Business Report Pick an organisation of your choice and write a case study applying leadership theories and concepts to a contemporary issue the organisation is facing in the last 12 months.
To do so you need to analyse the (case) organisation of your choice by focusing on an issue the organisation is facing and the leadership implications. You have to use a variety of concepts and theories that were discussed in the module and that are relevant for the issue(s) you are focusing on in your analysis. You can pick one of the contemporary issues discussed in the module.
Sample Solution
divide the order across five factories in Thailand. Effectively we are customizing the value chain to best meet the customerâs needs. Five weeks after we received the order, 10,000 garments arrive on the shelves in Europe, all looking like they came from one factory.5 Li & Fung clients benefited in several ways: supply chain customization could shorten order fulfillment from three months to five weeks, and this faster turnaround allowed clients to reduce inventory costs. Moreover, in its role as a middleman, Li & Fung reduced matching and credit risks, and also offered quality assurance to its customers. Furthermore, with a global sourcing network and economies of scale, Li & Fung could offer lower cost and more flexible sourcing than its competitors. In addition, through acquisitions and global expansion, Li & Fung was extending this knowledge base to sub-Saharan Africa, Eastern Europe, and the Caribbean. Finally, Li & Fung provided up-to-date fashion and market trend information to clients. As a result of its Camberley acquisition in 1999, it started offering clients virtual manufacturing or product design services. According to Victor, âLi & Fung does not own any of the boxes in the supply chain, rather we manage and orchestrate it from above. The creation of value is based on a holistic conception of the value chain.â In recent years, however, Li & Fung had begun to improve operations by controlling or owning strategic links in the chain. In some cases, Li & Fung offered raw material sourcing. In the past when clients placed an order, Li & Fung would determine the manufacturer best suited to supply the goods, and that factory would source its own raw materials. But Li & Fung understood its clientsâ needs better than its manufacturing plants did, so by offering raw materials to its suppliers, the company both ensured greater quality control and bought larger and thus more cost effective amounts of raw materials, thereby producing cost savings for each manufacturer. In such cases, Li & Fung also earned revenue by charging its factories a commission on each raw material purchase they made. By mid-2000, nearly 15 percent of Group sales involved Li & Fungâs raw material sourcing service. Joan Magretta, âFast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style, An interview with Victor Fung,â Harvard Business Review, September-October 1998, p. 106. Corporate Culture and Compensation From the 1992 privatization on, the division of labor between the Fung brothers was clear-cut: as Group chairman, Victor was primarily concerned with the Groupâs st>
divide the order across five factories in Thailand. Effectively we are customizing the value chain to best meet the customerâs needs. Five weeks after we received the order, 10,000 garments arrive on the shelves in Europe, all looking like they came from one factory.5 Li & Fung clients benefited in several ways: supply chain customization could shorten order fulfillment from three months to five weeks, and this faster turnaround allowed clients to reduce inventory costs. Moreover, in its role as a middleman, Li & Fung reduced matching and credit risks, and also offered quality assurance to its customers. Furthermore, with a global sourcing network and economies of scale, Li & Fung could offer lower cost and more flexible sourcing than its competitors. In addition, through acquisitions and global expansion, Li & Fung was extending this knowledge base to sub-Saharan Africa, Eastern Europe, and the Caribbean. Finally, Li & Fung provided up-to-date fashion and market trend information to clients. As a result of its Camberley acquisition in 1999, it started offering clients virtual manufacturing or product design services. According to Victor, âLi & Fung does not own any of the boxes in the supply chain, rather we manage and orchestrate it from above. The creation of value is based on a holistic conception of the value chain.â In recent years, however, Li & Fung had begun to improve operations by controlling or owning strategic links in the chain. In some cases, Li & Fung offered raw material sourcing. In the past when clients placed an order, Li & Fung would determine the manufacturer best suited to supply the goods, and that factory would source its own raw materials. But Li & Fung understood its clientsâ needs better than its manufacturing plants did, so by offering raw materials to its suppliers, the company both ensured greater quality control and bought larger and thus more cost effective amounts of raw materials, thereby producing cost savings for each manufacturer. In such cases, Li & Fung also earned revenue by charging its factories a commission on each raw material purchase they made. By mid-2000, nearly 15 percent of Group sales involved Li & Fungâs raw material sourcing service. Joan Magretta, âFast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style, An interview with Victor Fung,â Harvard Business Review, September-October 1998, p. 106. Corporate Culture and Compensation From the 1992 privatization on, the division of labor between the Fung brothers was clear-cut: as Group chairman, Victor was primarily concerned with the Groupâs st>
