The paper entitled "Marketing Logistics and Supply Chain Management" is a great example of a Management Case Study. Supply chain management and marketing logistics are fundamental aspects of modernized organizations. It is evident that there is a paradigm shift in how businesses or organizations operate. It is worth noting that, the sole driving force to this change is the dynamism that has rocked the business fraternity in recent years. Marketing has become a truly crucial element in organizations today as it determines the level of sales transactions as well as the level of consumer retention (Magee Copacino & Rosenfield 2005).
Marketing is nowadays used by rival organizations as a source of competitive advantage seeking to gain supremacy in an industry. On the other hand, supply chain management is a sub-branch of management that is involved in the acquisition and provision of goods and services required by consumers in the supply chain. Supply chain management as a doctrine is a product of modern times. It seeks to restore sanctity to the process exposed to raw materials until they reach the end consumer as finished goods.
The supply chain management has had a remarkable impact on the performance exhibited by organizations that endeavor to inculcate its policies as stipulated (Schorr, Alexander & Franco 2009). The intention of this discussion is to delineate the impact, role and vital recommendations pertaining to the marketing logistics and supply chain management undertaken by Hewlett and Packard. Conceptual background Each endeavor bestowed upon humanity has a set of logistics. This is because; logistics deals with the how, when, where, why, by who, what time operation or activity will be undertaken.
Marketing is no exception, and as it is a significant element in the organizational setting and has its fair share of logistics. Marketing logistics revolves around the distribution of goods and services. This involves an array of managerial parameters including; planning, delivering, and controlling goods and services flowing in a market. On the other hand, marketing logistics deals with how raw materials will be delivered to an organization that will, in turn, facilitate the meeting of customer demands. It is notable that marketing endeavors to establish the potential market size (Liker, Fruin & Adler 2009).
This information is thereafter synthesized and analyzed to determine the resources required to ensure the prevalent demand size is fully satisfied. In addition, market logistics seeks to evaluate the cost-benefit analysis in any undertaking. It would be illogical to satisfy consumer demands at the expense of the organization's being. This is a fundamental step that involves calculation in determining whether what the potential clients are willing and able to pay for the product will meet the expenses of the organization (Christopher & Peck 2003). Marketing logistics ensure that the end product reaches the consumer through the most efficient distribution model that incorporates delivery time as well as efficient in terms of expenses (Pride & Hughes 2011). On the other hand, supply chain management seeks to create net value while building a remarkable infrastructure that will leverage logistics and synchronize supply with the prevalent demand size.
This implies that supply chain management is an approach that encompasses raw materials management into an organization, the modes of internal processing to develop finished products, and the distribution of the finished products to get to the end consumer.
Organizations in the modern setting endeavor to achieve flexibility and focus on their individual core competencies (Riggs & Robbins 2008). This involves reducing the control of raw material sources and distribution channels. This is because; tentative research indicates that, it is more efficient and convenient to outsource these activities from other organizations that can perform them better and at cost-effective terms. The intent is to reduce the operational logistics on a daily basis while aiming at enhancing consumer satisfaction emanating from consumption of the finished product (Buxton 2005).
This model has facilitated an upsurge in the number of supply chain partners thus enhancing inventory visibility as well as improving the velocity at which inventory moves. There are numerous models, which have been propagated by scholars all over the world seeking to establish what is required to manage material movements across functional and organizational boundaries. The functions of supply chain management revolve around the three levels of management which include; strategic, tactical and operational levels. At the strategic level, supply chain management deals with network optimization, size of the warehouse and the distribution centers as well as facilities involved (Johnson & Pyke 2010).
The strategic level in supply chain management ensures that the strategic partnerships between suppliers, distributors, and customers are operating efficiently. In addition, the strategic level has the mandate to align the overall organizational strategy in line with the supply strategy. This ensures that the organization has no instances of sub-optimization as it would undermine the performance of an organization. It is worth noting that, the strategic level in supply chain management like in other managerial functions is bestowed the responsibility to deal with long term endeavors calling for exorbitant resource commitments (CordoÌ & Hald 2012).
The tactical level, on the other hand, has the mandate to source contracts and makes involving purchase, production, and inventory decisions. The tactical team is bestowed the mandate to implement the strategic formulations through developing a conclusive transport strategy, which inculcates the frequency, routes used and contracting developments. It is the duty of the tactical team under supply chain management to benchmark the functionality of an organization against the competitors and formulate best practices.
Just like in general management practices, the tactical team has the responsibility of implementing the strategic level requirements through close negotiations to amend the unpractical clauses. The operational level in supply chain management has the task of managing the daily production activities which include; production scheduling, demand forecasting and planning, production operations and both inbound and outbound operations. The operational level deals with day to day supply chain functions that seek to produce finished goods and deliver the same to consumers in a timely and efficient manner (Cateora 2006).
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