vokurka, R. J., & Alberti, J. P. (2007). The role of supply chain management in achieving competitive advantage. Supply Chain Management Review, 11(4).
  • Humphreys, P., & McAleer, M. (2013). Managing supply chain risk: The role of strategic procurement. Journal of Supply Chain Management, 49(3), 3-9.
  • Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
  • Teo, H. H., & Tan, B. (2000). Strategic information technology adoption and strategic alignment: A framework and an empirical investigation. Management Information Systems Quarterly, 24(4), 591-613.
  • Yawar, S. A., & Seuring, S. (2017). Management of supply chain risks due to sustainable supplier development: A case study of the Saudi Arabia oil industry. Journal of Cleaner Production, 142, 3768-3778.
  • Ivanov, D., Dolgui, A., & Sokolov, B. (2019). The impact of digitalization on supply chain risk management. International Journal of Production Research, 57(15-16), 4947-4960.

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