Reference no: EM132284793

Assessment instructions

Assessment: Case study analysis

You are the expert hired by Laburnum Group to investigate two different aspects of their business portfolio. You have been asked to provide both quantitative and qualitative analyses of inefficiencies and/or challenges identified in the following case study, and to address the specific questions raised by the top management across both the energy and clothing business portfolios of Laburnum Group.

Carefully read the Laburnum Group case study and the associated questions. Develop a report that addresses the questions asked by the top management in relation to both energy and clothing businesses of Laburnum Group. You will need to draw on theories covered in this subject as well as other academic resources (e.g. journal articles, book chapters). Make sure you carefully read the marking criteria before you start work on your assignment.

Laburnum Group case study

Sapphire Energy - Energy Portfolio: Sapphire Energy

Your task:

You have recently been hired as the new Inventory Controller at Sapphire Energy. You are asked to address the following questions:

1. Evaluate the effectiveness of the current ordering system.

2. Can the current system be improved?

Your answers to these questions will help you towards developing your report for Assessment 2

AusCotton - Clothing Portfolio: AusCotton

Your task

To help address some of the procurement and supply chain issues facing AusCotton, you have recently been hired as the new Senior Vice President of Supply Chain. You have taken time so far to visit the company's global facilities and to become aware of the situation, problems, and concerns that are faced by the company. You are asked to address the following questions:

1. Based on your knowledge of the global business environment and the positioning of AusCotton with regard to its markets and supply sources, what do you think are some of the major global issues that will be relevant to the area of strategic sourcing?

2. What are the impacts of less-than-perfect demand forecasts for AusCotton products, and of volatility in the length and cost of transport services used to move its products from contract manufacturers to distribution centres? What should be done to mitigate these problem areas?

3. What elements of the strategic sourcing process do you feel are the top candidates for improvement at AusCotton, and why?

4. How would you respond to the assertion that some of your contract manufacturers are involved in producing illegal merchandise that ends up competing with the branded merchandise of AusCotton?

Attachment:- Case.rar