Customers are not getting their orders in a timely manner. It’s your job to find out why. How can the functions of demand management and order management impact your organization’s logistic and supply chain structure? What indicators are you looking for? What actions would you take?
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Customer satisfaction is one of the most, if not the most, important goals of any company. Therefore, it is crucial that the clients should get the best services and the most enticing options; at the same time, however, the company must also benefit from its financial operations – otherwise, the possibility of a crisis increases. Therefore, in the case of customers’ complaints, it is important to consider the factors that contribute to conflict creation.
If the clients do not receive their order in a regular manner, research of the current logistics strategy must be carried out. After analyzing the means of transportation used, the partner company whose transportation services my company uses, and the way in which the transportation documents are filed, I will be able to make my conclusions concerning the weakest points in the current approach. Thereafter, the order and demand management must be considered. It is important that each of the orders is tackled carefully and that the orders should not pile up. Finally, the funds for logistics must be revisited and, if needed, increased – perhaps, even at the cost of other issues.
When considering the problem, I will have to pay special attention to the key indicators, which are the rates of demand and the customers’ ratings and reviews. As long as both of these indicators are kept above average, it can be considered that the company is safe and has a strong reputation (Coyle, Langley, Novack & Gibson, 2013).
With that being said, it is clear that, with the help of efficient order and demand-supply management, the situation can be improved. However, it is also important to make sure that the newly acquired strategy should be applied on a regular basis; otherwise, further complaints will arrive.
Your boss wants to understand the relationship between “order” and “supply.” What do you tell him? Are there any financial factors? How does your organization’s logistic and supply chain practices impact order and supply?
Understanding the relation between such issues as “order” and “supply” is crucial for learning about the mechanisms of a company and its production processes (Varley, 2006). Therefore, to explain to someone the relation between order and supply, I will be required to handle the issues that are closely related to the company’s production process. As long as the given relation is kept clear and understandable, it can be assumed that a company is doing well.
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To display the two processes in question in the most efficient manner, I should draw a basic chart that shows the relation between demand and order. Then, the chart showing the relation between demand and supply must be provided. Based on the aforementioned graphs, the final one that summarizes the information from the previous two and shows the order – demand curve must be provided (Varley, 2006). After synthesizing the information from the previous two charts, the boss will be able to understand the relation between the order and the supply of the company’s product.
It could be argued that the best way to explain the link between the two elements, as well as mark their place in the process of the company’s performance would be to create a series of graphs with a detailed description of the organizational processes and the place that the given elements take in each. However, the given step seems an unnecessarily complicated addition to the overall strong principle of introducing the basic management concepts.
With that being said, displaying the relation between order and supply is relatively easy. Even with only a few graphs and charts, it is possible to stress the necessity to keep the aforementioned elements up to the notch and outline the basic ways in which order and supply processes can be upgraded efficiently.
Coyle, J. J., Langley, C. J., Novack, B. A., & Gibson, C. J. (2013). Supply chain management: A logistics perspective, 9th ed. Stamford, CT: Cengage Learning.
Varley, R. (2006). Retail product management: Buying and merchandising. New York, NY: Routledge.