Designing a proper supply chain in the environment of the global economy is a challenging task for a number of reasons; the numerous risks that need to be dealt with being the key one. Indeed, carrying out operations in the global economy realm exposes an organization to a range of external threats, therefore, making its supply chain especially vulnerable.
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The above-mentioned concerns are also topical for the companies operating in the realm of the food industry (Annual change in restaurant industry sales in the United States from 1990 to 2015, 2015). Since a reasonable use of resources is crucial to attracting customers and developing strong relationships with target partners, the process of forecasting, mapping, and identifying critical issues can be carried out by carrying out the policy of sustainable resources use in a company working in the food industry.
The basic principles of sustainability are an essential part of any food company operating in the global environment, as a recent study shows (Cordell, 2010). The necessity to incorporate the principles of sustainable resources use into the SCM of a company operating in the food industry is partially attributed to the recent trend related to the promotion of green economy and reasonable use of resources as well as the significance of producing the food that is both tasty and healthy (Tiwan, Norton, & Holden, 2013).
Therefore, it is essential for an organization working in the designated industry to make sure that its partners should recognize the organization as trustworthy and, therefore, be willing to work with it.
Likewise, the process of forecasting is also bound to be affected by the incorporation of the principles of sustainability in the processes of a company working in the food industry sector. Specifically, the possibility to embrace every single external and internal factor that may affect the organization and evaluate it objectively can be created once the principles of sustainable use of resources and sustainability in communicating with the key stakeholders are introduced to the framework of entrepreneurship.
Similarly, the second postulate emphasized by Schneider (2008) as a crucial part of the SCM, the mapping stage, can be improved significantly once the sustainability philosophy is reinforced in the company working in the food industry.
By incorporating the sustainability concept into the mapping process, one is likely to link the aspects of the company’s operations, which may seem remote from each other and have little significance, yet contribute to the development of the entrepreneurship to a considerable extent. Particularly, the link between the design of the brand product, the approach to customer relations development, and the communication strategy deserve to be mentioned.
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Managing the risks that an organization may face in the realm of the global economy may seem a complicated task, yet the incorporation of sustainability into the company’s SCN strategy design is bound to reduce the existing threats greatly.
Thus, it can be stated with a significant amount of certainty that the choice of a proper risk management strategy when designing the SCM structure within a particular company is an essential step towards facilitating safety and creating the environment in which a company may evolve.
Sustainability as the basis for carrying out the analysis of the current state of affairs in the food industry and locating the niche that an organization may fill on a specific time slot is obviously beneficial, as it helps identify an adequate manner of using the resources available.
Cordell, D. (2010). The story of phosphorus: Sustainability implications of global phosphorus scarcity for food security. Web.
Schneider, R. J. (2008). Supply chain risk management. Web.
Tiwan, B., Norton, T., & Holden, N. M. (2013). Sustainable food processing. New York City, New York: John Wiley & Sons.