Norton Lilly Case Study

Global Supply Chain – You Better Be Good…………… Time and Distance……………………………..……………… Where Do the Lost Savings Go? …………………………. The 10 Capabilities of Global Logistics Leaders…….. Lack of Global Technology Enablement …..………….. Summary………………………….................................... Sponsor Perspective …………………………………………. About Supply Chain Digest……………………………...... Global Logistics Capability Diagnostic………………… . End Notes ……………………………………………………….. 1 2 3 5 13 14 16 17 18 25

Today’s world business environment has become so competitive that companies in order to be successful in the market must deal with different resources for satisfying their customer need. In the past decade or so the competitive global market has made a big influence in the growing for external business. Third party logistics providers are more and more employing external companies for inventory management, transportation, warehousing, and other value added activities for customer services. Third party logistics

This case presents a company, known as Westminster and currently considered as one of the biggest manufacturer of health products. It consist of three separate companies, in which each of them manufactures their own and unique products, with a decentralized management that allows for an overall outside view of what is for best the future of this enterprise. Top managerial personnel is currently re-evaluating and assessing the company’s supply chain and how they could develop a strategies that would facilitate revamping such system.

Fraudulent acts by individuals can negatively impact the company’s reputation and incur significant legal costs, and lead to incarceration, not to mention the downfall of the entire organization.

Recently an opening of the economies of developing nations, especially China, has allowed a huge shift in outsourced production. For the most part the products of the outsourcing are destined for North American consumption, which creates interesting obstacles to the realizations of improvements predicted. Mega Bloks Inc is a Canadian example of this trend, having recently made their own foray into outsourcing to China. An examination of supply chain issues reveals the overall complexity and number of issues which could develop for a company like Mega Bloks. More specifically, for Mega Bloks issues of logistics, regulation, control (in general and specifically of quality) come to the forefront. All of these issues can individually and

Lilly is a 4-year-old Preschool student at the Early Childhood Development Center in Johnson County. When I was conducting the following assessment Lilly had a very positive attitude, smiled, and did her best. She did well on syllabicating words she was able to clap for each time she heard a syllable in the five different names provided. She also did well on the concepts of print assessment. For her oral assessment she was able to put together many whole sentences. As well as, interact with another student keeping the same subject for an extended amount of time. I believe that Lilly’s drawing is detailed and she did a good job explaining what she was trying to portray in her drawing.

Krajewski et al. (2016) stated that creating an effective supply chain involves the recognition of external competitive advantage pressure as well as internal

Try & Lilly is a family business that manufactures and market hats from their factory in Liverpool, the firm was established in 19th century and dedicated to produce high quality, bespoke hats for all requirements. The business environment in which Try & Lilly operate has seen a significant change due to advances in technology especially manufacturing technology, these technology affected on the source of competitive advantage for the firm which is based on the capabilities that has to meet customer requirements of high standards and quality of production.

We are all aware about the importance of supply, manufacturing and operations chain for any business. It becomes even more important if we are crossing the borders and entering international marketplaces as we are

Strategies through achieving a competitive advantage resulted in the existence of the terms `Globalisation` and supply chain management (SCM). Because in today`s emerging and industrialized environment companies seek to achieve competitive advantages and are no longer competing with their own expertise but with the talent in their entire global supply chain. [1]

Operation managers are discovering that global supply chains have additional complexities that were either negligible or nonexistent in domestic operations. These complexities include language and cultural differences, declare customs, currency fluctuations, armed conflicts availability of trucking, increased transportation costs, and crucial lead times, and the increased need for trust and cooperation among supply chain partners. Furthermore, managers must be able to identify and analyze factors that differ from country to country that can impact the success of the supply chain, including local capabilities: financial, transportation, and communication infrastructures: governmental, environmental, and regulatory issues: and political issues. Somerset has to develop not only technology information system, sourcing supplies, materials but also relationship with suppliers such as Chinese workers, Chinese managers, trucking availability and customs inspection etc. There are several considerations to improve Somerset’s inefficiency in aspects of quality controls and time reduction, flexibility and cost.

It has been two decades since the internal operations are consistently streamlined, manufacturing support up, quality of the products are generally enhanced, the expenses of assembling are consistently decreased yet now the organizations are presently concentrating on the reducing of logistics by mean of putting right supply chain methodologies for the excellence of organizations (Mangaladurai & Nemati, 2013). According Mangaladurai and Nemati European companies are spending between 5% to the highest ratio of 15% of the total budget of the company. In the United States, companies have used more than $ 670 billion on the supply chain related activities during the year 1993 which was the 10.5% of the aggregate GDP.

Many complex and more diverse decisions confront supply chain managers on a regular basis: what would be more efficient to manufacture in-house or to outsource; what new channels to implement that it would benefit their customers and suppliers, or how all new technologies, platforms, and practices have to be aligned to enable real-time supply chains. Current information technology reduced outsourcing transaction costs drastically, enabled companies to an increased supervision and control over offsite work, and outsourcing services can deliver faster and more convenient, but technology alone is not the solution. If a company decides to embrace changes in business processes and business culture, those changes can support a long way toward delivering a better product for less money. Complex sphere of activities in many countries is not relevant anymore because a massive number of activities outsourced became commonplace, a new normal.

Singapore has long built its economy on its strategic positioning for trade. The country is now home to the world's second-largest container port according to the World Shipping Council (2013). The country's position as a leading trade makes it a natural place to find solutions to global supply chain issues, and has also encouraged a significant amount of foreign direct investment in the country. Foreign companies have set up shop in Singapore, often in either services or retail. This paper will analyze some of the issues that foreign firms dealing in Singapore have with respect to global supply chain management.

Indeed use of third-party logistics (3PL) firms in transportation helps firms to meet complexities of global trade, worldwide increased competition, as well as the constant downward pressure in terms of prices and margins. This is in a bid to build up better logistic systems that can fulfill their needs for better services at a lower cost. Among the reasons as to why companies use 3PL firms is to outsource non-strategic activities which enables organizations to concentrate on the major competencies as well as to exploit external logistics expertise, (Ivan Su Hertz, Susanne, 2009). These third party firms have the capability of developing unique assets, acquiring the necessary resources and achieving superior logistics performance using 3PL relations. Companies therefore find it efficient and effective method of achieving the needed service with no engaging so much in investing new capabilities and in assets upon entering into a relationship with 3PL firms.