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悉尼代写:宜家木材供应链的战略问题分析

当前竞争性组织之间的竞争非常激烈。然而,宜家无疑是全球范围内家具打折市场的领导者(So et al., 2012)。

新公司进入的威胁较低,因为由于目前市场已经饱和,新竞争对宜家的影响可以被视为是微不足道的。

宜家的议价能力非常强,因为它一直在提供多样化的产品(Rangan et al., 2014)。

宜家的供应商没有任何讨价还价的权力,因为宜家在全球有很多工厂,有资源和能力与该公司合作。

由于服务和产品的可用性很低,服务和产品替代的威胁极低。

大多数策略都是针对与未来有关的某些信念提出的。这是一个重要的问题,因为未来存在着严重的不可预测性。此外,为了取得突破性的成功,有必要实施各种战略,使未来的积极面貌不同于计划的面貌。关键的结果是战略悖论,认为获得成功的最大可能性也包括更高的失败几率(Andersen & skjoet – larsen, 2009)。悖论的解决需要一种不同的方式来考虑不确定性和策略。为了解决可持续木材供应链的问题,即在这种情况下的战略悖论,该公司一直在以不同的方式思考。宜家在改善和评估采购木材的可持续性方面投入了大量的精力和时间。宜家制定了关键标准,规定了制造供应商工作环境和条件保护的最低可接受标准。自2013年以来,该公司一直在积极审计其供应链,相当关注于家居供应商(Rangan et al., 2014)。

在这种背景下,公司已经取得了显著的成功,因为它实施了人与地球的积极战略,并将可持续发展的关注纳入了企业的核心决策中。对于本组织跨供应链、采购和设计职能的可持续木材倡议来说,尤其如此。将管理不确定性与管理承诺分离开来的关键含义远比我们想象的要深远。专注于供应链等重大但短期的不确定性,公司的声誉受到很大影响,要求在整个过程中做出进一步的改变。

悉尼代写:宜家木材供应链的战略问题分析

Rivalry across current competitive organizations is highly intensified. However, IKEA is no doubt the leader in the market where there is discounting of furniture across the global scale (So et al., 2012).
The threat from entry of new companies is low as the impact of new competition on IKEA can be seen as insubstantial due to saturation of the current market.
The power to bargain from the customers for IKEA is extremely strong as it has been providing a diversified range of products (Rangan et al., 2014).
The suppliers of IKEA do not have any power to bargain as there are a number of factories of IKEA across the globe with the resources and capabilities for coming in partnership with the company.
The threat from substitution of services and products is extremely low as the availability of services and products is low.
Majority of the strategies are presented over certain beliefs related to the future. This is a significant issue as there is deep unpredictability in the future. In addition, in order to achieve breakthrough success, there is a need to implement strategies such that there is a different positive version of the future differently in comparison with what is planned. The key outcome is the strategy paradox perceiving the maximum possibility to achieve success also involves higher chances of failure (Andersen & Skjoett-Larsen, 2009). The resolution of paradox requires a different way to think about uncertainty and strategy. In order to deal with the issue of sustainable wood supply chain that is the strategy paradox in this case, the company has been thinking differently. IKEA has been making significant investment of effort and time for improving and assessing the sustainability underlying the practices of procuring wood. Key standards have been set by IKEA for the specification of minimally accepted standards for protection of environment and conditions at work at the suppliers of manufacturing. Since the year 2013, the company has been aggressively auditing its supply chain with a considerable focus on the suppliers of home furnishing (Rangan et al., 2014).
In this context, the company has achieved significant success as it implemented People and Planet Positive Strategy and integrated concerns of sustainability within the core decisions of business. This had been specifically true with the sustainable wood initiatives of the organization, spanned across the functions of supply chain, procurement and design. The key implications to separate managing uncertainty from managing commitment are quite far- reaching than considered. Focusing on the significant yet short term uncertainties like the supply chain, the reputation of the company is highly affected further demanding change in the overall process.