Final Draft 203

Cardiff Business School

CARDIFF BUSINESS SCHOOLMBA

BUSINESS PROJECTSeptember 2011

MULTIPLE CASE STUDIES: A COMPARATIVE ANALYSIS OF THE SUPPLY CHAIN MANAGEMENT PRINCIPLES

Submitted by: Aravind Prem

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MULTIPLE CASE STUDIES: A COMPARATIVE ANALYSIS OF THE SUPPLY CHAIN MANAGEMENT PRINCIPLES

A thesis submitted in accordance with the conditions governing candidates for the degree of

Master of Business Administration (MBA)

In Cardiff University

By

Aravind Prem

Supervisor: Naim Mohamed

September 2011

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DECLARATION

This work has not previously been accepted in substance for any degree and is not being currently submitted in candidature for any degree.

Signed……………………………………… (Candidate)

Date…………………………………………

STATEMENT 1

This work is the result of my own investigations, except where otherwise stated. Where correction services have been used, the extent and nature of the correction is clearly marked in a footnote(s).

Other sources are acknowledged by footnotes giving explicit references. A bibliography is appended.


Date…………………………………………

STATEMENT 2

I hereby give consent for my work, if accepted, to be available for photocopying and for inter-library loan, and for the title and summary to be made available to outside organizations.


Date…………………………………………

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Acknowledgement

I would like to express my gratitude to my supervisor Professor Naim Mohamed for all his

kind support and useful advice. Without his support and guidance the completion of this

paper would not be possible.

I would also like to thank the faculty of Cardiff Business School, Cardiff University for

providing me such a wonderful and useful opportunity which has developed my knowledge

as well as skills.

Specially, I would like to express my heartfelt gratitude towards my family and friends for

their invaluable support and patience during the stressful period of the preparation of

dissertation.

Aravind Prem

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Abstract

This study investigates into the basic Supply Chain Management principles with reference to

the case studies of Rolls-Royce, Tesco, Nike and Toyota. The study aim to compare the

existing Supply Chain Management literature with the Supply Chain traditions practiced in

real life. This research is fully carried out as a final business project for the completion of

Masters of Business Administration from Cardiff University. The research is intriguing for

the fact that, a real life comparison of the Supply Chain practices of some of top companies

with the theory is possible.

A hypothesis was developed, synthesising the vast supply chain management literature into

seven principles. A blend of both past and existing literature was utilized to develop the

theory. The research was done in a deductive approach that permitted the researcher to test

this hypothesis. The study found that the hypothesis developed correlated with the reality.

Companies like Rolls-Royce, Tesco, Nike and Toyota are mostly adhering to the theory. The

study revealed that these companies still rely on the tested and proven Supply Chain

Management guidelines. The study also found that not many changes to the Supply Chain

Management principles have occurred over the past decade.

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TABLE OF CONTENTS

Declaration………………………………………………….…………………………………3

Acknowledgements..............................................................................................................4

Abstract................................................................................................................................5

Table of Contents.................................................................................................................6

List of Figures and Tables.................................................................................................... 9

Abbreviations...........................................................................................................................10

CHAPTER 1: INTRODUCTION...................................................11

1.1: Aim....................................................................................................................................11

1.2: Objectives..........................................................................................................................11

1.3: Research Questions...........................................................................................................12

1.4: Research Structure.............................................................................................................12

CHAPTER 2: LITERATURE REVIEW.......................................14

2.1: Introduction.......................................................................................................................14

2.2: Supply Chain Management defined..................................................................................14

2.3: Origins of Supply Chain Management..............................................................................15

2.4: Principles of Supply Chain Management..........................................................................16

2.4.1: Segmenting customers based on service needs..............................................................16

2.4.2: Customize the logistics network....................................................................................16

2.4.3: Listen to signals of market demand and plan accordingly.............................................17

2.4.4: Differentiate product closer to the customers................................................................17

2.4.5: Source strategically........................................................................................................18

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2.4.6: Develop a Supply Chain-wide technology strategy.......................................................18

2.4.7: Adopt a channel-spanning performance measures.........................................................18

2.5: Discussions........................................................................................................................19

2.6: Conclusion.........................................................................................................................19

CHAPTER 3: METHODOLOGY..................................................21

3.1: Research approach.............................................................................................................21

3.2: Why Rolls-Royce, Tesco, Nike and Toyota as the case studies.......................................21

3.3: Data Collection..................................................................................................................22

3.4: Advantages and disadvantages of primary and secondary data........................................23

3.5: Time dimension.................................................................................................................24

3.6: Data analysis.....................................................................................................................24

3.7: Limitations........................................................................................................................24

CHAPTER 4: FINDINGS................................................................25

4.1: Rolls-Royce.......................................................................................................................25

4.1.1: Company Information....................................................................................................25

4.1.2: SCM practices at Rolls-Royce.......................................................................................25

4.2: Tesco PLC.........................................................................................................................27


4.2.2: SCM practices at Tesco PLC.........................................................................................27

4.3: Nike...................................................................................................................................29


4.3.2: SCM practices at Nike...................................................................................................29

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4.4: Toyota...............................................................................................................................31


4.4.2: SCM practices at Toyota................................................................................................31

CHAPTER 5: DISCUSSION...........................................................34

CHAPTER 6: RECOMMENDATIONS.........................................36

CHAPTER 7: CONCLUSION........................................................38

CHAPTER 8: REFLECTION........................................................40

REFERENCE...................................................................................43

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List of figures and tables

Figure 1: Supply Chain...........................................................................................................15

Table 1: Cross-sectional analysis of the Seven Principles of Supply Chain Management.....34

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Abbreviations

SCM: Supply Chain Management

SC: Supply Chain

CFBU: Customer Focused Business Unit

ERP: Electronic Data Planning

EDS: Electronic Data Service

R & D: Research and Development

ICT: Information and Communication Technologies

TIE: Tesco Information Exchange

KPI: Key Performance Indicator

IT: Information Technology

ROCE: Return on Capital Employed

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Chapter 1: Introduction

Supply Chain Management (SCM) was a major paradigm shift in modern business

management, through which organisations now try to manage multiple relationships along the

supply chains (Lambert and Cooper 2000). Traditional purchasing and logistics functions

gave way to the new and improved materials and distribution management now known as

Supply Chain Management (Tan 2001). At present, the term SCM has became the new way

of thinking (Lambert et al 1998), as it provides a much broader and strategic approach to

business management (Croxton et al 2001).

The research tried to explore the basic SCM guidelines and its application in the real world

through established theories, practical perspectives as well as existing practices. To further

improve the quality of the research, a ‘multiple case study approach’ is adopted with

references to the multinational giants Rolls-Royce, Tesco, Nike and Toyota. The study goes

through the various SCM principles and guidelines practiced in these multinational

corporations with respect to the hypothesis developed.

1.1 Aim

The aim of the research is, to investigate, explain and develop the basic SCM principles,

using Rolls-Royce, Tesco, Nike and Toyota as the critical case studies.

1.2 Objectives

The study gives attention to four core objectives. The entire research initiative is designed

deliberately to achieve these objectives as accurate as possible. The objectives include:

1. Research into Supply Chain Management principles prevailing in the corporate world

2. Synthesise the Supply Chain Management literature into certain basic principles

3. Exploring into the Supply Chain Management principles and guidelines presently

going on at Rolls Royce, Tesco, Nike and Toyota.

4. Identify and make recommendations on the real life usability of Supply Chain

Management principles

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1.3 Research Questions

To make the research more focussed and direct, it is indispensable to frame appropriate

research questions for the study. The study has been narrowed down to answer two basic

questions as mentioned below

1. What are the basic Supply Chain Management principles amongst the diverse Supply

Chain Management literature?

2. To what extent do the the existing Supply Chain Management practices of Rolls-

Royce, Tesco, Nike and Toyota differ from the prescriptive given in the literature?

1.4 Research Structure

This research is divided into seven major chapters i.e. Introduction, Literature Review,

Research Methodology, Findings, Discussion, Suggestion and Conclusion. These chapters are

briefly described as follows:

Chapter 1: Introduction gives a brief introduction to the research. This chapter includes the

main aim, objectives, research questions and research structure of the study.

Chapter 2: Literature Review synthesise the vast and diverse SCM literature into seven

basic principles. It also briefly describes about the Supply Chain Management origin and its

development.

Chapter 3: Methodology points out the different methods utilized by the researcher to

conduct the study. This involves the structure of the report, the mode of data collection, types

of data used, how data is analysed and also includes the limitations of the study.

Chapter 4: Findings. Using the multiple case studies of Rolls-Royce, Tesco, Nike and

Toyota as examples, this chapter compared the existing Supply Chain Management principles

practiced by these companies with the theory developed in the literature review.

Chapter 5: Discussion: The whole chapter shows a cross-sectional analysis of the multiple

case studies to analyse and recognise the extent of difference between the existing SCM

principles with the hypothesis developed in the literature review.

Chapter 6: Recommendations from the researcher after his brief study. After the research,

the researcher found some shortcomings and new things that can be improved.

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Chapter 7: Conclusion: This chapter deals with providing the summary to the whole

research. Apart from that, this phase of the research also discusses some of the major findings

and limitations that the researcher encountered.

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Chapter 2: Literature Review

2.1 Introduction

Even though the origin of Supply Chain Management was unclear, after its experimental

introduction in the 1980s the Supply Chain Management (SCM) has gained huge importance

and popularity in business management. The scope of SCM has expanded from

manufacturing businesses to even re-cycling (Croom et al 2000; Habib 2010). With ever

increasing practitioners, academic publications, conferences, professional development

programs and university courses, SCM has now developed into a separate field of study

(Burgess 2006). Recent studies have shown that SCM has played a vital role in facilitating

organisational success for numerous organisations (Storey et al 2006).

SCM facilitates an organisation to survive in a dynamic global market. SCM aims to integrate

activities across and within firms to increase customer value (Sandelands 1994, cited in

Habib 2010). Other than coordinating the activities, SCM also facilitates the information

sharing along the Supply Chain. The concept of SCM views the activities in a firm as a

tightly net chain of events (Helms et al 2000).

Many analysts have already done comprehensive and substantial study on the principles of

SCM. This paper intends to develop a conceptual model on the SCM principles and

guidelines developed by these analysts. The essential idea is to provide a framework of some

of the common SCM principles and guidelines followed by organisations at present. But

despite its popularity there are still gaps in the literature of SCM (Habib 2010). Many authors

have pointed out the lack of a complete conceptual framework of SCM (Storey et al 2006).

SCM owes much of its knowledge to the Purchasing, Logistics, IT and Marketing silos. To an

extent, this has also affected the comprehensiveness of SCM literature (Burgess 2006; Croom

et al 2000).

2.2 Supply Chain Management defined

Different analysts have given different interpretations to the concept of SCM. A

comprehensive definition on SCM is yet to be developed (Tan 2001; Jain et al. 2010). New

and Payne (1995), cited in Tan (2001) describe “SCM as the chain linking each element of

manufacturing and supply process from raw materials through to the end user, encompassing

several organizational boundaries”. But according to Jain et al (2010) “Supply Chain

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Management is the stream of processes of moving goods from the customer order through the

raw materials stage, supply, production, and distribution of products to the customer”. The

definitions on SCM are numerous, but still heated debates are going on about the one true

meaning of the concept. The truth is that all the firm’s posses Supply Chains. These supply

chains gets supplies and components that is transformed into finished products which in turn

is made available to their customers. The process of managing this chain of events is termed

as Supply Chain Management. A Supply Chain is not complete with just the manufacturer

and the supplier; it includes all the stakeholders like retailers, warehouses, transporters and

even customers (Jain et al 2010). Fig 1 depicts a typical Supply Chain.

SUPPLIERS MANUFACTURER DISTRIBUTORS CONSUMERS

Fig 1: Adapted from Beamon (1999)

2.3 Origins of Supply Chain Management

Back in the old days, the majority of manufacturers concentrated on mass production as the

main operations strategy to reduce the unit production costs. The system lacked flexibility in

both product and process. This meant that there was hardly any new product development

happening. Mass production meant inefficient production process, which in turn resulted in

huge investments on inventory. Importantly, the manufacturers did not try to maintain any

close associations with customers or suppliers. After Manufacturing Resource Planning in the

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1970s, manufacturers realized the importance of having a more efficient material

management concept. Also the widespread globalization forced manufacturers to offer low

cost, high quality products with better design flexibility. As the manufacturers strived for

efficiency and started forming strategic partnership with their suppliers, they stumbled across

the concept of Supply Chain Management. Supplier efficiency was broadened to incorporate

cost and quality considerations. Better rapport with the Suppliers was established and a

customer-focus corporate vision was merged into the organisations goals. In the last decade

numerous organisations have adopted the principles of SCM into their organisation. (Tan

2001; Croom et al 2000; Habib 2010).

2.4 Principles of Supply Chain Management

Even though very old, the Seven Principles of Supply Chain Management by Anderson et al

(1997) is still one of the most comprehensive and accepted principles in Supply Chain

Management literature. Anderson et al (1997) presented the Seven Principles of Supply

Chain Management in the first edition of Supply Chain Management Review in 1997. It is

still the most popular article in history of Supply Chain Management Review. These

principles were moulded from the analysis of more than 100 manufacturers, distributors and

retailers. These principles laid the foundation for the future of SCM practices and strategies.

2.4.1 Segment customers based on the service needs: According to Huan et al (2004) close

associations with customers ensures success for any organisation. Other than the conventional

methods of grouping the customers, this principle insisted on segmenting customers

according to logistics and supply chain needs (Anderson et al 1997). Better customer

relationships can be created through gaining detailed knowledge on customer buying

behaviour and designing, building and sustaining a customized supply chains to satisfy each

customer segments (Lummus and Vokurka 2004; Huan et al 2004; Anderson et al 1997).

Huan et al (2004) argue that these customers can be segmented into cost conscious buyers,

time sensitive buyers and others with certain specific requirements. These priorities improve

companies capabilities and maximize the customer impact, which in turn helps to achieve and

maintain the right balance between service and profitability (Anderson et al 1997).

2.4.2 Customize the logistics network: Lee (2004) points out in his journal “the Triple A

approach” the pivotal role “agility and adaptability” plays in a supply chain. The traditional

strategies used earlier did not allow the full utilization of assets nor gave room for the

necessary segment based modification of logistics networks. By modifying the logistics

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network makes the supply chain more responsive to the requirements of a single customer

segment (Anderson et al 1997). At present, firms should posses flexible supply chains to

customize their products to meet individual customer segments amongst the markets and

strategic changes (Lummus et al 2003). There are numerous reasons why these shifts tend to

occur, but for a company to be competitive in the market for long, they have to adapt their

Supply Chains to these shifts (Lee 2004).

2.4.3 Listen to signals of market demand and plan accordingly: Making an effective and

accurate forecast is still a very hard thing to do because of the improbability and complexity

in the Supply Chains (Helms et al 2000). Lee (2004) proved that “alignment” along Supply

Chains can prove fruitful for any organisation. The traditional strategies of forecasting were

inconclusive; they lacked important factors like marketplace and major supplier’s

involvement (Helms et al 2000; Anderson et al 1997). This principle point out the need for

developing a plan, that is both responsive as well as in line with the market signals.

Collaborative forecasting is a concept that is adhering to this principle. According to Helms

et al (2000) “Collaborative forecasting is a SCM concept in which entire Supply Chain is a

participant in the decisions taken”. Collaborative forecasting gathers information from both

the internal and external sources to make better and timely predictions (Aviv 2010). These

principles allow organisations to considerably decrease inventories and lead times while

increasing customer value and forecast accuracy at the same time. Most importantly

collaborative forecasting facilitates and supports Supply Chain Management initiatives of the

company (Helms et al 2000; Aviv 2010; Smaros 2010)

2.4.4 Differentiate product closer to the customer: This principle recognizes the value of

time and stress the importance of firms to be ever vigilant to the market signals. Using this

principle, firms try to delay product differentiation to the very last moment and try to better

understand and control the cycle times (Anderson et al 1997). This principle is closely related

to the Supply Chain tactic “postponement”. Under postponement the final assembly or

customization is halted until the end market destination or customer requirements are known

(Christopher 2000). Waller et al (2000)states that “postponement allows a company to be

flexible in developing different versions of the product as needed, to meet changing customer

needs, and to differentiate a product or to modify a demand function. This principle allows

firms to function with minimum inventory, give greater flexibility for the company and

makes forecasting easier and much more precise (Christopher 2000).

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2.4.5 Source strategically: The principle points out that cost fluctuations for the supplier are

in effect passed down to the customers themselves. A good Supply Chain Management

positively and effectively collaborate with both suppliers and customers for the achieving the

objectives of the supply chain. This is one of the first principles to be implemented in a firm

(Anderson et al 1997).In the words of Sahay (2003. p. 1), “strategic relations between

suppliers, manufacturers, transporters, distributors and customers are going to be the key to

organisational success in the future”. Both internal and external collaboration requires equal

importance (Barratt 2004). Strategically collaborating with manufacturers and suppliers can

yield benefits like new product development, order fulfilment, capacity planning and better

utilization of organisational capabilities. While collaborating with customers ensures

satisfaction of customer requirements (Sahay 2003). The strategies used by companies can

include short-term competitive bids, outsourcing, vertical integration, entering in long term

contacts, strategic supplier relationships, demand planning and inventory replenishment

(Peterson et al 2005; Sahay 2003; Barratt 2004).

2.4.6 Develop a supply chain-wide technology strategy: IT has revolutionized the corporate

world within a very short period. Radjou (2003) cited in Wu et al (2005) argues that

“increasing number of manufacturer are depended on the benefits of IT to improve supply

chain agility, reduce cycle time, achieve higher efficiency, and deliver products to customers

in a timely manner”. Modern Information and Communication Technologies (ICT) helps a

manufacturer to get a summary of the entire Supply Chain and allows the firm to redesign

and manage the Supply Chain to meet the demands. Efficient use of ICT along Supply Chain

can radically reduce the cost and value equation for a Supply Chain (Kumar 2001).

Technology along the Supply Chains guides a firm to accommodate different levels of

decision making and gives a much more accurate analysis of the flow of activities in the

supply chain. Electronic transactions of orders, invoices and payments which considerably

reduce the transaction costs, inventories which can be trimmed through vendor-managed

inventory programmes are some of the new technology based strategies used in supply chains

(Anderson et al 1997).

2.4.7 Adopt channel-spanning performance measures: For fully integrating a Supply chain,

effective performance measures and metrics are essential. For an effective management in a

Supply Chain clear measurement goals and metrics to be used must be decided. A balanced

approach of both financial and non-financial performance measures must be done to

effectively measure the performance (Gunasekaran et al 2001). These performance measures

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are to be applied to every level in the supply chain. Unlike traditional approaches even the

cost of activities and the influence of cost drivers are considered (Anderson et al 1997).

Numerous types of performance measures are now being practiced across the globe. The key

is to select the most appropriate measure for the given situation. Beamon (1996) cited in

Beamon (1999) claims that an effective performance measurement systems should be

inconclusive, universal, measureable and consistent. Neely et al (1995) cited in (Beamon

1999) categorised performance measures into quality, time, flexibility and cost.

2.5 Discussions

From the seven principles of SCM principles many new and modified strategies and rules are

being practiced in the present market. According to Tan (2002) “Firms facing the intense

competition from international market have now downsized, started focusing on their core

competencies and are now emphasizing on effectively managing all the internal and external

value adding activities”. Kekre et al (1995) cited in (Shin et al 2000) states that many firms

have now ignored the traditional practices of using different sources of supply to the new

concept of reducing the supplier base for better efficiency and trust. Suppliers are now being

viewed as a near extension of the firms themselves (Tan 2002). Organisations have now

giving more emphasize on managing internal competencies through aligning with the

stakeholders along the Supply Chain (Tan 2002).SCM practices like collaborative

forecasting, on-time delivery, reducing response time, collaborating SC members, locating

closer to once customer, creation of well-suited information sharing system etc are now

transforming the way business was once run (Tan et al 2002).

2.6 Conclusion

The Seven Principles of Supply Chain Management serve as a base for future SCM

management practices and principles (Anderson et al 1997). Many successful SCM principles

and practices are derived from these seven principles. The principles and guideline of the

SCM are vast and can be viewed from many different perspectives, which makes it very

difficult to synthesize. SCM has become a sophisticated field with numerous principles and

strategies making a review on the literature very complicated and incomplete at times.

Lambert and Cooper (2000) cited in Chen and Paulraj (2004) claim that “SCM represented

one of the most significant paradigm shifts of modern business management by recognizing

that individual businesses no longer compete as solely autonomous entities, but rather as

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Supply Chains”. The view of SCM has evolved from just an extension of logistics into a

system that integrates all the functions and activities of Supply Chain that goes beyond

logistics (Cooper et al 1997).

Even though there is a lot of research done for improving the business operations of SCM it

is a fact that no relevant academic researches is done on SCM. The literature on Supply

Chain Management is closely related to the literatures of purchasing, supply management,

transportation and logistics (Habib 2010). Supply Chain Management principle indicates the

different perspectives of the field. But the success of a Supply Chain Management lies in the

flawless coordination of all the stakeholders of the Supply Chain (Tan 2001). Now, new

researches are done to unite knowledge-based and supply chain perspectives. This will have a

far more impact on existing supply chain literature (Croom et al 2000).

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Chapter 3: Research Methodology

Research is a rigorous and intentional search undertaken to establish a fact, a theory, a

principle or an application (Kumar 2008). It is not just a process of collecting information, it

is all about answering the unanswered or creating something entirely new (Goddard and

Melville 2007). According to Advanced Learner’s Dictionary of Current English cited in

Kumar (2008, p. 2) “research is a careful investigation or inquiry especially through search

for new facts in any branch of knowledge”. Every researcher follows a particular method of

doing the research, which according to Ethridge (2004, p. 4) “provides the principles for

organizing, planning, designing and conducting research”. In this research, a particular

methodology was adopted, and is discussed below.

3.1 Research approach

The research embraced the ‘hypothetico-deductive approach’ by setting up a research process

that permitted the researcher to test the hypothesis developed. The research was done through

checking whether the hypothesis correlated with the reality (Hayes 2000).

The research attempts to analyse whether the theories on Supply Chain Management

principles are actually practiced under real-life conditions in Rolls-Royce, Tesco, Nike and

Toyota. For this type of research it is more practical and useful to follow a ‘pragmatic

approach’ rather than an explanatory or descriptive approach to get the desired answer

(Haneline 2007).

The research is also done as a ‘multiple case study method’, which is greatly useful in

yielding more robust findings and conclusions for the hypothesis developed. This allowed the

researcher to evaluate and understand the similarities and dissimilarities between the cases

(Baxter, P and Jack, S. 2008). Here the researcher tries to analyse whether the basic Supply

Chain Management principles prevail in multinational companies like Rolls-Royce, Nike,

Tesco and Toyota.

3.2 Why Rolls-Royce, Tesco, Nike and Toyota as the case studies?

The multinational giant Rolls-Royce is a very powerful and innovative company, who is a

legend in the business world (Peter 1997). Tesco is one of the biggest and profitable

supermarkets in the world. Tesco.com is presently the biggest online supermarket in the

world (Datamonitor, 2004). Tesco was also awarded the prestigious ‘Supply chain excellence

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award’ in 2007 (Supply Chain Excellence awards 2011). When it comes to Toyota, the whole

concept of ‘lean’ thinking was invented by Toyota to outperform its competitors (Kennedy

and Brewer 2006). Many believe that the new SCM strategies implemented by other

companies are trying to imitate the old Toyota’s strategies (Cox 1999). The global supply

chains of Nike are legendary for their efficiency and flexibility (Locke et al 2007). Being

world leading multinational organisations valuing the process of Supply Chain Management,

Toyota, Rolls Royce, Tesco and Nike are ideal candidates for discussing the principles of

Supply Chain Management.

3.3 Data Collection

The research is a combination of both primary and secondary data and therefore it amounts to

both ‘field research’ and ‘desk research’ (Sugandhi 2003). Data can be classified into

quantitative and qualitative data (Anderson et al 2009). For satisfying the aims and objectives

of this study only qualitative data is considered.

For developing the hypothesis and the literature framework of the research, already existing

literature on Supply Chain Management and its principles were considered. Secondary

qualitative data obtained from different journals and research papers are analysed and

interpreted to formulate the theory. These journals and research papers were accessed from

the Cardiff University electronic database resources. Some of the major online databases

utilized are ScienceDirect, EBSCO Business Source Premiere, Swetswise, and Emerald. The

key journals that supported the research were: Supply Chain Management Review,

International Journal of Operations and Production Management, International Journal of

Productivity and Performance Management, Harvard Business Review and European

Journal of Purchasing and Supply Management.

But most of the findings and discussions came from the analysis and interpretations of

annual reports and official websites of Roll-Royce, Tesco, Nike and Toyota. Primary

qualitative data are obtained from these annual reports and websites. The major annual

reports and websites were Rolls-Royce Annual Report 2010, Nike Annual Report, 2011, Tesco

PLC: Annual Report and Financial Statements 2011 and Toyota: Toyota in the world 2011.

A small proportion of secondary data was also considered to formulate the discussions and

findings.

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3.4 Advantages and Disadvantages of Primary and Secondary data

According to Morgan and Summers (2005), the advantages of primary data include:

1. Precision

2. Reliability and credibility

3. Capable of dealing with every research question

While the disadvantages include:

1. More expensive

2. Skill of the researcher

3. Time-consuming

The advantages of secondary data:

1. Less costly

2. Less time-consuming

3. Doesn’t need any expert researcher skill

While the disadvantages of Secondary data include:

1. Less reliable

2. Inappropriate units of measurement

3. Inappropriate data formats

4. Good interpretation and analysis skills required

5. Data can be outdated

So, this research has tried to absorb these advantages and nullify these limitations by using a

hybrid of both primary and secondary data. This is done to explore the SCM principles and

their effect on companies in real life, more in depth and to ascertain their relationship in a

more productive manner (Ward and Wilkinson 2006).But primary data collected directly

through questionnaires and surveys would have yielded much better and accurate results.

This was a major limitation of the methodology that has adversely affected the research.

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3.5 Time Dimension:

The research considers the principles and strategies used by Roll-Royce, Nike, Tesco and

Toyota regarding its SCM activities. It is a research that explores into the SCM practices that

are used in the firms over a period of time, as well as at particular points of time. So it has to

be said that the research follows both longitudinal as well as cross-sectional models of study

in respect to the time horizon (Babbie 2010).

3.6 Data Analysis:

This research constantly tried to compare the basic SCM principles theory to the various real-

life SCM practices and principle followed in companies. Thus, amongst the two different

ways of evaluating qualitative data, the research adopts ‘constant comparison method’. The

research first tried to establish the boundaries of the theory and then the actual hypothesis

was developed. After the hypothesis was developed certain other categories and their

properties was incorporated into the study. Finally comparisons are made with events

appropriate to each category (Dye et al 2000).

3.7 Limitations:

There are certain limitations for this research. Firstly, the Supply Chain Management arena is

a very vast and diverse topic, which can be viewed from different perspectives. When

synthesising the diverse principles of SCM into seven basic principles, the

comprehensiveness of the principles cannot be guaranteed. Secondly, due to the lack of data

available in the company websites and annual reports, detailed comparisons were not

possible. Thirdly, the time constraints have affected the quality of the research. A thorough

research required more time. Fourthly, relying only on data from company websites and

annual reports were insufficient to make convincing findings. Finally, lack of prior

scholarship on the topic as well as inexperience of the researcher has also influenced the

quality of the research.

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Chapter 4: Findings

This chapter is entirely committed to elaborate the SCM principles by evaluating the various

practices and principles currently practiced in the present business environment. To make a

more robust and complete analysis, the research conducts multiple case study analysis of

Roll-Royce, Tesco, Nike and Toyota. This study tires to explore into the famous Supply

Chain strategies and principles, practiced by these multinational companies

4. 1 Rolls-Royce:

4.1.1 Company Information

With more than 36,000 employees spread over 48 different countries, Rolls-Royce is one of

the most successful and reputed companies in the world (Tiwari 2005). As stated in the

annual report of Rolls-Royce (2004) cited in Tiwari (2005), Rolls-Royce has one of the most

powerful and innovative SCM department, since the company manufacture only 30% of its

final products and procures the rest from its capable suppliers. Rolls-Royce certainly follows

most of the SCM principles mentioned in the literature review.

4.1.2 SCM practices at Rolls-Royce

Supply Chain Segmenting of Customers: Adhering to the SCM principle, in Rolls-Royce

demand is broken down into segments with each having its own characteristics and trends

(Bramham et al 2004). Rolls-Royce uses customer focused business units (CFBU) and

Electronic Resource Planning (ERP) to integrate internal business information with

information from external sources to segment the customers and different markets (Yusuf et

al 2004).

Customizing logistics network: Rolls-Royce is an international firm which sources goods and

services from around the world. Since specialised suppliers for producing high technology

products and specialized methods of production are very limited, Rolls-Royce gets their

supplies from international companies while the other requirements are filled in by the local

supply market in the countries and areas where Rolls-Royce operates (Rolls-Royce 2011).

Contrary to the SCM principles, Rolls Royce, like certain other manufacturers outsource

some of their inventory management and logistics operations for concentrating more on their

core competencies (Vaidyanathan 2005). Thus Rolls-Royce has a flexible supply chain that is

responsive to the customer segments and sudden shifts in the market.

25


Listen to the market signals and planning accordingly: Forecasting in Rolls-Royce is done

based upon integrating the analysis and projection of market trends with the information

gathered from suppliers and other counterparts of the organisation (Bramham et al 2004). For

long-term forecasting, as per the SCM principle Rolls-Royce efficiently integrates the

internal and external information gathered from various sources.

Differentiate Products: Rolls-Royce production systems are designed using the six sigma

principles and top-end lean manufacturing processes and technology (Rolls-Royce 2010).

New ‘lean’ technologies like Foreign Object Damage preventive processes, direct part

marking and smart tools etc are used in Rolls-Royce to reduce wastage and lead time as well

as improving the quality of products (Rolls-Royce 2008). Rolls-Royce follows the SCM

guidelines of bringing products closer to the customers and at the same time minimising lead

time through following the lean manufacturing methods.

Source strategically: Close association with the suppliers is maintained in Rolls-Royce,

since most of the manufacturing is done by external suppliers. Rolls-Royce deliberately

makes efforts to motivate its suppliers to work more openly and collaboratively. Rolls-Royce

persistently strives for better ways of collaborating with its suppliers over variety of

activities. The collaboration with supplier in Rolls-Royce includes research and development,

product design, manufacturing and even after sales services (Rolls-Royce 2011). Rolls-Royce

fully adheres to the SCM principle of sourcing strategically.

Supply chain-wide technology strategy: Rolls-Royce is regarded as the epitome of hi-tech and

modern technology providers. Rolls-Royce uses new world-leading technology and

developments in the field of IT to improve efficiency and quality in the organisation. Rolls-

Royce has incorporated these technologies to produce hi-quality products unmatched by its

competitors (Rolls-Royce 2011). But the IT department of Rolls-Royce is outsourced to

Electronic Data Services (EDS). EDS make sure of the development of IT systems as well as

providing IT resources and IT consultants to Rolls-Royce. By outsourcing the IT department

to a specialised hand, Rolls-Royce achieves efficiency and at the same time gives opportunity

to concentrate more on core areas (Yusuf et al 2004). Even though Rolls-Royce is

outsourcing IT, it makes sure that an efficient supply chain-wide technology strategy is

maintained at all times.

Performance measures: Rolls-Royce uses a variety of performance measures along its

Supply Chain to measure its performances. A wide range of financial and non financial

26


measurements are used to determine performance in every level, including both group and

departmental performances. Rolls-Royce utilizes these performance measures to examine

both current performance and investment potential to sustain and improve future

performances. These performance measures measure underlying revenue, cash flow, training

and development, engine deliveries, R & D and capital expenditure (Rolls-Royce 2008;

Rolls-Royce 2010).

4.2 TESCO:


Tesco is one of the largest and most profitable retailers in the world with sales of over 33,000

million and 220,000 employees under its payroll. Tesco is also the largest online grocery

retailer in the world (Woods 2007). At present, Tesco functions across 14 countries across

Europe, Asia and North America (Tesco PLC 2011). Tesco is especially very dominant in

UK, overcoming almost every other competitor in UK grocery market. Tesco plc has now

diversified its activities into certain other non-food sectors like telecommunications, banking

and insurance (Wearden 2010).

4.2.2 SCM practices at Tesco

Supply Chain Segmenting of Customers: The success of Tesco is greatly depended on its

superior supply chains and close association with its customers (Tesco PLC 2008). From the

analysis of Tesco’s 10 million Clubcard holders, Tesco has segmented its customers as finer

foods, healthy segments, traditional, convenience, mainstream and price sensitive. Each of

these segments is designed to target the specific upper, middle or less affluent markets. Tesco

has gone on to create brands that target these particular segments such as Tesco Value that is

targeted at price sensitive customers, Tesco Finest and Tesco Fair Trade targeted at the upper

market segments (Coriolis Research 2004).

Customizing logistics network: The innovative and flexible logistics capabilities of Tesco

have been one of the crucial aspects of Tesco’s success story. From direct delivery by the

suppliers to the retail stores to centralized distribution, Tesco now uses a ‘vertical

collaboration strategy’ along its supply chain. Vertical collaboration in the supply chain

involved better information sharing and electronic trading capabilities. Vertical collaboration

of the Tesco’s supply chain allowed Tesco to fully utilize its asset and gave the opportunity to

customize its supply chain to satisfy each customer segments (Fernie and Sparks 2004).

27


Listen to the market signals and planning accordingly: Not much data is available on the

exact forecasting strategies of Tesco, but the company understands the customers and their

needs very well. Practices such as ‘better promotional forecasting’, enabled through good

monitoring processes in stores assures high levels of availability in stores. (Tesco PLC 2011.

p. 23).

Differentiate Products: Contrary to the SCM guidelines of using agile ‘postponement’

strategy, Tesco follows the ‘lean’ concept of thinking. Lean techniques have helped Tesco to

grow into the most dominant retailer in UK. Tesco used lean consumption principles to

satisfy customers by giving them what they want and gaining their loyalty in turn (Truch

2006). Tesco uses Lean Six Sigma strategies and principles at a strategic and operational

level across their whole value stream to bring products closer to their customers (Westwood

and Silvester 2007).

Source strategically: Tesco claims to have a proactive approach towards its suppliers.

Periodical meetings and associations with Suppliers, processors and manufacturers like

Producer Clubs, Annual Supplier Viewpoint survey and leading edge knowledge groups are

maintained. Suppliers are rewarded for maintaining sustainability and fair trade performances

in their work (Tesco PLC 2011). But in reality, suppliers are revolting against Tesco for

forcing suppliers to reduce prises. The suppliers claim that Tesco is making aggressive

demands and forcing the suppliers to accept Tesco’s demands without any leniencies (Davey,

2008). This shows that Tesco is not sticking to the SCM principles in reality. Rather than

collaborating with its customers Tesco is forcing their demands and propositions on to the

reluctant suppliers.

Supply chain-wide technology strategy: As Rowley (2003) cited in Rowley (2005) states,

“Tesco is renowned for their reputation of being innovative in their use of Information

technology solutions”. Tesco uses the latest Information Technology along its supply chains.

For fast transaction of trading information with its suppliers Tesco created Tesco Information

Exchange (TIE), which facilitates online transaction of trading information on a real time

basis (Williamson et al 2004). Tesco is one of the top retailers who use systems that allow

product suppliers and third-party logistics firms to exchange trading information online

(Bourlakis and Bourlakis 2005).

Performance measures: Tesco utilizes a set of financial and non-financial indicators to

measure its performance for the year. Tesco calls these performance measures as Key

28


Performance Indicator (KPIs). These KPIs evaluate how successful Tesco are in meeting

their corporate objectives for the targeted year. These Performance indicators includes Sales

and profit growth, ROCE, Total share return, Net indebtedness, Reduction in CO2 emission,

dividend paid etc are used by Tesco as performance indicators (Tesco PLC. 2011. p. 52-54).

4.3 NIKE:


Nike is one of the world’s largest and profitable global marketers of athletic footwear,

apparel and equipment. Their products are unrivalled in the rest of the world. Directly or

indirectly employing nearly one million people, spread across six continents and operating in

more than 160 countries, Nike is a global giant. Established in 1964 by Phil Knight and Bill

Bowerman, Nike over time became one of the largest and profitable organisations in the

world with annual revenues over 19 billion dollars. The famous ‘Niketowns’ functioning

across the globe attract millions of customers every year (Nike, Inc. 2011).

4.3.2 SCM practices at Nike

Supply Chain Segmenting of Customers: Nike maintains a close association with its

customers. When it comes to segmentation, Nike is one of the best companies, manufacturing

footwear, apparel and equipments for numerous customer segments (The Pragmatic Marketer

2007). Nike appeals particularly to the sports market. Nike segments its customers according

to geography, gender and even the particular sports they are in. To satisfy each customer

segment Nike has products tailor-made to fit for football, running, women, basketball, golf,

skateboard, snowboard etc. Nike also produces shoes which the customers can design

according to their preferences, thus reaching out to the customers (Nike, Inc. 2011).

Customizing logistics network: Even though Nike sells numerous amounts of sports shoes, it

doesn’t manufacture any of its products. Nike uses their international network of outsourcers

to manufacture their products for them (Tompkins et al 2005). Nike coordinates this

complicated and vast supply chain like a network of suppliers and customers spread across

the globe. Manufactured products coming from Asian countries are distributed from a central

location in Europe to the vast corners of the world (Dintzen and Bohlbro 2010). Nike

customizes its logistics networks to collaborate with the Nike’s corporate logistics group and

the four main regions where it functions. This allows Nike to be in contact with the customers

29


at all times (Van der Vorst et al 2006). Nike has customized its global logistics network to

supply quality products across the world in the most efficient of ways.

Listen to the market signals and planning accordingly: In June 2000, Nike introduced the

automated forecasting system which forecasted the demand of the company for that year. It

was a huge mistake that cost the company dearly. Relying only on automated predictions,

Nike suffered huge losses in money, stock value and reputation. The automated system was

not able to coordinate with the existing system, which meant that large amount of product

information was not utilized. The forecasting was not responsive and in accordance with the

market signal. This caused huge pile up of unwanted products and lack of required and

popular Nike products (Worthen 2003, cited in Ross 2004). Nike presently uses a

collaborative forecasting model, which synchronise supply chains to create customer value

(Simaupang et al 2002).

Differentiate Products: One of the main objectives of Nike is to bring the products closer to

the customers. For further reaching out to the customers, Nike offers mass customization.

This allows the customers to choose options of style, like preferred colour, fabrics, motto,

text etc within the restrictions set by the organisation (Graeml and Csillag 2009). Since mass

customization is based on the basic principles of postponement (Feitzinger and Lee 1996),

Nike is following a postponement supply chain strategy to bring products closer to the final

consumer.

Source strategically: Nike is a multinational company with more than 830 suppliers spread

across the world. Nike educates and collaborates with its suppliers on a regular basis,

conducting regular audits and pointing them to the right directions. Regular inspections by

Nike’s in-house compliance specialists are done in the manufacturing facilities of its

suppliers (Locke et al 2007). Nike intentionally maintains a close contact with both line and

management level of its suppliers. Production specialists from Nike are sent to the supplier

companies to work in tandem with the line management of the suppliers and the supplier

managements are also given participation in the annual reviews of Nike’s top management

(Varshney and Gupta 2000).

Supply chain-wide technology strategy: Nike utilizes and maintains the latest technologies in

the field to keep itself up-to-date and efficient. Nike is heavily relied on their latest

Information Technology to operate their Supply Chain. This includes product design,

production, forecasting, ordering, manufacturing, transportation, sales and distribution. The

30


latest IT systems are used by the supply chain systems to manage and sustain the inventories

and the constant shipping of products (Nike, Inc 2011). Some of the IT efforts of Nike

include Data Centres, End-user commuting, PC power management, Asset recovery and

disposal, distance collaboration etc (Nike, Inc 2010). Thus Nike is one of the world’s most

innovative and effective users of technology in their supply chains.

Performance measures: Nike uses different metrics and balanced functional scorecards to

effectively judge past performances. The performance measurement strategy of Nike is a

constantly evolving one. The performance measures adopted by Nike examine the service

and value offered by the firm, company’s internal and external performances and finally its

innovations. Key performance indicators include both financial and non-financial

measurements (Lohman et al 2004).Some of the key financial measures include Revenue

Performance, EPS Performance, Return on Invested Capital, Stock Performance and Revenue

Distribution (Nike, Inc 2011)

4.4 TOYOTA


Arguably the most powerful, biggest and innovative of all automakers in the world, Toyota

offers full range of models, from small cars to large trucks. Operating in more than 170

countries, employing over 300,000 people, Toyota is a goliath in the automotive industry.

Toyota sold more than 7,000,000 units in 2010 with sales expected to rise in 2011 (Toyota

Motor Corporation 2011). But what set Toyota apart from other companies are their

legendary and innovative supply chain management practices in the field. It is argued that

most of the supply chain management practices adopted today by different industries try to

imitate the strategies pioneered by Toyota (Cox 1999).

4.4.2 SCM practices at Toyota

Supply Chain Segmenting of Customers: Toyota is a company that has always strived to

satisfy the needs of every customer segment. Toyota has brands and products specifically

designed to satisfy certain segments of the markets. For example, introduction of Prius, an

environmental friendly hybrid car which was launched in 2000 was intended for specific

consumer segments like technophiles and conservationists (Lee, 2004). And targeting high-

end consumers, Toyota introduced a new brand Lexus in 1989, offering high quality products

31


at prices closer to lower-end markets (Kim and Mauborgne 1998). These shows the Toyota’s

close association with its customers.

Customizing logistics network: The logistics system of Toyota is one of the most flawless and

innovative of all organisations in the world. In case of uncertainties and unexpected

challenges, their logistics and supply chain network is designed to be both agile and

adaptable at the same time. Amidst the various uncertainties of the market, the huge success

of Prius was only made possible because of the impeccable agility of Toyota to spot market

trends and its ability to adapt its logistics network to those changes (Lee, 2004).

Listen to the market signals and planning accordingly: Toyota is a company that constantly

pay great attention to changes in the market trends and demands. They plan their strategies

for each product based on these market observations (Lee, 2004). Toyota keeps a keen eye

out for all the changes happening to both the internal and external environment. After the

earthquake and subsequent tsunami in Japan on March 2011, production in Toyota was

seriously hampered. So, Toyota raised its annual profit forecasts well below the market

estimates. To counter this loss in production, Toyota implemented ‘unrestricted production’

ahead of previous forecasts. Over time and extra shift were given to employees to boost

production (Kim 2011). This shows that when uncertainties arise and market trends change,

Toyota understands these changes and takes quick, appropriate measures to tackle these

uncertainties head-on.

Differentiate Products: Toyota always pay attention to the latest market trends and consumer

demands. Toyota is a flexible company, capable of supplying different versions of its

products as and when needed. Toyota invented the lean philosophy, but it also uses

postponement strategies to increase the agility of the company (Yang et al 2004). For

example, top management of Toyota now and then delay certain decisions and provide only

partial information to its suppliers, while at the same time searching for numerous prototypes

(Boone et al 2007)

Source strategically: Toyota considers automobile manufacturing as a joint venture between

the supplier and the company. Mutual trust and mutual benefits with long term relationships

with its suppliers and dealers is one of the main principles of Toyota (Toyota Motor

Corporation 2009). The Toyota production System and Total Quality Control activities are

taught to the suppliers for developing the suppliers both in the lower-level and upper-level

(Sako 2004). Toyota heavily relies on its suppliers for product development and design while

32


Toyota concentrates on major core areas of the organisation. This is possible only through the

close long-term collaboration of Toyota with its suppliers (Yang et al 2004).

Supply chain-wide technology strategy: Toyota utilizes some of the most innovative and

latest technologies available in the world to create an efficient and unique production and

distribution system, unmatched by any other automobile companies. The new product

development and production system developed by Toyota is capable of producing a brand

new car in less than 18 months, in contrast to the 30 months needed for its fastest U.S.

competition (Bloodgood and Salisbury 2001). With new and improved principles on Just In

Time (JIT) production technology, Total Quality Management, Toyota Sales Marketing

Systems etc, Toyota is tries to integrate new technology and improved principles along its

supply chains (Amasaka 2002).

Performance measures: Performance measurement in Toyota is not a sophisticated process.

The company doesn’t have complicated metrics measuring performance along its supply

chain. Simple metrics are used by the company to measure the performance on the lower

levels, but not on the top levels. The performance measures of Toyota include global

performance measures, operational performance measures and stretch improvement metrics.

Both financial, quality and safety measures are utilized by the company. In Toyota, if

anything is done, it is done correctly. So, even the basic output measurements and metrics are

done correctly and precisely (Liker 2004).

33


Chapter 5: Discussion

Table 1: Cross-sectional analysis of the Seven Principles of Supply Chain Management

The Seven Principles Rolls-Royce Tesco Nike Toyota

Supply Chain Segmenting of Customers

Demand broken down into segments. Uses internal and external sources to segment customers

Precisely follows the principle, segmenting customers based their particular service needs

Segmentation based on geography, gender and sports

Segment customers based their particular service needs

Customizing logistics network

Outsource logistics operations to concentrate on core competencies

Possess a flexible and responsive logistics network that is customized.

Outsource logistics network. Coordinates the Supply Chain network.

Possess a flexible and responsive logistics network that is customized.

Listen to the market signals and planning accordingly

Collaborate Forecasting. Blend of internal and external information for forecasting

Lack of data. Uses better promotional forecasting to anticipate customer demands

Follows the collaborative forecasting model

Collaborate Forecasting. Blend of internal and external information for forecasting

Differentiate Products

Six-Sigma and Lean manufacturing process

Follows Lean techniques

Uses both Lean and Agile (postponement) strategies.

Uses both Lean and Agile(postponement) strategies

Source strategically

Close collaboration with the Suppliers




Supply chain-wide technology strategy

High integration of IT and technology along Supply Chain




Performance measures

Uses Sophisticated matrices and performance measures



Uses Simple matrices and performance measures

From the table, it is evident that when it comes to collaboration with the suppliers and

maintaining a supply chain-wide technology strategy, all the companies show great

enthusiasm and care. Evidence suggests that companies are taking deliberate efforts to work

together with their suppliers, who are spread across the globe. Also it is intriguing to find

involvement of the suppliers in the manufacturing companies is increasing rapidly.

Companies like Rolls-Royce and Nike outsourcing is also in favour of this principle. It is also

apparent that these companies greatly rely on high levels of IT and technology for the day to

day functioning of the firm. High level of technological integration is done along the supply

chains of all these companies. Without these technologies firing in all cylinders, supply

chains all these organisations would not move an inch.

34


But when it comes to differentiating products closer to the customers and adopting a

‘postponement strategy’, Toyota and Nike follow the principle. Even the inventor of lean

strategy, Toyota now uses both lean and agile concepts but Rolls-Royce and Tesco still

doesn’t follow this, they follow only the lean strategy. It may be because of the fact that the

industry demands these companies to follow the lean concept.

While looking at measuring the performances of the companies for the current year, it is

evident that all the companies use different financial and non-financial performance measures

with sophisticated matrices and functional scorecards. But it was very interesting to see that

Toyota uses only the basic matrices and performance measures apart from the rest. Toyota

seems to think that measuring the performance of the company is a simple process and

doesn’t require sophisticated performance measures.

While following the principle of segmenting customers based the supply chain needs apart

from Nike, who still uses the traditional segmenting methods, the rest seemed to favour the

principle. Although lack of evidence forbids from making a decisive conclusion, the available

data suggests that Rolls-Royce, Tesco and Toyota follows the principle. No detailed

information on the forecasting strategies of the companies was available. So, no conclusive

comparisons can be made, except for Nike which follows the collaborative forecasting

strategy.

It was also interesting to find that companies like Roll-Royce and Nike outsource their

logistics operations. This allows these companies to concentrate more on their core

competencies but doesn’t follow the basic supply chain principle

Chapter 6: Recommendations

35


Through the research it was apparent, to what extent SCM practices in organisations differ

from the actual SCM literature. To make the SCM principles in organisation more successful,

the research puts forward certain key suggestions. The researcher anticipates that adhering to

these suggestions can greatly benefit an organisations success. These critical suggestions are

discussed below:

i. Throughout the research it was evident that SCM literature was incomplete and at times

vague. Appropriate academic researches on SCM literature will shed more light on to

the subject and can give a much better understanding of the SCM capabilities in the

present and for the future.

ii. Most of the companies still think that Supply Chain Management is just an extension of

the logistics department rather than as a separate body of knowledge. It is necessary to

establish that SCM goes beyond logistics. This is only possible through developing

SCM as a separate system that incorporates all the functions and activities of the

Supply Chain.

iii. Even now, most of the companies still segment their customers based on the traditional

methods like gender, price and interests. By segmenting the customers based on the

logistics and supply chain needs, organisations can greatly improve their capabilities

and customer impact in the market.

iv. Apart from Nike and Toyota, the rest of the companies still utilize only the ‘lean

concept’ of thinking. Even the inventor of lean concept, Toyota has adopted agile

strategies to stay flexible in market. It will be a great benefit to companies like Tesco

and Rolls-Royce to integrate agile thinking into their supply chains.

v. All the companies under the research greatly relied on the diverse capabilities of IT for

almost all the SCM functions. But the researcher feels that this trend of relying only on

IT, to make critical Supply Chain decisions can cause devastating results. The

automated forecasting system of Nike is a good example. The researcher proposes that

ultimate decisions regarding the business and SCM functions must be done manually in

view of the IT information.

vi. Companies like Rolls-Royce and Nike are outsourcing their logistics operations for

short term benefits. For the long term success of these organisations these companies

must handle their own logistics operations for themselves.

vii. No detailed data is available on the Supply Chain Management initiatives of these

major organisations. If companies are ready to disclose more SCM knowledge that they

36


possess, it would help a lot of other struggling organisations and SCM literature in

general.

viii. Tesco’s relations with their suppliers are very fragile at the moment. Tesco cannot

succeed in the market in the long run if they are not cooperating with their suppliers.

ix. Most companies still rely on the traditional but tested and proven concepts of SCM. But

for the long term success of the companies in the future, these companies must be open

to the new concepts and strategies emerging all around them. Companies like Rolls-

Royce, Tesco, Nike and Toyota should lead the way in introducing and accepting new

concepts and ideologies in the Supply Chain Management.

Chapter 7: Conclusion

37


The research has gone through a detailed analysis of the Supply Chain Management

principles and its applicability in a real life scenario with reference to case studies on Roll

Royce, Tesco, Nike and Toyota. The research has scrutinized numerous SCM literatures with

diverse aspects of the topic, starting from definitions and evolution to synthesising the SCM

literature into seven basic principles. The research was conducted in a scientifically framed

methodology that adopted the hypothetico-deductive approach. A blend of both primary data

and secondary data collected from journals, official company websites, annual reports and

valid web sources are combined to frame the study.

The literature review of the study was entirely framed from secondary data collected from

journals alone. Through the literature review, a hypothesis was developed. The ‘Seven

Principles of Supply Chain’ developed by Anderson et al (1997) formed the backbone for the

literature review. The researcher found that most of the new supply chain management

principles were only modifications of the theory developed by Anderson et al in 1997. New

concepts and strategies of SCM are integrated and amalgamated into these seven principles to

make the principles more comprehensive.

The SCM practices of Roll Royce, Tesco, Nike and Toyota are thoroughly examined and

compared to the SCM theory developed in the literature review. In the discussion part, a

pragmatic research approach is adopted to check the comparability of the SCM practices and

guidelines to the seven basic principles mentioned in the literature review.

The comparisons revealed that, all of the companies still follow most of the seven basic SCM

management principles. It was really intriguing to see that even after all these years and

numerous developments in the field, the basic principles of the Supply Chain Management

mostly remain the same. But it was also worrying that no fresh principles and strategies are

used in companies at present.

But the research faced a list of challenges such as lack of relevant data, different

organisational cultures, diverse literature, inadequacy in transfer of ideas, obsolete data etc.

The careful analysis of these challenges gave rise to the certain suggestions. These

suggestions mentioned in chapter six makes the study more comprehensive.

Even after all the careful analysis and following a well defined methodology, certain

limitations persists in the study. Limitations such as inexperience of the researcher, lack of

detailed information on the existing practices within the company and time constraints

38


occurred during the course of the study. Also the ‘black swan effect’ clearly affected the

study.

But the researcher feels that the study is comprehensive and relevant with a high level of

integrity. The recommendations suggested can benefit both the companies and the Supply

Chain Management literature. The study will help to bridge the gap between the SCM

literature and the existing principles and processes prevailing in Rolls-Royce, Nike, Toyota,

and Tesco.

39


Chapter 8: Reflection

This chapter is a reflection of the experiences, knowledge and skills acquired by the

researcher in the course of this research. This report also includes the challenges and

difficulties faced by the researcher during this research. This study is done to on completion

of Masters in Business Administration from Cardiff University. The research was a very

demanding and challenging phase that tested the limits my limits. This chapter also try to

reflect the crucial academic elements that helped me in completion of the said research.

The research was done utilizing numerous theories, concepts and lessons acquired from the

different modules of study from the MBA course. The operational analysis module gave me

the inspiration to pursue the operational and logistics specialization and in turn do the project

on the Supply Chain Management. I was really intrigued by the process modelling and

operations management lectures which helped me to do the project in turn. The ‘international

business’ module gave invaluable firsthand knowledge about the globalization, multinational

corporations and their strategies which was instrumental in the development of the research

into multinational corporations like Rolls-Royce, Tesco, Nike and Toyota. The ‘study skill’

lectures about ‘critical thinking’ were particularly helpful in collecting and using reliable,

quality data for the research. The lectures taught me to be curious, even-handed and flexible.

It taught me to consider the multiple facets of a particular topic rather than focusing on a

single aspect. The concept of mind mapping from the lectures was also very helpful. The

strategic management module helped the research in planning ahead and focusing on the key

functional areas of the study. It also gave a brief knowledge regarding the corporate strategies

which was greatly beneficial for the research.

But the major areas of the research which helped were the operations and logistics lectures in

the third semester. The sessions on supply network strategy and operations strategy analysis

of Rolls-Royce from the strategic operations management and lean operations module were

reflected in the research. Knowledge acquired from all these lectures helped me to excel in

my project.

Translating the theory from the module to the project was a little harder than I anticipated.

Transferring theory into actual project without altering its integrity and clarity was hard. But

the researcher found that the intensive training and guidance received over the MBA course

was decisive in overcoming this challenge.

40


I truly feel that without the experiences, skills and mindset I gained over last year during the

MBA, I would have never completed the study. The individual assignment I did for the

‘International Business’ module gave the initial experience inside the international supply

chain and how it works. The research was so intriguing for me and motivated me to choose

the topic of Supply Chain Management for my final business project. The business plan was

also especially helpful. It was my first experience of a real-life project and taught me to think

independently and at times to be unorthodox to obtain the desired results. The assignment of

strategic operations management module where I did the assignment on the strategic

operations strategies of Tesco was crucial for my research.

I did not have any experience before joining the MBA in Cardiff University. I had never even

done a project or even an assignment before coming to Cardiff. I cannot point out all the

exact detailed experiences I gained from the MBA because somehow over the duration of the

course it moulded me to be capable of doing a decent research paper.

Doing a dissertation was an entirely different and a very demanding experience for my

limited experience and skills. It was entirely different from doing a 1000 or 2000 word

assignment. The research had to be more original and demanded more quality, integrity and

in-depth study than an assignment. When the research went deeper into the topic I felt my

skills were insufficient to complete the research. The invaluable help and supervision from

my supervisor Mr. Mohammad Naim, was the crucial element that helped me to complete

this research. He was very helpful and guided me throughout my dissertation. When I got

strayed from my original study, he guided me into the right path. If it wasn’t for him, I would

have never completed the project.

This research has instilled in me immense confidence in myself and my ability. At the start of

this research I was confused and constantly doubted my ability as a researcher and as a

student. Through this research my research skills and knowledge in the topic of Supply Chain

Management has expanded enormously. My ability to search, find and interpret knowledge

regarding a particular subject has evolved into a whole another level that I never expected to

reach. I have never felt this kind of ultimate sense of achievement that I feel right now. The

skills and knowledge I learned from this institution and in doing this project will greatly

benefit me in my future career. I am sure that the self confidence, sense of achievement, the

skills acquired, patience, flexible thinking and above all the dedication to my work I gained

41


during the course of this research will help me to build a strong and illustrious career in

business management.

Now that I had done a project, if I had the opportunity to do a project again I would like to do

an internship in a company while doing the project. Because this will be an even more

demanding and challenging task and the work will be even more accurate, real and valuable.

Total Word Count: 9919

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Anderson, D. et al. 1997. The Seven Principles of Supply Chain Management. Supply

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Anderson, D. et al. 2009.Essentials of Statistics for Business and Economics 5ed. Mason:

Thomson Higher Education

Aviv, Y. 2010. The Effect of Collaborative Forecasting on Supply Chain Performance.

Management Science 47(10).

Babbie, E. 2010. The Practice of Social Research 12ed. Belmont: Cengage Learning.

Barratt, M. 2004. Understanding the Meaning of Collaboration in the Supply Chain.

Supply Chain Management: An International Journal 9(1).

Baxter, P and Jack, S. 2008. Qualitative Case Study Methodology: Study Design and

Implementation for Novice Researchers. The Qualitative Report 13(4).

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