The global supply chain is being considered as when any company purchase the goods and services from the overseas market. This includes people, process; resources that are required to handle the distribution of raw materials to achieve the finish good that is provided the customers. The report considers application of theories that are being required in managing the global supply chain. For this context of commercial sector is being considered and mainly the construction sector that have the well designed supply chain. Thus, companies in commercial sector manage the global network to maximise profits and minimising waste.
Mechanics of Porters value chain
The generic value chain model is the framework that represents the activities that generally follow the interdependent structure that is concerned with acquisition of raw material through the final production of goods or services to the suitable clients. The value chain generally include managing primary activities that include inbound logistics, operations, inbound operations, marketing, sales and service (Prajogo et.al, 2016). Thus, support activities are concerned with managing firm infrastructure, HR management, development of technology and procurement function. Thus, effectiveness achieved through combination of primary and secondary activities lead to achieve profit margins.
From the overall report, it can be assessed that global supply chain is one of the important part that lead to understanding of understanding breakdown and traceability of products and managing construction of the buildings. Buildings are becoming increasingly complex and it requires companies to more design input by specialist suppliers. The supply chain is relatively required for changing the perspective of delivery of project and building long term relationships with the client base. Thus, with managing the in-source and outsourcing operations, the supply chain is being managed by the different construction companies.
Books and Journals
Alfalla-Luque, R., Medina-Lopez, C. and Dey, P.K., 2013. Supply chain integration framework using literature review. Production Planning & Control, 24(8-9), pp.800-817.
Bashir, M. and Verma, R., 2017. Why business model innovation is the new competitive advantage. IUP Journal of Business Strategy, 14(1), p.7.
Cyplik, P., Hadas, L., Adamczak, M., Domanski, R., Kupczyk, M. and Pruska, Z., 2014. Measuring the level of integration in a sustainable supply chain. IFAC Proceedings Volumes, 47(3), pp.4465-4470.
Fjeldstad, Ø.D. and Snow, C.C., 2018. Business models and organization design. Long Range Planning, 51(1), pp.32-39.
Holweg, M. and Helo, P., 2014. Defining value chain architectures: Linking strategic value creation to operational supply chain design. International Journal of Production Economics, 147, pp.230-238.
Jasti, N.V.K. and Kodali, R., 2015. A critical review of lean supply chain management frameworks: proposed framework. Production Planning & Control, 26(13), pp.1051-1068.
Landry, R., Amara, N., Cloutier, J.S. and Halilem, N., 2013. Technology transfer organizations: Services and business models. Technovation, 33(12), pp.431-449.
Manzouri, M. and Rahman, M.N.A., 2013. Adaptation of theories of supply chain management to the lean supply chain management. International Journal of Logistics Systems and Management, 14(1), pp.38-54.