Supply Chain Management in Practice – Project Option

Level 6

Session 1

Introduction to the Work-Based Project and Associated Research

Learning Outcomes

At the end of this session candidates will be able to:

Explain CIPS’s requirements and expectations for the Strategic Chain Management in Practice work-based project option

Explain differences in the approach to learning and assessment used in this unit to that used for other units in the CIPS Graduate Diploma

Explain the main stages of preparation of a work-based project and the outcomes from each stage

Explain how to present analysis, justified solutions and a plan for implementation in the workplace

Start determining the potential problem(s)/topic for the project

Candidates, in their Projects, are expected to -Synthesise conceptual and work-based data

into a coherent structureDiagnose supply chain problems within a

situation in their work placeCritically evaluate the validity and

applicability of a range of possible solutions

Predict the consequences of each alternative course of action

Judge the appropriateness of supply chain principles to a particular supply chain context

Candidates, in their Projects, are expected to -Solve problems with reference to

supply chain principlesPropose solutions that will enable

their organisation to operate more effectively

Justify the solutions in terms of their feasibility and appropriateness

Develop a suitable plan for implementing the proposed course of action

In summary -

Diagnose supply chain problems within their organisation

Propose solutions to organisational problems with reference to supply chain theories

Propose solutions that will enable the organisation to operate more effectively

Projects

5000 words maximum – professional standard and format

A) Introduction, including the background, rationale and objectives (500 words)

Weighting 12%B) Review of the theory and the development

of a set of predictions (1,000 words) Weighting 25%

C) Case analysis, including application and synthesis (3,000 words)

Weighting 50%D) Conclusions and recommendations (500

words)Weighting 13%

Projects must -

Contain a logical structure divided into sections

Consist of proper paragraphsBe supported by an approved system

of referencesContain a full bibliographyHave a high standard of EnglishBe properly proof-read

Work-based Projects – own OrganisationEitherseek to test the explanatory power of an existing

body of theoretical knowledge against a case example;

or it will seek to test the explanatory power of an

existing body of theoretical knowledge to make predictions about the likely outcome of an impending test case.

The project is driven by theory. Students must be encouraged to identify a theory or set of theories by referring to the learning outcomes of the other two Level 6 units:

Leading and Influencing in Purchasing Strategic Supply Chain Management.

Work-based Projects – Case Study OrganisationEither it will critique an existing theory in order to

develop a better explanation of a set ofphenomena;

or it will critique a set of competing theories in

order to say which has the greater explanatory power.

The project is driven by theory. Students must be encouraged to identify a theory or set of theories by referring to the learning outcomes of the other two Level 6 units:

Leading and Influencing in Purchasing Strategic Supply Chain Management.

Deciding on a topic

Choose something of interestMust be relevant to

your workplacethe theory from the other two Units

It should be significant enough to warrant investigation

It should be able to be completed within the time allowed

The ProcessReview subject areato identify problem

Check with tutor andline manager before

submitting

Write up conclusionsand Action Plan

Reference and proof-read

Check with tutor before continuing

Define problem to be investigated

Carry outsecondary research

Write up findings

Investigate research methods

Identify relevanttheory

Carry outprimary researchWrite up findings

Tutor support should be made available at Intervals throughout the process

Session 2

Identifying Theory, Finding Information and Referencing

Learning Outcomes

At the end of this session candidates will be able to:

Identify theory to be used within their project

Carry out a literature review Record information for referencing

and bibliographyUnderstand the need to reference

others’ workUse an appropriate referencing

system

Re-visit Previous Units

SyllabusCourse NotesText Books

Link into work-based problem identified

Progress check – Determining the ProblemKey issues facing the organisationDrivers for changeInsights into the issuesA statement of the ‘problem(s)’Evidence to support your view based

on appropriateExternal analysisInternal analysisUnderstanding of expectations and

purpose

Step 1: Determine the Problem

Points to noteIdentify and investigate

causes rather than symptoms

You will still need to investigate in order to decide on a ‘solution’

Don’t get so involved with analysis and theory that it stops you moving forward

Techniques availableInternal analysis toolsExternal analysis toolsConcepts for understanding

expectations and purposesStrategic theories and

frameworks Problem-solving techniques

Outcomes to aim forKey issues facing the

organisation, including drivers for change

Insights into the issuesA statement of the

‘problem(s)’Evidence to support your

view

What’s involvedThink about the

situation/problem you are tackling

Develop a thorough understanding of the context

Identify, analyse and explore the issues

Consolidate the analysis

Constituents of a Problem StatementA short statement of what the

problem isIts symptoms (what you can see)Its causes (what you probably can’t

see) The impact the problem is having now

(quantified if possible)The consequences if the problem is

not resolved (again quantified if possible)

Get Approval to Proceed

When you have formulated your statement about the problem you are looking to solve, make an appointment with your tutor to discuss suitability and to get approval to proceed

Remember that this may involve approval from your workplace as well – if you have a workplace mentor it should be discussed here also.

Evaluating Information

Decide what is relevant.What ‘must be’ included.What ‘might be’ included.What should be left out.

Remember the word ‘limit’.

Sources of Further Information

Library CataloguesJournals of AbstractsBibliographiesDatabasesInternet

Recording Information

Skim/scan articles and chapters identifiedTake notes – paper based or computer basedRecord –

Author(s) – surname and first namesTitle of book, journal or newspaperTitle of chapter or articleURL if websiteDate of publicationPlace of publicationName of publisherPage number or numbers

Keywords and why/how you will use the information

Referencing

Numerous sources of informationHelp candidates to source guidanceMost colleges or universities have

their own guidesOther sources of information available

on the internetStress importance of referencing

others’ workShow examples of bibliographies

Referencing

Most common system – Harvard Referencing System – examples -

Reference to a bookAuthor’s SURNAME, INITIALS., Year of publication. Title.

Edition (if not the first). Place of publication: Publisher.

For example, MERCER, P.A. AND SMITH, G., 1993. Private viewdata in the UK. 2nd ed. London: Longman.

Reference to a contribution in a bookContributing author’s SURNAME, INITIALS., Year of

publication. Title of contribution. Followed by In: INITIALS. SURNAME, of author or editor of publication followed by ed. or eds. if relevant. Title of book. Place of publication: Publisher, Page number(s) of contribution.

For example, BANTZ, C.R., 1995. Social dimensions of software development. In: J.A. ANDERSON, ed. Annual review of software management and development. Newbury Park, CA: Sage, 502-510.

Session 3

Investigating the Problem

Learning Outcomes

At the end of this session candidates will be able to:

Use relevant theory and mind-mapping or similar techniques to identify all possible options available

Evaluate the validity and applicability of a range of possible solutions

Predict the consequences of adopting each alternative course of action in the short and long terms

Judge the appropriateness of supply chain principles to a particular supply chain context over the short and long term

Step 2: Determine alternatives

Points to noteThe options should address

at least part of the ‘problem’ you defined in Step 1

Don’t arbitrarily discard any options at this stage

Remember to stay ‘strategic’

Techniques availableGeneric strategies (Porter)Strategic directions (Ansoff)Strategic development

methodsSCM strategiesAlliancing and partnership

methods

Outcomes to aim forA clear statement of

alternativesA short explanation of what

each course means for the organisation

Underlying strategic rationale for these alternatives

What’s involvedIdentify all possible

alternativesFirst for organisation levelThen for SCM levelExplore consequences on

each other

Developmentstrategies

Generating Strategic Options

Genericstrategie

s(Porter)

Strategicdirection

s (Ansoff)

Strategic

methods

Generic Strategies (Porter)

STRATEGIC ADVANTAGE

STR

ATEG

IC T

AR

GET

Uniqueness perceivedby customer

Low costposition

Industry-wide

Segmentonly FOCUS

DIFFERENTIATIONOVERALL

COSTLEADERSHIP

Risk

Strategic Directions (Ansoff)

Market penetration

Diversification

Product development

New

Mark

et

Existing NewProduct

Market development

Also:ConsolidationWithdrawalDo nothing

Source: Ansoff

Exi s

tin

g

Strategic Methods

Internal developmentJoint developmentMergers and acquisitions

Key decision factors: Investment returns Investment costs Time Degree of control Strategic compatibility

Towards a SCM Strategy

Goals of SCM Cost reduction

Quality improvement Innovation Delivery

Scope of SCM What do we make/do?

What do we buy?

Relationships Relationship types Supplier categories

Quality Quality attributes Quality standards Process/systems

SCMStrategy

Aligning Supply Chain Strategies

Business processe

s

Management

components

Networkstructure

Order processing Customer service Distribution Product development Supply

Physical & technical Planning & control Process structure Organisational structure Information distribution Production flow

Relationships to lead/ coordinate

Relationships to be monitored

Non-critical relationshipsRelationships to other

supply chains

Operational & behavioural Management principles Power structure Payment structure Company culture

Session 4

The Recommendations and Approach

Learning Outcomes

At the end of this session candidates will be able to:

Solve problems with reference to supply chain principles

Propose solutions that will enable their organisation to operate more effectively in the short and long term

Justify the solutions in terms of their feasibility and appropriateness

Step 3: Evaluate Alternatives

Points to noteStrong options will be those

that address the underlying problem(s) in the short and long term

Sometimes the alternatives are ranked or weighted

Techniques availableSuitability, acceptability and

feasibility framework (J,S&W)

Financial appraisal techniques

Screening techniques, e.g. GE screen, Abell & Hammond

Outcomes to aim forA summary showing:

Each alternativeWhat it would entailStrengths (or pros)Weaknesses (or cons)

What’s involvedIdentify evaluation criteria Use to evaluate each option,

including financial calculations

Examine the consequences of each in both short & long term

Evaluating Strategic Options

Suitability Acceptability Feasibility

Evaluating strategic options

Establishing the rationale

Screening options and criteria

Does it solvethe problem?

Is it acceptableto stakeholders?

ReturnsRiskReactions by

stakeholders

Can we deliver?

Cash flow Break evenResourcesCompetences

Adapted from Johnson & Scholes

Financial Appraisal Techniques

Cash-flow projectionDiscounted cash-flow (DCF) methodInternal rate of return (IRR) methodSensitivity analysisBreak-even analysisModelling

Assessing the Feasibility of Options Abell & Hammond’s Investment Opportunity Matrix

Competitive position

Op

tion

att

racti

ven

ess

Low

Hig

hM

ed

ium

Strong Medium Weak

Low o

vera

ll attr

activ

eness

Mediu

m o

vera

ll att

ract

iveness

Source: Adapted from Abell and Hammond

High o

verall

attract

iveness

Step 4: Justify Alternatives

Points to noteThe justification should be

objective, not subjective (“It’s the only option”)

The decision/recommendation may have to be qualified in the absence of enough information e.g. If X applies then Option A, but if Y applies then Option B

Techniques availableRanking and weighting Screening techniquesStrategic

concepts/frameworks

Outcomes to aim forA clear statement of the

option selectedThe justification and

rationale for the decisionEvidence to support or

defend the decision

What’s involvedMake (or confirm) the

selection decision resulting from the evaluation of alternatives

Collate evidenceConsider how to present and

justify the decision

Creating Major Change

Establish sense of urgencyCreate the guiding coalitionDevelop a vision and strategyCommunicate the change visionEmpower broad-based actionGenerate short-term winsConsolidate gains and produce more

changeAnchor new approaches in the culture

Kotter 1996

Session 5

Writing and Reviewing the Work

Learning Outcomes

At the end of this session candidates will be able to:

Get started with their writingTake a professional approachDevelop a suitable plan for

implementing the proposed course of action within any constraints identified

Use the theoretical base for their writing

Recognise the importance of proof-reading a draft and their final version

Check their project and hand it in

Step 5: Plan implementation

Points to noteEnsure SCM tactics are

integrated and aligned with strategy

Control measures are essential for assessing whether the plan is working

Techniques availableMcKinsey’s 7S frameworkPlanning frameworks, including

objective settingLeadership modelsOrganisation structuresConcepts for control

Outcomes to aim forProblem definitionCorporate/business objectivesCorporate/business strategySCM objectivesSCM strategyTactics for implementationControl approach/measures

What’s involvedDevelop a plan for all aspects

of the implementation of the preferred alternative

Specify what is required to implement strategic change

Consider appropriate structures and leadership style

Strategic alignment

Strategy

Style

Systems Structure

Staff

Skills

Source: McKinsey 7S framework

Sharedpurpose

Sections for a Typical Project

IntroductionReview of theory and development of

a set of predictionsSituation analysis including corporate

objectives and strategyConclusion including SCM objectives

and strategyRecommended Action Plan for

implementation including control approach and measures

Starting to Write

Devise your structure (see previous

slide) and include sub-headingsSet a timetable for what you have to

achieve and by whenWrite your first draft and submit it for

review by your tutorEdit and re-draftProof-read before submitting

Remember – the most difficult words to write are the first 100!!

Professional Project Writers

Manage their time well, allocating an appropriate amount of time to each part of the project

Present their projects wellTreat the marker as their ‘customer’Have a broad understanding of the

whole syllabusDemonstrate confidence in their

answers

Use your Theoretical Base

Introduce the theory – concept – framework – model you are working with (referenced appropriately)

Show how it is applied or could be applied in your organisation

Be evaluative – how will this improve the situation

ORJustify – this is why this works now

Proof-read

Don’t rely on the computer spell- and grammar-check (although these can help)

Paragraphs should be limited to one idea

Check punctuationMake sure all tables, diagrams, and so

on are labelledPrepare a Contents Page

Checklist for Completed Work

Did you focus on keywords, and establish what the project was asking for?

Have you used a suitable structure (paragraphs/headings)?

Are your conclusion(s) / recommendation(s) put across confidently?

Are your decisions/conclusions justified appropriately and linked to any analysis?

Have you used relevant model(s) or diagram(s)?

Have you used actual examples?Have you checked your spelling and

grammar?