Free Global Supply Chain Management: Quality Strategy Case Study Example

Problems contributing to low quality throughout the supply chain

The paper studies the case of the firm in terms of problems affecting its inferior quality which intern creates an adverse effect on its supply chain. The focal firm possesses operations across the globe making its networks in the market complex. The survey methods used by the SCQM interventions throughout the firm’s operations do not suit the collection of data from different perspectives in the upstream and downstream partners in the supply chain. Another problem entails the absence of Lacuna in the data discussion. The phenomenon results from many authors who come up with research on the theories offered which evaluates SCQM.

Background of the problems findings

The two cases occurred in 1970s when their main purpose revolved around manufacturing branded casual shoes for athletes. The main market for the manufactured products targeted South ASIA. The business afterward took a successful turn through expansion into the international market. The firm had to adopt new approaches to their business operations.

Adoption of quality management to serve national purpose

The M-case looked at the internal focus of the management in the firm. The firm focused on the operations affecting their immediate environment. The firm failed to involve their customers in matters concerning the level of quality in the products. The phenomenon targeted the core management platform rather than the subordinate employees leading to poor quality outcomes. The resultant activities created a rift between the employees and the top management. The management blamed the employees for the outcomes that affected the firm negatively. The outcome created a state of fear among the employees and the management. Individuals feared to make mistakes concerning the products they manufactured and their services to their customers (Soltani, Azadegan, Liao, & Phillips, 2011). The management practiced a bureaucratic system of leadership which focused on the operations of the workforce.
The management spied on how the employees worked thinking they would enhance an effective monitoring of their activities. The H-case also showed a state of non-inclusive operations of the employees and the customers. The management lacked a system based approach in relation to the quality of the services and products offered by the firm. The firm offered a mixed platform through which they offered rewards and punishment to the employees. Management revolved around the supervisor monitoring each department. They made most of the planning and evaluation of the employees’ operations and outcomes. The management ended up communicating fear among the workers resulting from manufacturing cheaper products to promote competition with other companies. The world went through a recession period with products’ cost falling beyond the normal cost. The firms had to look into their approaches and change the system of their management.
The firms neglected the level of quality they offered to individuals in the market. They concentrated on their workforce without thinking that it would a negative impact on their perception of the level of quality. Through the phenomenon, they forgot about the incentives needed to enhance good competition in the market. The business strategies sidelined the consumers, the management, and the employees as the central partners in the success of the company. It only looked at the internal operation of the firm’s services and manufactured products.
Through their focus, they forgot that they had the operations of ensuring the success of the external operations of the firm in the international market. In the 1993 announcements of the firms, most of the middle managers showed a status of the reservation to quality rather than their management skills. The management lacked a platform through which they would enhance training among the employees (David & Stewart, 2010). The organization had grown tremendously with neglect towards the impact of the internal employees’ operations to the external operations of the firm. The firm had created a gap between their operations with the external market. The gap resulted from their traditional management system towards the employees.

Implementations of the recommendations and changes to suppliers’ contract

Coordinating supply chain and the quality management system
Management should act as a center of operations in the relationship between the operations of a firm and supply chain. The managers should work with a connection that relates to the functionality of the firm. First, the company needs to look at the individuals who own the platform with raw materials. Through the relationship with the group, the company enhances the production of its products. It would mean that an increase in the amount of raw materials enhances the development of more products which in turn boosts sales. The management needs to enhance a good relationship with the suppliers to satisfy the demand of the customers in the market through demand. The management system needs to develop an understanding of its operations to enhance coordination of major departments creating the success of the firm’s supply chain.
A good supply chain facilitates sales among the firm and the consumer segments. It enhances a platform that creates quality business and viable market for the products. The supply chain requires a huge investment of efforts from the top management, the employees, suppliers of raw materials and the supply.

References

David, P. A., & Stewart, R. D. (2010). International Logistics : Management of International Trade Operations (with Make the Grade Printed Access Card) (3rd ed.). Boston, America: CENGAGE Learning Custom Publishing.
Soltani, E., Azadegan, A., Liao, Y.-Y., & Phillips, P. (2011). Quality performance in a global supply chain: finding out the weak link. International Journal of Production Research, 49(1), 269-293.