澳洲essay代写-Supply chain management。供应链管理是以服务或有形产品的形式采购原材料并将其转化为可交付成果的实践。在开发有效供应链的指标时，应该有一些关键变量是经过精确设计的(Wisner, Tan & Leong, 2015)。首先，必须知道供应商所要求的原材料的确切规格。原材料的质量必须是最初确定的。这些原材料必须符合产品设计，也必须符合政府规定的强制性规定。在供应链中应该有持续的生产，供应商提供的原材料必须是有规律的。为了建立供应商的质量，公司有一个特定要求的政策，零缺陷政策和衡量绩效的指标。供应商也会定期对他们提供给联合利华的原材料质量进行审计。
冲突管理和任何内部问题的解决都必须明确地确定和解决(Witzel， & Warner 2013)。应在行动计划中设计替代的生产过程方法，以防当前生产过程中出现任何问题。供应商之间的过渡，如果与其中一个问题，必须清楚地知道。这将确保生产中没有问题。在联合利华公司的案例中，这些关于物流管理的协议在合规标准代码中有所提及。联合利华公司的这些关键变量甚至更加复杂。它在实际实现中嵌入了更多的细节。
澳洲essay代写-Supply chain management。Supply Chain Management is a practice off procurement of raw materials and conversion into deliverables in the form of services or tangible products. In development of the metrics to have an effective supply chain there should be certain key variables that are accurately designed (Wisner, Tan & Leong, 2015). First is the exact specification of the raw materials required from the suppliers must be known. Quality of the raw materials must be initially defined. These raw materials must be compliant with the product design and also be according to the mandated governmental regulations for the same. There should be continual production in the supply chain for which the raw materials from the suppliers must be regular. To build supplier quality the company has a policy of specific requirements, zero defect policy and metrics for performance measurement. Suppliers are also regularly audited regarding the quality of raw materials that they supply to Unilever.
Conflict management and any internal issue resolution must be clearly identified and resolved (Witzel, & Warner 2013). There should be alternative methods of production process designed in the action plan in case of any issues with the current production process. Transition between the suppliers in case of issues with one of them must be clearly known. This would ensure no issues in production. For the case of Unilever Company these protocols regarding logistics management are mentioned in the standardized code of compliance. These key variables in Unilever Company are even more intricate. It has a lot more detailing embedded in actual implementation.
Supplier base rationalization must be clearly defined in any supply chain management policy. The exact number of suppliers must be utilized in order to remove redundancy of the operations. There should be privacy and confidentiality of information. People in the logistic management should not divulge the company production process. It is imperative to have a supply chain management with these key variables. Companies should be involved in the disintermediation process to ensure that there are not many middle suppliers. There should be a process in place to obtain procurement made from the actual producers of the material to optimize and reduce costs. The company to ensure quality standards also provides supplier training. Apart from this Unilever also issue certification to its suppliers to ensure that the raw materials provided by them are compliant with Unilever standards. Carbon footprint of the suppliers in their manufacturing process is also documented. Unilever had launched a program called “partner to win” to ensure that the suppliers were joint stakeholders of the business operations. This endeavour was to increase supplier interaction. Key strategic operations were discussed with the important stakeholders to ensure that the company jointly worked with suppliers.