Name Akhona

Surname Namba
Student Number 216258154
Module Logistics
Lecture M.Malgas
Define and Discuss the purpose of reverse logistics with practical examples.

The reverse logistics process includes surplus management as well as equipment

and machines to return from the hardware lease business. In
general, logistics deals with events that bring the product closer to the customer. In
the case of reverse logistics, the resource supply chain goes back at least
one step. For example, goods are transferred from customer to distributor or
manufacturer.

THE purpose of reverse logistics

Reverse logistics aims to capture the value of returned products, redirect them to
other industries, dispose of them properly and, nevertheless, collect critical user
information from customers.

Practical examples

Apple is a fantastic example of a successful reverse logistics system. Apple

manufactures iPhones and other products, which are then sold in various stores
across the world. Consumers purchase iPhones and enjoy the product until they
want to upgrade their product. When consumers return to a store to buy the latest
model, Apple offers consumers discounts on a new product if they turn in their old
product.

Apple then collects the old models and brings the products back to their factories.
This process allows Apple to use parts from previous models in their newer products,
helping Apple be more environmentally friendly and save money on production
costs.

Describe why successful business logistics management is a value creating

process.

Business begins with value creation. It is the purpose of the institution: to create and
deliver value in an efficient enough way that it will generate profit after cost.

Because value creation is the starting point for all businesses, successful or not, it is
a fundamental concept to understand. Here is what is to come in this collection of
wisdom about value creation:

 Definition of Value, and how it can be created.

  Evolution of value creation through history, and in the future

 How value can be measured and managed

More than one logic of value creation can be operating in any given SCR. For
example, some firms integrate their suppliers in their entire production processes to
improve product quality (i.e., reciprocal interdependence), while simultaneously
cooperating with the same suppliers individually to achieve satisfactory logistical
performance (i.e., sequential interdependence). Moreover, Intra organizational
research has shown that large multinational firms seek to govern routine activities in
a different fashion from innovative activities. This suggests that the management of
SCRs requires managers to distinguish among different value-creation logic, which is
likely to require different management strategies.

Discuss the concepts of competitiveness and competitive advantage, and

supply chain list factors that can enhance competitive advantage.

COMPETITIVENESS

Competitiveness is the contribution of connecting to the business environment,

drawing on resources, achieving sustainable benefits of the resources used, and
meeting the needs of the target market segment completely, independently, and
continuously. Design, structure, and commercialization capability. The importance of
competitiveness in promoting the survival, growth, and business of the company is a
key factor in economic development.

COMPETITIVE ADVANTAGE

Competitive advantage is a feature that enables a company to outperform its

competitors. This allows the company to achieve higher returns than its competitors
and creates value for the company and its shareholders. Competitive advantage
should be difficult, if not impossible, to copy. If it is easy to copy or imitate, it is not
considered a competitive advantage. Examples of competitive advantage

1. Acquisition of natural resources available to competitors

2. Highly skilled workforce

3. Unique geographical location

4. Access to new or patented technologies

5. Ability to produce products at low prices.

6. Brand image recognition can be established competitive Advantage, It is important

to know:

1. Benefit: A company must be clear what benefit(s) their product or service

provides. It must offer real value and generate interest.
2. Target Market: A company must establish who is purchasing from the
company and how it can cater to its target market.
3. Competitors: It is important for a company to understand other competitors in
the competitive landscape.

To construct a competitive advantage, a company must be able to detail

the benefit that they provide to their target market in ways that
other competitors cannot.

supply chain list factors that can enhance competitive advantage.

Your supply chain’s primary function is to take your products from creation to
delivery, but it can also provide you a competitive advantage within your industry and
with your customers.

Utilize Technology that Adds Value.

As technology transforms and disrupts industries, organizations may be tempted to

embrace every new development. But the critical check is to ensure any technology
your organization employs adds value to your supply chain.

Enable Agile Process Improvement

Facing the technical hurdles that require constant innovation and change in a
business often means staying up to date, improving the process with agility and
flexibility. Unfortunately, such agile, adaptive change is not always easy in practice,
as supply chain is subject to fluctuating demand, which is as diverse as national
politics, strikes and natural disasters under the influence of forces.

Maximize Supply Chain Partnerships

Supply chain partnerships have the potential to make – or break – your company's
competitive advantage, as these relationships can have a significant impact on your
supply chain's sustainability, cost, and ability to meet deadlines. And, as businesses
compete for a competitive advantage, suppliers are becoming more selective about
who they support.

Cultivate Team Innovation

The supply chain is complex, integrated, and affects every aspect of the business.
Experienced supply chain managers need to rely on divisional and team experts to
maximize all aspects of the supply chain.

Describe the key steps in the organisations strategic process. In your opinion,
what are the key enablers of such a strategic process?

Developing Organization Vision and Mission

The process of strategic management begins with the identification and formation of
the organization's vision and mission. The vision describes where the company
wants to reach, and the mission tells us the company's values and purpose.

Analysis of Organization

 The second step is concerned with performing a strategic analysis of the

organization. It involves scanning all internal and external forces influencing the
operation of the business. In this sufficient information is gathered regarding the
environment within which business operates for setting objectives.  

Setting Objectives

It means determining the objectives to be achieved to achieve the vision. These

objectives serve as a means of evaluating the performance and progress of your
organization. Managers at different locations within the organization determine
different sets of goals based on their location. These goals are linked together so
that the goals set by the lower-level managers help achieve the goals set by the top
management.

Strategy Formulation
After setting different goals to achieve, the next step is to choose the most
appropriate method from among the various alternatives available to achieve those
goals. After a detailed analysis of the various options, managers choose the best
strategy for managing the organization's activities.

Strategy Implementation

In this step, the strategy defined by the manager is implemented by successfully

implementing it in your organization. Strategic execution is an important step in this
process, as the strategy is chosen is not properly implemented to achieve the
intended task. This includes the proper organization of organizational structures, the
definition of roles and responsibilities, and the development of efficient decision-
making processes.

Strategy Evaluation and Control

The sixth step in the strategic management process is evaluating and monitoring
performance to ensure that all activities are going according to plan. It is the one who
helps to keep all operations on track by informing from time to time of necessary
changes in management. Managers can take all corrective action in a timely manner
in the event of a discrepancy.

SWOT Analysis

This is a crucial part of the strategy management process. A SWOT analysis focuses
on evaluating the strengths, weakness, opportunities, and threats of an organization.

Organizations can understand their overall position and detect all forces which affect
their performance through this analysis.

Key Enablers

Specific objectives. It can be difficult to achieve your goals if you don't know what
you're aiming for. Goals that are clearly articulated provide team alignment, establish
unambiguous customer expectations, and reduce unnecessary work. The most
common cause of project rework is a lack of goal clarity. An undefined finish line is a
major contributor to project dissatisfaction, shifting deliverables, and project failure
Overruns in costs Do not confuse having clear goals with having goals that never
change. The goal of any project may change over time, but this is a desirable
outcome that will lead to greater satisfaction if it changes for the right reasons. A
project team stumbling around in the dark, hoping to come across a goal, happy to
grasp anything beyond murky uncertainty is to be avoided.

Stakeholder partnership. A project without owner involvement is, at best, a waste

of work and, at worst, a waste of resources and time. Who cares if your project
succeeds or fails? This is your stake. It is very important that each project identifies
the designators involved in the project, the desired results, and the actions required
to achieve them. A well-organized partnership provides better clarity of your goals,
more support when problems arise, and a source of solutions and options when you
need to solve a problem. Shareholders who do not participate in the project must
agree quickly, or the project will almost certainly fail. It’s a good time to spend time
early in a stakeholder engagement.

Energetic teams. High-performing people fear getting work if everyone around them
is lacking in energy. You want an environment of like-minded people who want to
work together to see the success of the project and pull everyone in the same
direction. Energy is not the same as enthusiasm. The excitement is good for a while,
such as a sugar rush or unboxing a new device, but it soon fades. Energy is self-
sufficient. Energy is additive. When a team lacks energy, there is no drive to work,
and the project becomes more difficult for everyone. Executives should invest in
creating an environment in which energy can flow naturally and do not create
obstacles to the success of the project.

Project transparency. Leadership is rarely more frustrated than not knowing what is
happening on an important project. The lack of transparency seems like something is
going wrong. It's fun to make the good news transparent. Bad news that you want to
hide until you have a chance to fix it. Fight that natural instinct. Accept bad things.
Take advantage of the fact that your team is facing a problem to create a dialogue
about the problem. This gives you a better understanding of scope, better cost
estimates, and more realistic forecasts of delivery times. The closely related
consequences of being transparent and honest always pay off better.

Individual responsibility. A team is responsible for every failure of the team. But
every member of the team is responsible for their actions. Ownership is about doing
the best you can to the goals of the team. It is not about doing your best individual
work that won't make the team successful, like writing great code but not
documenting how it works. A responsible person focuses on making the team better,
not making himself better.

Direction. A successful project must be led. This does not mean that there should
be a formal leader for every project, but rather that there should be
a leadership process within the team. Some teams can work effectively with
collective leadership ... always doing the right thing, pulling in the same direction,
resolving conflicts together, knowing when to ask for help, and so on. Most teams
need an advisory team that looks at the team that imparts these skills, as well
as how the team works, how it works with the organization, and the process, How
tools and goals change. A leader needs to have the right perspective internally to
allow the team to work efficiently when messaging externally to ensure that the team
has the resources, visibility, and support. Is available.