The board realises that there remains firm misunderstanding in the landscape between the Logistics and Supply chain as concepts. As a result, you are asked to provide an overview on the difference between the two concepts (i.e. Logistics and Supply Chain) to ease the Board’s understanding. b. Explain what performance management is from management perspective and how can RCL benefit from implementing performance management in the organisation. c. Performance measures enables forecasting, improvement, incentives, accountability, and communications benefits. Provide four (4) ways in which performance measures can be used within RCL Foods?d. The RCL Foods have a measurement system and you are required to comment on the effectiveness of these performance measurement systems 00:01 OA NI ul ll 52%BACKGROUND OF THE BUSINESSI.RCL FOODS is a leading South African food manufacturer. We are a leading South African food manufactureremploying over 21 000 people, producing a wide range of branded and private label food products which we distributethrough our own route-to-market supply chain specialist, Vector. Our strategy is founded on a clear sense of who weare and where we are going as a business. We aim to create the future Our Way - driven by Our Passion and OurAmbition and guided by Our Values.Who we are?%3DI.Our PassionWe believe in doing more.with a single-minded passion to provide more food to more people, more often. We believethat by nourishing people while sustaining our resources, everyone wins. Communities will be enriched, employeesinspired, and our customers and shareholders will enjoy the benefits. In our Passion to do "more", we are driven by adesire to improve people's access to nourishing food while achieving sustained business growth. The three "mores" ofour Passion express our interlinked social and business agenda.More foodWHAT: We wil provide more nourishing food, better value and greater choiceHOW: We aim to provide more nourishing food, better value and greater choice. We will do this through building ourportfolio with strong brands, gaining a bigger share of meals by driving added-value products, and relentlessinnovationMore peopleWHAT: We will make food choices available to all people.HOW: We strivemake food choices available to all people by increasing our market share in existing categoriesand finding new consumers in new categories and marketsMore oftenWHAT: We strive to make fod choices available to all people by increasing our market share in existing categoriesand finding new consumers in new categories and marketsHOW: We will provide affordable food to everyone, every day, everywhere. We'll do this be reaching new consumermeal occasions through increased distribution and better penetrationPage 23 of 38BPLLMB1II.Our AmbitionTo build a profitable business by creating food brands that matter, brands that make an impact on people'slives and cater to their needs.IV..Our Strategic ThrustsGrow through strong brands• Extend our leading value chainPartner with strategic customers• Expand into Africav. Our Business ModelGuided by Our Passion and underpinned by Our Values, we strive to create value for our stakeholders through themanufacture and distribution of a wide range of branded and private label food products. In line with our businessmodel, our business activities centre on growing our revenue and profit across both our core and added-valuecategories, through the effective and balanced use of our capitals. 00:00 OОООA NI ll # ll 52%Page 25 of 38BPLLMB1RCL STRATEGIC PERFOMANCEStrategic Area2019 DeliverablesNext Year TargetsGROW THROUGH STRONG N1 MARKET LEADERSBRANDSINITIATED KEY BRANDEXTENSIONS INTO NEWCATEGORIES FORFUTURE GROWTHIntensify our investment intothe full restoration of theRainbow brand.We will further drive excitinginnovation into the marketthrough expansion of ourPies manufacturing facilitiesto further entrench Pie man'sas market leader.DOUBLE DIGIT GROWTH IN PROGRESS IN EXTENDING continue to strengthen ourGROCERY, PIES ANDBEVERAGES BUSINESSUNITS DUE TOINNOVATIVE PRODUCTSLAUNCHED INPARTNERSHIP WITH OURCUSTOMERSPARTNER WITHSTRATEGIC CUSTOMERSOUR INTEGRATEDOFFERINGS AS ONE RCLFOODS PORTFOLIO INpartnerships withFoodservice customers andstrategically pursue jointbusiness partnerships withretailers in key categoriesOUR FOODSOLUTIONSBUSINESS, SPECIFICALLYIN GROCERYEXTEND OUR LEADINGVALUE CHANSEAMLESS TAKE-ON OFSIQALO FOODS BUSINESSINTO OUR SHAREDSERVICE PLATFORMINITIATED EXPANSION OFPIES MANUFACTURINGCAPACITY WITH A R80MILLION CAPEX PLANaccelerate our route-to-market initiatives across ourentire portfolio to improvecustomer service, driveefficiencies and allow RCLFOODS to capitalize on newopportunities in the digitalarena.INSPIRE GREAT PEOPLELAUNCHED LET'S TALKMOBILE PLATFORM FORAUTHENTICRELATIONSHIP BUILDINGACROSS THE EMPLOYEER44,4 MILLION WAS SPENT maintain the momentumTRAINING OVER 10 000ΕMPLOYEESgained in inspiring greatleaders of tomorrow acrossevery level of employee inthe organizationCHAINEXPAND INTO THE RESTOF AFRICAACQUIRED 45% OF LSALOGISTICS IN ZAMBIAGROWTH IN SOUTHAFRICAN EXPORTScontinue our low riskexpansion strategy intoTHROUGH OUR LOGISTICS Africa. We are cognizant ofour healthy balance sheetand low gearing profile andbelieve we are well placed toconsider strategic expansionand acquisition opportunitiesthat may be forthcoming inSouth Africa and the rest ofPARTNERS IN AFRICAAfrica.Page 26 of 38BPLLMB1RAPID PROGRESS INRUSTENBURG WASTE-TO-VALUE PROJECTEXPECTED TO BECOMMISSIONED IN THEFIRST HALF OF THE 2020FINANCIAL YEARDRIVE SUSTAINABLEBUSINESS"A RATING IN THE CDP2018 CLIMATE CHANGESURVEY, LEADING THE SAFOOD AND BEVERAGEcontinue to drive thetransformation agenda in theChicken and Sugar valuechainsSECTORCEO REPORTREVIEW OF OPERATIONS

Question

The board realises that there remains firm misunderstanding in the landscape between the Logistics and Supply chain as concepts. As a result, you are asked to provide an overview on the difference between the two concepts (i.e. Logistics and Supply Chain) to ease the Board’s understanding. b. Explain what performance management is from management perspective and how can RCL benefit from implementing performance management in the organisation. c. Performance measures enables forecasting, improvement, incentives, accountability, and communications benefits. Provide four (4) ways in which performance measures can be used within RCL Foods?d. The RCL Foods have a measurement system and you are required to comment on the effectiveness of these performance measurement systems 00:01 OA NI ul ll 52%BACKGROUND OF THE BUSINESSI.RCL FOODS is a leading South African food manufacturer. We are a leading South African food manufactureremploying over 21 000 people, producing a wide range of branded and private label food products which we distributethrough our own route-to-market supply chain specialist, Vector. Our strategy is founded on a clear sense of who weare and where we are going as a business. We aim to create the future Our Way - driven by Our Passion and OurAmbition and guided by Our Values.Who we are?%3DI.Our PassionWe believe in doing more.with a single-minded passion to provide more food to more people, more often. We believethat by nourishing people while sustaining our resources, everyone wins. Communities will be enriched, employeesinspired, and our customers and shareholders will enjoy the benefits. In our Passion to do &#34;more&#34;, we are driven by adesire to improve people's access to nourishing food while achieving sustained business growth. The three &#34;mores&#34; ofour Passion express our interlinked social and business agenda.More foodWHAT: We wil provide more nourishing food, better value and greater choiceHOW: We aim to provide more nourishing food, better value and greater choice. We will do this through building ourportfolio with strong brands, gaining a bigger share of meals by driving added-value products, and relentlessinnovationMore peopleWHAT: We will make food choices available to all people.HOW: We strivemake food choices available to all people by increasing our market share in existing categoriesand finding new consumers in new categories and marketsMore oftenWHAT: We strive to make fod choices available to all people by increasing our market share in existing categoriesand finding new consumers in new categories and marketsHOW: We will provide affordable food to everyone, every day, everywhere. We'll do this be reaching new consumermeal occasions through increased distribution and better penetrationPage 23 of 38BPLLMB1II.Our AmbitionTo build a profitable business by creating food brands that matter, brands that make an impact on people'slives and cater to their needs.IV..Our Strategic ThrustsGrow through strong brands• Extend our leading value chainPartner with strategic customers• Expand into Africav. Our Business ModelGuided by Our Passion and underpinned by Our Values, we strive to create value for our stakeholders through themanufacture and distribution of a wide range of branded and private label food products. In line with our businessmodel, our business activities centre on growing our revenue and profit across both our core and added-valuecategories, through the effective and balanced use of our capitals. 00:00 OОООA NI ll # ll 52%Page 25 of 38BPLLMB1RCL STRATEGIC PERFOMANCEStrategic Area2019 DeliverablesNext Year TargetsGROW THROUGH STRONG N1 MARKET LEADERSBRANDSINITIATED KEY BRANDEXTENSIONS INTO NEWCATEGORIES FORFUTURE GROWTHIntensify our investment intothe full restoration of theRainbow brand.We will further drive excitinginnovation into the marketthrough expansion of ourPies manufacturing facilitiesto further entrench Pie man'sas market leader.DOUBLE DIGIT GROWTH IN PROGRESS IN EXTENDING continue to strengthen ourGROCERY, PIES ANDBEVERAGES BUSINESSUNITS DUE TOINNOVATIVE PRODUCTSLAUNCHED INPARTNERSHIP WITH OURCUSTOMERSPARTNER WITHSTRATEGIC CUSTOMERSOUR INTEGRATEDOFFERINGS AS ONE RCLFOODS PORTFOLIO INpartnerships withFoodservice customers andstrategically pursue jointbusiness partnerships withretailers in key categoriesOUR FOODSOLUTIONSBUSINESS, SPECIFICALLYIN GROCERYEXTEND OUR LEADINGVALUE CHANSEAMLESS TAKE-ON OFSIQALO FOODS BUSINESSINTO OUR SHAREDSERVICE PLATFORMINITIATED EXPANSION OFPIES MANUFACTURINGCAPACITY WITH A R80MILLION CAPEX PLANaccelerate our route-to-market initiatives across ourentire portfolio to improvecustomer service, driveefficiencies and allow RCLFOODS to capitalize on newopportunities in the digitalarena.INSPIRE GREAT PEOPLELAUNCHED LET'S TALKMOBILE PLATFORM FORAUTHENTICRELATIONSHIP BUILDINGACROSS THE EMPLOYEER44,4 MILLION WAS SPENT maintain the momentumTRAINING OVER 10 000ΕMPLOYEESgained in inspiring greatleaders of tomorrow acrossevery level of employee inthe organizationCHAINEXPAND INTO THE RESTOF AFRICAACQUIRED 45% OF LSALOGISTICS IN ZAMBIAGROWTH IN SOUTHAFRICAN EXPORTScontinue our low riskexpansion strategy intoTHROUGH OUR LOGISTICS Africa. We are cognizant ofour healthy balance sheetand low gearing profile andbelieve we are well placed toconsider strategic expansionand acquisition opportunitiesthat may be forthcoming inSouth Africa and the rest ofPARTNERS IN AFRICAAfrica.Page 26 of 38BPLLMB1RAPID PROGRESS INRUSTENBURG WASTE-TO-VALUE PROJECTEXPECTED TO BECOMMISSIONED IN THEFIRST HALF OF THE 2020FINANCIAL YEARDRIVE SUSTAINABLEBUSINESS&#34;A RATING IN THE CDP2018 CLIMATE CHANGESURVEY, LEADING THE SAFOOD AND BEVERAGEcontinue to drive thetransformation agenda in theChicken and Sugar valuechainsSECTORCEO REPORTREVIEW OF OPERATIONS

Accepted Answer

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