Strategic Supply Chain Management Plan or proposal Research

Strategic Supply Chain Management Plan or - Research Proposal Example This atmosphere of work was also to increase the respect towards the work along with individual performances. This positive nature of people and working conditions have accumulated much more innovativeness as well as excellence to improve their business along with maximizing trust and integrity in all the internal as well as external relationships. Allowing these values to incorporate in the businesses, within few years, the Al Marai Co. entered into the world of numerous agricultural products (Almarai, 2015). In early 21st century, the company has replaced more than five decentralized processing plants and launched more than ten small as well as large dairy firms in the central region of Arabia. In perception of this sustainability, it included more than 70,000 shareholders along with business turn over exceeding SAR23 billion. It was clearly stated that, Al Marai Co. has created a long route of sustainable path in all these years. Consistently, by generating quality food parallel to the repeated expansion in the different fields within the domestic food market as well as took initiative to incorporate the modern technology. For the betterment of quality food, with productivity is likely to enhance the effectiveness of the overall company to operate within the globe. The growth strategy of Al Marai Co. was involved with geographical expansion, as well as innovation along with organic growth. Al Marai Co. has incorporated diversified product range such as, bakery products, along with new ‘premium poultry product brand’, named ‘Alyoum’ and baby food products ranges. Along with these, Al Marai Co. also has expanded its geographical territory with the help of launching a joint venture with the International Dairy and Juice (IDJ) Company (Almarai, 2015). Being a food manufacturing company Al Marai Co. showed a great sustainability in terms of their core competencies and values. Fundamentally, competencies were selected for developing the proper

Workforce 2020 Executive Report - DHSOS Assignment

Workforce 2020 Executive Report - DHSOS - Assignment Example Future trends – forecast 6 3.1 Economic, social, demographic, and workforce parameters that are expected to be in the U.S. in the year 2020 6 3.2 What are the general trends in leadership/management that are impacting your organization? 7 4. Recommendations – changes needed for the future in order for the organization to meet the expected challenges of 2020 8 4.1 Leadership actions that the organization should take 8 4.2 Competencies that will be needed 9 4.3 What does the organization need to do to be prepared? 10 References 11 Summary The standardization of organizational performance in the long term is a challenging task. Firms that tend to perform high on annual basis may face periods of downturns; this phenomenon has been related to problems in the organization’s internal environment, especially in regard to the leadership style and the workforce structure. Managers in DHSOS, a medium-size firm of the US computer industry, face the following dilemma: should they try to support the firm’s existing leadership practices or they should promote major changes in regard to the firm’s leadership style and workforce structure? The first choice has been considered as rather risky; the second one, i.e. the emphasis on changes on the specific sectors has been chosen. The particular plan can secure, at higher level, the limitation of a series of organizational problems that would result to severe delays in the firm’s performance up to 2020. 1. Introduction The ability of an organization to survive in the modern market is depended on certain criteria. Issues, such as the organization’s leadership style, its workforce diversity but also the quality and the level of communication are critical for the long-term success of the organization in its industry. On the other hand, in high competitive industries, the challenges for organizations of all sizes can be significant, at least compared to less competitive industries. DHSOS is one of the most promising firms in the computer industry in USA. The firm focuses on the provision of IT consultancy services in large firms. The firm was first established in New York in March of 2009, i.e. about 3 years before. During this time, the firm has managed to develop its customer base at least by 80%, a fact that it is quite promising for the firm’s performance in the future. Currently, the firm’s employees are estimated to 540, across the firm’s branches in New York, Chicago and Illinois. Up to the end of 2011, the firm’s performance seemed to be continuously developed, with no sign of a potential downturn. However, during the first half of this year, the firm seems to be unable to control employee performance, which tends to change unexpectedly leading to important losses, as compared to the same period of last year. A careful review of the organization’s key trends, such as its structure, its leadership style and its workforce ch aracteristics leads to the assumption that a series of changes need to be made in regard to the particular organizational sectors. These changes are highlighted in this paper, which can be used, as a manual for the firm’s workforce needs by 2020. 2. DHSOS – Presentation and analysis of key organizational trends 2.1 Organizational structure Since its establishment, DHSOS has been a highly centralized organization. In fact, its leadership style can be characterized as autocratic. The leader of the organization sets the key criteria on which workforce structure and employee performance would be evaluated. Moreover, the promotion of team – work within the organization is rather limited. Tasks are assigned to individuals are need to be completed by them, usually without cooperation with other colleagues. This practice has resulted, in many cases, to