JWI 552 Week 9 Discussion Reply
JWI 552 Week 9 Discussion Reply
Which tools and strategies do you find most interesting and why? Without a doubt, new technologies are the most interesting tools for helping optimize the supply chain. They have the potential to become a disruptive innovation and entirely change how goods are made and delivered, and services are provided (Krajewski, 1). Over the last few years, cloud computing has become standard in many companies for storing, sharing, and delivering various information flows to customers. It made communication between all supply chain stakeholders easier and helped them to make better and faster decisions. At my company, we have been moving all our data to the cloud and using the cloud’s computing power in data processing. Blockchain is certainly another likely disruptor that is just finding its way to becoming mainstream across the business world. The benefits this technology provides, such as decentralization, transparency, and inalterability, are already helping many firms to create more efficient and resilient supply chains (Krajewski, 1). Which tools and strategies are the most viable to implement in your organization for working with cross-functional departments and external partners? Explain. My company can significantly benefit from the concept of concurrent engineering (Krajewski, 1) when it comes to designing new offerings. As our new product ideas come from the business development team, many internal and external suppliers will be involved in implementing these ideas. Having their expertise and guidance at the product design stage will result in a cheaper, better, and faster product we can sell to our customers. This includes early supplier involvement and presourcing (Krajewski, 1), the two approaches of close collaboration with suppliers that provide extra value from the deeper supply chain integration. How can you leverage best practices from other organizations to find better ways to strengthen your current network performance? To leverage best practices from other organizations, one needs to know that such best practice exists. Having a growth mindset (Ibarra, 2), as we learned in our very first course, is the first step in finding a better way of doing things outside of our companies. Studying competitors and other firms with similar supply chain challenges can provide great insight into their competitive capabilities and help make changes to our own supply chain, making it stronger. “An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage (Welch, 3)” Regards, Andrey Krajewski, L. J., & Malhotra, M. (2021). Operations Management: Processes and Supply Chains (13th ed.) Herminia Ibarra, Aneeta Rattan & Anna Johnston. June 2018. Satya Nadela at Microsoft: Instilling a growth mindset. London Business School. Jack Welch. 2005. Winning
JWI 552: Week 9 Discussion Reply-Andrey Bogachev
The perspective provided on the most interesting tools and strategies in supply chain management appears genuine. The development of new technologies has transformed how organizations optimize their supply chains. Cloud computing, for example, has evolved into a critical tool for storing and sharing information, facilitating communication, and facilitating faster decision-making among supply chain stakeholders (Krajewski 1). The implementation of blockchain has streamlined operations and increased efficiency. Furthermore, blockchain technology holds great promise for transforming supply chains by providing decentralization, transparency, and immutability, resulting in more resilient and efficient systems (Krajewski 1). These developments represent exciting opportunities for businesses to innovate and adapt to the changing supply chain landscape.
I believe that adopting concurrent engineering and teamwork with suppliers is a highly viable approach for working with cross-functional departments and external partners. By including suppliers in the product design stage, superior offerings can be created by leveraging their expertise and guidance. This collaborative approach ensures that an organization gains insights and knowledge, generating products that are cost-effective, of higher quality, and delivered faster to markets (Krajewski 1). Early supplier involvement and resourcing play a critical role in achieving these outcomes by fostering deeper supply chain integration. This strategy is consistent to improve cross-functional collaboration and overall organizational efficiency.
The author’s argument about leveraging best practices from other organizations is curated because it recognizes the need to determine if such practices exist. Ibarra et al. equate this recognition to having a growth mindset (1). The growth mindset ensures that organizations are prepared to venture into endeavors that are not necessarily internally planned. Additionally, the author mentions the studying of competitors. Essentially, competitor analysis informs organizations about competitive capabilities and hence informs on strategies to get a competitive edge.
Ibarra, Herminia, Aneeta Rattan, and Anna Johnston. “Satya Nadella at Microsoft: Instilling a growth mindset.” London Business School, 2018.
Krajewski, Lee J., Larry P. Ritzman, and Manoj K. Malhotra. Operations management: Processes and supply chains. New Jersey: Pearson, 2021.
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