International operations management: global operations management strategies

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[...] However, success in undertaking risk management depends on the application of effective risk management practices and tools. Failure to apply such practices may expose a firm to risks because of mismeasurement of risks. D. Sustainability Given the uncertain environment in which global manufacturers operate in, pursuing the different dimensions on sustainability, that include, economic, social, and environmental sustainability can enhance an organization's long-term success. The economic sustainability dimension will create an opportunity for the organization to grow its financial strength while the social dimension will ensure that its operations are aligned with the society's needs. [...]

[...] Moreover, internal lean management strategies emphasize on continuous quality improvement. Effective and efficient supply management is concerned with reducing and minimizing waste by adopting a broad supply chain management approach that takes into account the entire supply chain. Therefore, an effective and efficient supply chain management considers the internal and external dimensions of a supply chain. In conclusion, the analysis above indicates that there are diverse approaches through which an effective and efficient supply chain management is positively correlated with an organization's success in developing a sustainable competitive advantage. [...]

[...] Supply chain integration enhances the flow and coordination of information among different stakeholders. In light of improved supply chain integration, effective and efficient supply chain management results in improved strategic supplier partnership. The strategic supplier partnership involves the development of a long-term relationship with its strategic suppliers. By leveraging on such a relationship, an organization can enhance its operational and strategic capabilities in different areas such as technology, marketing, or product development. Strategic supplier partnership improves the effectiveness and efficiency with which an organization and the supplier collaborate in undertaking mutual planning and problem-solving (Li et al., 2006). [...]

[...] International Journal of Production Research, 4067–4081. Bradley, P. (2013). Collaboration bears fruit. CSCMP's Supply Chain Quarterly, 34–36. Coyle, J., Langley, C., Novack, A., & Gibson, B. (2013). Supply Chain Management: A Logistics Perspective. Mason, OH: South-Western Cengage Learning. Gibson, B. J., Mentzer, J. T., & Cook, R. L. (2005). Supply chain management: The pursuit of a consensus definition. [...]

[...] (2002) identifies difficulty in adapting to changing customers' tastes and preferences as one of the major reasons why organizations fail in their effort to deploy continuous improvement. This situation may arise from the organization's management team's failure to accurately understand and perceive their organization's internal and external environments. Such a situation may result in the managers misperceiving the need for implementing change through continuous improvement (Ambrosini, Bowman & Collier, 2009). The success with which organizations implement continuous improvement depends on the adoption of an effective framework. Six-Sigma is one of the frameworks that organizations can employ in implementing continuous improvement (Maged & Haridy, 2019). [...]