University of Bradford Jaguar Land Rover Increased Globalization & Competition Case Discussion I WTLL upload my report with the professor feedback so you c | Course Hero

University of Bradford Jaguar Land Rover Increased Globalization & Competition Case Discussion I WTLL upload my report with the professor feedback so you can fix it

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you will see that note in the outline ( Important: Select a case study relevant to your engineering discipline.) I am a mechanical engineer.

Report Outline:

Cover page and table of content

1. Introduction (aim of the coursework)

2. Analysis of the selected supply chain management aspect.

2.1 Explain the concept/characteristics of the supply chain aspect

2.2 Benefits

2.3 Implementation issues

2.4 Relevant risks

2.5 Other (e.g. sustainability)

3. Analysis of one case study. (case study relevant to your engineering discipline. )

3.1 Background of the company

3.2 Explain how the company has applied/implemented the selected supply chain aspect.

3.3 Benefits

3.4 Implementation issues

3.5 Risks

3.6 Other (e.g. sustainability)

4. Conclusion

5. List of references ( minimum 20 references )

6. Appendices Increased Globalisation and Competition: A Case of Jaguar Land Rover
Abdullah Alazemi
UB#18024230
University of Bradford
Professor Eduardo Munive Hernandez
Supply Chain Management and Production
20/07/2020
Table of Contents
1.
Introduction …………………………………………………………………………………………………………… 3
2. Analysis of the selected Supply Chain Management Aspect …………………………………………. 3
2.1 Concept/Characteristics of the Supply Chain Aspect ……………………………………………… 3
2.2 Benefits ………………………………………………………………………………………………………………… 4
2.3 Implementation Issues ………………………………………………………………………………………….. 4
2.4 Relevant Risks ……………………………………………………………………………………………………… 5
2.5 Sustainability ……………………………………………………………………………………………………….. 6
3. Analysis of One Case Study ……………………………………………………………………………………….. 6
3.1 Background of the Company ………………………………………………………………………………… 6
3.2 How JTL has implemented the selected Supply Chain Aspect ………………………………… 7
3.3 Benefits ………………………………………………………………………………………………………………… 7
3.4 Implementation Issues ………………………………………………………………………………………….. 9
3.5 Risks…………………………………………………………………………………………………………………… 11
3.6 Sustainability ……………………………………………………………………………………………………… 11
4. Conclusion ………………………………………………………………………………………………………………. 12
5. List of References …………………………………………………………………………………………………….. 14
6. Appendices ………………………………………………………………………………………………………………. 17
1. Introduction
Supply chain management is crucial to the success of companies operating in the
manufacturing sector, such as automotive corporations, food, beverage, and tobacco companies,
as well as machinery and equipment corporations, among others. Supply chain managers of
companies operating in the manufacturing sector face a significant number of issues that are
critical to success. Examples include s increasing globalisation and competition, risk
management for supply chains, lean solution for supply chain management, and effective
supplier selection, among others (Coursework Material, 2020). This course work project aims to
analyse a supply chain management aspect or challenge through the development of a case study
of an organisation. The project will be divided into two parts. The first part will analyse the key
characteristics of the selected aspect or challenge by focusing on the benefits, barriers to
implementation, as well as sustainability and risks. The second part will focus on the
development and analysis of a relevant case study based on the existing literature and personal
experience as a mechanical engineer.
2. Analysis of the selected Supply Chain Management Aspect
2.1 Concept/Characteristics of the Supply Chain Aspect
Increased Globalisation and Competition is the selected supply chain management
aspect. Globalisation is a leading concept that has become the main business factor over the past
few decades (Prasad, 2010). Globalisation affects business life, economy, society, as well as the
environment in various ways (Samimi & Jenatabadi, 2014). All the corporations have been
affected by the changes occurring as a result of globalisation (Masteikiene & Venckuviene,
2015). Organisations need to learn about the various effects of globalisation to run sustainable
supply chains (Gunasekaran, et al., 2017).
2.2 Benefits
The exchange of technology is one of the leading benefits of globalisation.
Entrepreneurial and internationally-oriented firms strive to use new technologies to exploit new
business opportunities. The internet, along with e-commerce is helping SMEs to broaden their
involvement in new international markets. New technologies are helping SMEs to cut production
costs, as well as access new markets, which helps to maximize sales and revenue. Globalisation
is helping SMEs to provide quality products and services at a time when customer expectations
are directing the markets. Corporations in capital-intensive markets are facing significant risks
because they need to respond to customer expectations. Although they have efficient technology
management, as well as R&D management, they face significant challenges in efforts to respond
to all the needs of the consumers. SMEs can benefit from the mishaps and expand their market
share by adopting the use of global technologies.
Globalisation facilitates knowledge/information transfer at a time when information has
become the most expensive and valuable factor of production. Globalisation has made it possible
to transfer data from one country to another, making it possible for corporations to globalise their
supply chains. An organisation with the chance to utilise knowledge and information is
effectively responding to globalisation in a way that can ensure the sustainability of its supply
chain and competitive advantage. The issue relates to technology transfer in global markets.
Rapidly changing markets also require a faster transfer of knowledge, as well as efficient use of
knowledge and information.
2.3 Implementation Issues
Organisations face significant risks in efforts to adopt global trends in supply chain
management. Information asymmetry is one of the leading challenges the organisations face.
Information spreads faster in the global era. However, crucial information to business success is
still difficult to access. As such, corporations may be willing to acquire the information that can
help them ensure the sustainable development of their supply chains but fail because of the
unlimited roadblocks hindering the process. Resource constraints are a critical issue
organisations face in efforts to implement strategies that help to respond to increasing
globalisation and competition. For instance, adopting technologies leading to efficient global
supply chains is a capital intensive initiative. Additionally, new technologies require
organisations to have tech-savvy professionals, which is a challenging task. Therefore,
organisations in various sectors are facing significant challenges in efforts to take measures in
response to increasing globalisation and competition.
2.4 Relevant Risks
Increased competition is one of the leading issues associated with globalisation. It relates
to product and service cost, price, response, technological adaptation, target market, and
production, among other factors. A company can increase its market share if it manages to
produce at a lower cost or sells at a more affordable price. Globalisation has resulted in the rapid
spread of new tech developments, enabling organisations to produce at lower costs.
Organisations that are yet to adopt new technologies face stiff competition from those accessing
the technologies on time. Developments in the supply chain depend significantly on tech
developments. For example, block chain is a new technology having a significant impact on
global supply chains (Saberi, et al., 2019). However, not all organisations can access or utilise
the technology, making it challenging for them to ensure sustainable management of their supply
chains. SMEs (Small and Medium Enterprises) face capital and human resource constraints,
making it challenging for them to access new technologies, such as blockchain or utilise them in
the management of their supply chains (Yu, et al., 2018). Such organisations face stiff
competition from tech-savvy companies (Management Association, Information Resources,
2020). They also face the risk of bankruptcy if they do not come up with effective strategies for
adopting emerging technologies in supply chain management (Brown & Lee, 2017).
2.5 Sustainability
Sustainability is one of the most critical considerations in any business strategy.
Multinational corporations (MNCs) in various industries need to ensure that their strategies in all
the essential business aspects are sustainable. For instance, supply chain management strategies
need to be sustainable to ensure that MNCs acquire quality supplies, produce quality products,
and deliver them to consumers in an effective manner. Increased globalisation and competition
helps organisations to adopt sustainable supply chain management strategies because they strive
to match the global trends in the acquisition of supplies and distribution of products to the
consumers. Increased globalisation and competition also helps organisations to provide quality
services to consumers because corporations strive to meet global standards to remain
competitive.
3. Analysis of One Case Study
3.1 Background of the Company
Jaguar Land Rover (JLR) is a global automotive manufacturer based in the UK. The
company is a global leader in the tech industry built around two iconic British car brands (Jaguar
Land Rover, 2020). JLR is driven by the desire to deliver class-leading vehicles, as well as
experience people love for life. JLR is a British company valuing its unique heritage. However,
the company operates as an international business with a truly global footprint. India’s largest
automotive manufacturer, Tata Motors, has been JLR’s parent company since 2008 (Jaguar Land
Rover, 2020). Jaguar and Land Rover merged in 2013. The company operates vehicle assembly
plants in the UK, India, China, Brazil, Austria, and Slovakia, employing approximately 40,000
people. JLR’s retail network, along with suppliers and local enterprises supports 260,000 people.
The company sold 557,706 in 127 countries in 2019. JLR vehicles continue to be some of the
leading luxury vehicle brands from the UK. Effective management of JTL’s supply chain will
play a vital role in ensuring the success of the company in global markets.
3.2 How JTL has implemented the selected Supply Chain Aspect
JLR has had a long time commitment to the development of sustainable supply chains.
The REALCAR (REcycled ALuminium CAR) closed-loop project is perhaps the best illustration
of how JLR has demonstrated commitment to sustainable supply chains to deal with increasing
globalisation and competition. The project was undertaken jointly by JLR, Novelis, Innovate the
UK, as well as other industrial, academic funding partners interested in the creation of new
materials and production systems aimed at introducing closed-loop aluminium into JLR vehicles
(Cassell, et al., 2016).
3.3 Benefits
Environmental performance has become a significant factor in determining the global
competitiveness of automobiles (Stavropouros, et al., 2018). The need to enhance automotive
environmental performance has increased significantly in recent years because of the rising
greenhouse gas emissions and the associated challenges, such as global warming (Delmas, et al.,
2015). Consumers have also increasingly become aware of the problems associated with rising
environmental degradation and are thus turning to green energy, as well as initiatives minimising
greenhouse gas emissions (Deniz, 2016). The REALCAR project was motivated by JLR’s
realisation that its vehicles, Jaguar and Land Rover, needed to innovate and incorporate
aluminium in their design and manufacture to improve environmental performance (Cassell, et
al., 2016).
Lowering the vehicle body mass, along with improved fuel efficiency, was one of the
benefits associated with the incorporation of aluminium in the design of JLR cars. Reduced
vehicle body mass and enhanced fuel efficiency helped to reduce environmental footprint, as
well as running costs for the consumers (Cassell, et al., 2016). JLR had to work collaboratively
with its material supplier Novelis, Innovate the UK, and other partners to mitigate the energy and
cost-intensive nature of using primary aluminium in the production process (Cassell, et al.,
2016). The collaboration resulted in a closed-loop value chain minimising the use of primary
material and maximising the use of recycled aluminium during manufacturing (Cassell, et al.,
2016). The initiative has contributed significantly to the success of JLR’s cars as globally
competitive brands because consumers are looking for vehicles with lower carbon footprints.
Collaboration among key stakeholders helps to deal with the leading hurdles
organisations face during the development process. Collaboration between JLR, Novelis,
Innovate UK and other partners helped to bring fresh thinking and new ideas on how the
company could address the design challenges it was facing in efforts to develop
environmentally-friendly and cost-effective cars (Cassell, et al., 2016). Consulting the key
stakeholders helped them to understand the underlying issues, which motivated collaboration in
the project. Energy efficiency has become a critical source of competitive advantage for
organisations in the automobile sector (Hickman, 1998). As such, the REALCAR project has
contributed significantly to the global competitiveness of JLR because it focused on reducing
vehicle body mass and ensuring energy-efficiency. Building onto the gains derived from the
project will continue to help JLR in dealing with increasing globalisation and competitiveness.
However, JLR continues to face stiff competition from other luxury automakers, especially
BMW, Audi Mercedes-Benz (Gibbs, 2019).
In a circular, all parties need to move towards shared values and broader project
objectives beyond individual interests. Support from third parties can provide project focus and
the required momentum. JLR’s senior management demonstrated progressive leadership during
the REALCAR project (Cassell, et al., 2016). Management did not only identify a leading
problem facing the company but also managed to develop a task force with third party players,
which helped to come up with a sustainable solution of ensuring the company’s adequate
response to rising globalisation and competition. Working jointly with government agencies,
suppliers, and other partners has helped in positioning JLR as a global leader in developing ecofriendly luxury vehicles.
3.4 Implementation Issues
There were significant challenges faced in the REALCAR project, which are applicable
to the creation, as well as the transformation of all value chains, not only in the aluminium or
automotive sector but also the other manufacturing settings. Effective utilisation of resources is
essential for automotive companies, such as JLR, to deal with increasing globalisation and
competition (Hanson, Hitt, Ireland, & Hoskisson, 2016). However, the REALCAR project
demonstrated that it is challenging for the world to embrace ‘circular’ supply chains, which
utilise resources more efficiently (Cassell, et al., 2016). Challenges are inevitable in efforts to
utilise resources efficiently (Bleischwitz, et al., 2011), indicating why JLR is struggling to
implement strategies of dealing with increasing globalisation and competition. Therefore, the
success of the company in dealing with increasing globalisation and competition will partly
depend on the management’s approach to the emerging challenges.
JLR is facing significant challenges in efforts to implement strategies resulting in an
effective response to increasing globalisation and competition. The coronavirus pandemic has
resulted in a level of automotive plant shutdowns not seen since World War II (Ludwig, 2020).
Suppliers and logistics providers are facing significant failures with limited support from the
government. The pandemic has also affected collaboration with OEMs (Original Equipment
Manufacturers) and other partners in the industry, making it challenging to deal with the leading
issues the company is facing in efforts to respond to increasing globalisation and competition.
The hindrances to international transport and travel are a critical impediment associated with the
pandemic, making it challenging JLR and other automakers to acquire essential supplies on time.
The cost of supplies is also likely to change because of the logistics challenges associated with
the pandemic. Problems in the supply chain will make it challenging for JLR to deal with the
challenge of increasing globalisation and competition.
Trade barriers threaten the automotive sector after Brexit. Earlier this year, the UK
government confirmed that almost all imports from Europe will be subject to trade barriers when
the UK leaves the EU at the end of the year (Williams, 2020). The UK government has also
indicated that all imported goods will require mandatory customs declarations, as well as safety
and security certificates. Therefore, JLR’s supply chain will be affected significantly by the trade
barriers associated with Brexit because essential supplies are sourced from different countries.
Strategies meant to deal with increasing globalisation and competition will be difficult to
implement after Brexit. Brexit is a significant challenge to JLR because some of the leading
competitors, such as BMW and Mercedes-Benz are located in other European countries. As such,
any challenges the company may face because of Brexit are likely to benefit the competitors
based in other European countries.
3.5 Risks
The traditional transactional supply chain must be replaced with a value chain approach
in which the partners work collaboratively to achieve the goals of all parties (Cassell, et al.,
2016). Adopting a closed-loop supply chain is a sensitive issue because the change in the supply
chain can make or destroy a business. Some members of the organisation, especially those used
to the status quo, were hesitant to embrace the changes because they were sceptical about the
possible impact. Resistance to change is inevitable (Kotter, 2012), indicating that those opposed
to the supply chain changes at JLR were not strange. MNCs need to be proactive in the
management of supply chain issues because the global business environment is changing rapidly.
Addressing issues, such as resistance to change, promptly, will play a key role in dealing with
the rising globalisation and competition. JLR may lack the expertise required to deal with
resistance to change in all the supply chain issues the company needs to address to develop
environmentally-friendly and cost-efficient cars. Outsourcing expertise knowledge can help to
deal with some of the risks the company is facing in efforts to address increasing globalisation
and competition.
3.6 Sustainability
Collaboration among the key stakeholders may be a sustainable strategy of dealing with
the supply chain issues JLR may face in efforts to deal with increasing globalisation and
competition. However, successful collaboration depends on a broad range of issues that may not
always be possible to satisfy. The goals of all parties must be met for collaboration to be
effective (Cassell, et al., 2016). However, there are instances where achievement of the goals of
some stakeholders compromises the achievement of the goals of others (Žukauskas, et al., 2018).
For instance, the proposal to minimise the use of primary aluminium and maximise the use of
recycled aluminium in the REALCAR project …
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