Essays on Supply Chain Management: Quality Food and Drinks Coursework

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The paper "Supply Chain Management: Quality Food and Drinks" is a great example of management coursework.   Quality assurance and effectiveness at the hotel is important and can be achieved through the improvement of the supply chain. The major problems are procurement processes, stocktaking, and communication. Improving these processes address the requirements of the customers and champion the entire processes of the hotel. It ensures the costs are reduced while the direction towards efficiency is championed. The hotel should integrate the aspects of technology, effective communication, appropriate procurement strategies, and effective utilization of resources to champion the operations of the hotel. Technology Incorporation to the Processes Technology is important in addressing challenges that face supply chain.

The current procedure for using books and paper records is ineffective (Vachon & Klassen, 2006). It also becomes difficult to analyze past records. The hotel should acquire one computer system with a basic database, which is able to record the products that are brought to the hotel. All products that come into the hotel should be recorded based on the time it was ordered, the time and date that it was delivered, the status of the product, the deadline and general description of the product. The technology can be achieved through acquiring technological requirements.

The hotel management is ready to invest some funds in improving the operations, and these funds can be used to acquire the technological equipment (Zhang, Song & Huang, 2009). The database should reflect the requirements of the hotel and the integration of different processes in making the entire process effective. Furthermore, the use of the technology will enable the management to access a summary of the operations at the hotel and the general records of procurement at the hotel (Zhu & Sarkis, 2007).

The information required is also easily obtainable and used to make a decision regarding the operations. The kitchen usually complements the requirements of the hotel and effective operations in the kitchen result inefficiency in general operations (Cho et al. , 2012). Apart from accommodation, customer satisfaction in the dining area may result in accommodation booking. Warehousing and Stocking The kitchen products especially the perishable products should be stored as directed by the producers or suppliers. For example, milk and fruits expire faster when compared to potatoes and tomatoes (Zhang, Song & Huang, 2009).

Therefore, the warehouse should be structured in a manner that it enables storage of foods ensuring quality and expiry dates are incorporated into the entire process. Apart from the labels from the producers, integral labels can be generated through the use of computers to set different expiry dates (Bruce, Daly & Towers, 2004). For example, if the milk experiences within 72 hours, the policy at the hotel should be changed so that the milk should not stay longer than 24 hours.

It will prevent overstocking and also ensure fresh ingredients are used to produce food and drinks. Apart from the general use of the computer at the entrance of the warehouse, it is important to have an integral recording system based on the section of the kitchen. For example, a recording system should be in the bars, in the bakery, in the kitchen and additional recording that summarizes the operations at the kitchen (Bruce, Daly & Towers, 2004). Through such processes, it is possible to determine who handled the products, the length of storage, and other important fundamentals that are crucial in ensuring the products are fresh.

Moreover, if certain policies have not adhered, an accompanying explanation should be in the records to understand the reasons and to be used in determining future approaches to prevent reoccurrence of the problem.

References

Aghazadeh, S. M. (2004). Improving logistics operations across the food industry supply chain. International journal of contemporary hospitality management, 16(4), 263-268.

Bruce, M., Daly, L., & Towers, N. (2004). Lean or agile: a solution for supply chain management in the textiles and clothing industry?. International journal of operations & production management, 24(2), 151-170.

Cho, D. W., Lee, Y. H., Ahn, S. H., & Hwang, M. K. (2012). A framework for measuring the performance of service supply chain management. Computers & Industrial Engineering, 62(3), 801-818.

Eastham, J., Sharples, L., & Ball, S. (2007). Food supply chain management. Taylor & Francis.

Sigala, M. (2008). A supply chain management approach to investigating the role of tour operators in sustainable tourism: the case of TUI. Journal of Cleaner Production, 16(15), 1589-1599.

Tang, C. S. (2006). Perspectives in supply chain risk management. International Journal of Production Economics, 103(2), 451-488.

Vachon, S., & Klassen, R. D. (2006). Green project partnership in the supply chain: the case of the package printing industry. Journal of Cleaner production, 14(6), 661-671.

Zhang, X., Song, H., & Huang, G. Q. (2009). Tourism supply chain management: A new research agenda. Tourism Management, 30(3), 345-358.

Zhu, Q., & Sarkis, J. (2007). The moderating effects of institutional pressures on emergent green supply chain practices and performance. International Journal of Production Research, 45(18-19), 4333-4355.

Zhu, Q., Geng, Y., Fujita, T., & Hashimoto, S. (2010). Green supply chain management in leading manufacturers: Case studies in Japanese large companies. Management Research Review, 33(4), 380-392.

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