1.0 Introduction
DAZE Home Furnishings is a furniture company that specializes in high-quality and timeless furniture pieces. The company is committed to providing customers with the best possible customer service and quality furniture. To achieve this, DAZE Home Furnishings has developed a strong supply chain management system that enables them to compete in the market while providing customers with the best products. This essay will discuss the importance of supply chain management for DAZE Home Furnishings, the challenges associated with managing across organizational and cultural boundaries, and provide suggested solutions to help overcome these challenges.
1.1 Definition of Supply Chain Networks (SCN)
A Supply Chain Network (SCN) is a system of interconnected organizations, activities, resources, and information technology systems that produce, procure, and distribute products and services for DAZE HOME FURNISHINGS. This network typically includes suppliers, manufacturers, distributors, retailers, and customers who are all essential for producing, procuring, and distributing products and services. The SCN is responsible for streamlining the movement of products and services through the various supply chain stages, from raw materials to the final product. The SCN also helps ensure that products and services are delivered promptly and cost-effectively (Ferrantino & Koten, 2019).
2.0 Departmental Store and International Partner
2.1 Departmental store
DAZE HOME FURNISHINGS will partner with a local departmental store to provide their customers with a wide range of furniture at an affordable price. The store will offer various products from DAZE HOME FURNISHINGS, such as sofas, beds, chairs, tables, and more. The departmental store will also have a dedicated staff to provide customers with personalized service and handle customer inquiries.
2.2 International Partnership with ASHLEY’S Furniture Industry
DAZE HOME FURNISHINGS will form an international partnership with ASHLEY’S Furniture Industry. This partnership will allow DAZE HOME FURNISHINGS to tap into the global market and access quality furniture from ASHLEY’S. This partnership will also enable DAZE HOME FURNISHINGS to benefit from ASHLEY’S extensive research and development and innovative designs (Robinson et al., 2019). The partnership will also enable DAZE HOME FURNISHINGS to provide their customers with a more diverse selection of furniture and access to the latest trends and designs in the furniture industry.
3.0 Supply Chain Collaboration
Supply chain collaboration is an essential factor for the success of any business. At DAZE HOME FURNISHINGS, we strive to build strong relationships with our suppliers and partners to ensure that our supply chain runs smoothly and efficiently. Collaborating with our members can improve and optimize our supply chain to meet customer needs.
3.1 Mobilizing Members
DAZE HOME FURNISHINGS should mobilize its members using a supply chain management tool. This tool should be used to coordinate the activities of all members involved in the supply chain. It should be capable of organizing the inventory, tracking orders and shipments, and monitoring the performance of each member. It should also allow members to communicate with one another and share information, including the latest industry trends and updates (Kuruvilla, 2021). This will enable DAZE HOME FURNISHINGS to manage its supply chain better and ensure that all members work together effectively towards the same goal.
3.2 Involving Members
DAZE HOME FURNISHINGS should involve its members in designing and implementing the supply chain. This will ensure that all members know their roles and responsibilities and that the supply chain is tailored to their needs. DAZE HOME FURNISHINGS should also provide training and support to its members to ensure they are equipped to handle any problems that may arise (Chen et al., 2020).
3.3 Empowering Members
DAZE HOME FURNISHINGS should empower its members by providing them with the tools and resources they need to manage the supply chain successfully. This includes providing them access to real-time data, automated processes, and other innovative technologies. DAZE HOME FURNISHINGS should also ensure that members have access to the latest industry news and updates and expert advice and guidance (Ferrantino & Koten, 2019).
3.4 Embracing Members
DAZE HOME FURNISHINGS should embrace its members by creating an environment where they can collaborate and share ideas. This will help foster more significant innovation and creativity within the supply chain, improving performance and efficiency. DAZE HOME FURNISHINGS should also encourage members to participate in decision-making and provide them with the necessary resources. This will ensure that all members are involved in the process and have a say in the direction of the supply chain (Robinson et al., 2019).
4.0 Cultural Challenges in the Collaboration between DAZE HOME FURNISHINGS company and ASHLEY’S furniture industry
In the collaboration between DAZE Home Furnishings and Ashley’s furniture industry, there were some cultural challenges that the two companies had to overcome for the partnership to succeed.
The first challenge was the difference in language and communication styles. As DAZE Home Furnishings is based in the Kingdom, the primary language spoken is Arabic. On the other hand, Ashley’s furniture industry is based in the United States, where the primary language spoken is English. This language barrier posed a challenge to the two companies as they had to ensure that both parties could understand each other clearly (Ferrantino & Koten, 2019). This was addressed by having translations done for all documents and communications and having a team of bilingual employees to help bridge the communication gap.
Another challenge that the two companies had to overcome was the difference in cultural norms. The Kingdom is a more conservative country compared to the United States, and thus specific furniture designs and styles may not be acceptable in the Kingdom. Therefore, DAZE Home Furnishings had to ensure that the furniture from Ashley’s furniture industry was suitable for the Kingdom’s taste (Robinson et al., 2019). This was addressed by conducting market research in the Kingdom to understand the trends and preferences of the customers and adjusting the designs and styles accordingly.
Finally, there was a challenge in the differences in business etiquette. While the United States is more relaxed in its approach to business, the Kingdom is more formal and structured. This posed a challenge to the two companies as they had to learn to adapt to each other’s business etiquette to succeed in their collaboration (Ferrantino & Koten, 2019). This was addressed by having both parties attend workshops and seminars on cultural differences and how to bridge them.
Overall, the collaboration between DAZE Home Furnishings and Ashley’s furniture industry was successful due to the efforts taken by both parties to overcome the cultural challenges. The two companies were able to bridge the communication gap, adjust the furniture designs to the Kingdom’s taste, and become familiar with each other’s business etiquette.
5.0 Actions to be Taken in Tackling the Cultural Challenges
Managing across organizational and cultural boundaries can be a challenging task. At DAZE HOME FURNISHINGS, we understand that to keep our supply chain running smoothly, and we must diligently address any cultural issues or challenges that may arise. To this end, we have identified four main actions that we can take in order to tackle the cultural challenges that we may face: managerial intervention, structural intervention, adaptation, and exit (Ferrantino & Koten, 2019).
5.1 Managerial Intervention
Managerial intervention is the most direct and immediate action we can take to address any cultural challenges that arise within our supply chain. This can involve creating an environment where the cultural differences of our employees and suppliers are respected and embraced rather than viewed as a barrier to progress. Additionally, managerial interventions can include setting up regular meetings to discuss and address any issues that may arise and engaging in cross-cultural training and coaching to ensure that everyone understands the importance of respecting cultural differences (Ferrantino & Koten, 2019).
5.2 Structural Intervention
Another action we can take to address cultural challenges within our supply chain is to implement structural interventions. This can include establishing clear and measurable goals for our employees and suppliers, creating formal communication channels to facilitate understanding and collaboration, and designing a reward system that encourages mutual respect and understanding. Additionally, we can put in place measures to ensure that everyone is provided with the same level of support and resources, regardless of cultural differences (Butt, 2021).
5.3 Adaptation
Adaptation is a crucial strategy when dealing with cultural challenges. This involves understanding the needs and perspectives of different cultures and adapting our processes, policies, and procedures to ensure everyone is treated fairly and equally. This might involve establishing an open and collaborative dialogue between our employees and suppliers or providing additional resources to ensure everyone can work together effectively (Butt, 2021).
5.4 Exit
Finally, when all other attempts to address cultural challenges have failed, we must be prepared to take the necessary action to exit the relationship. This could involve terminating the contract or restructuring the supply chain (Robinson et al., 2019). However, this should be done as a last resort as it can be costly and time-consuming.
At DAZE HOME FURNISHINGS, we understand the importance of managing across organizational and cultural boundaries. By taking the necessary steps to tackle any cultural challenges that may arise, we can ensure that our supply chain operates smoothly and efficiently.
6.0 Goal Compatibility:
Goal compatibility is an essential factor in managing organizational and cultural boundaries. DAZE HOME FURNISHINGS seeks to create an environment where goals are aligned and mutually beneficial for all parties involved. This includes the company’s internal departments, external suppliers, and customers. By understanding the needs of each stakeholder and developing a comprehensive strategy to meet those needs, DAZE HOME FURNISHINGS will be able to manage better organizational and cultural boundaries (Robinson et al., 2019).
6.1 Goal Incompatibility:
Goal incompatibility is a potential challenge that arises when managing across organizational and cultural boundaries. DAZE HOME FURNISHINGS will need to anticipate and address any potential conflicts arising from goal incompatibility. This includes identifying potential areas of misalignment and taking steps to address them. Additionally, DAZE HOME FURNISHINGS should actively seek ways to bridge differences and create stakeholder synergy (Robinson et al., 2019).
7.0 Coercive Power:
Coercive power is a type of power that is used to influence or control people. DAZE HOME FURNISHINGS may use coercive power to ensure stakeholders comply with company policies, procedures, and guidelines. Additionally, the company may use coercive power to ensure that suppliers meet the agreed-upon terms of the supply chain agreement (Butt, 2021).
7.1 Non-Coercive Power:
Non-coercive power is another type of power that is used to influence or control people. This type of power is based on mutual respect, trust, and understanding. DAZE HOME FURNISHINGS should focus on building relationships with stakeholders and fostering a positive environment to ensure that non-coercive power is utilized (Venkataraman et al., 2020). This can include listening to stakeholders, responding to their needs, and treating them respectfully. By doing so, DAZE HOME FURNISHINGS can better manage organizational and cultural boundaries.
8.0 Conclusion
DAZE Home Furnishings is committed to providing customers with the best possible customer service and quality furniture. To achieve this, DAZE Home Furnishings has developed a strong supply chain management system that enables them to compete in the market while providing customers with the best products. This report discussed the importance of supply chain management for DAZE Home Furnishings and the challenges associated with managing across organizational and cultural boundaries. It also provided suggested solutions to help overcome these challenges, including mobilizing members, involving members, empowering members, and embracing members. Additionally, this report discussed the cultural challenges that could arise in a collaboration between DAZE Home Furnishings and Ashley’s Furniture Industry. It provided actions to be taken in tackling these challenges. Finally, this report discussed goal compatibility, incompatibility, coercive power, and non-coercive power and how they can manage organizational and cultural boundaries. In conclusion, it is clear that supply chain management is essential for DAZE Home Furnishings and that various challenges are associated with managing across organizational and cultural boundaries. However, by taking the necessary steps to address these challenges, DAZE Home Furnishings can ensure the success of its supply chain.
9.0 References
Aryapadi, M., Chandra, V., Dekhne, A., Haddioui, K., Lange, T., & Venkataraman, K. (2020). Five actions retail supply chains can take to navigate the coronavirus pandemic. Mckinsey & Company Retail Practive (April), 1-7.
Butt, A. S. (2021). Strategies to mitigate the impact of COVID-19 on supply chain disruptions: a multiple case analysis of buyers and distributors. The International Journal of Logistics Management.
Ferrantino, M. J., & Koten, E. E. (2019). Understanding Supply Chain 4.0 and its potential impact on global value chains. Global value chain development report, 2019, 103.
Kuruvilla, S. (2021). Private regulation of labour standards in global supply chains: problems, progress, and prospects.
Kuruvilla, S., Liu, M., Li, C., & Chen, W. (2020). Field opacity and practice-outcome decoupling: Private regulation of labour standards in global supply chains. ILR Review, 73(4), 841-872.
Narayanan, A., Sahin, F., & Robinson, E. P. (2019). Demand and order-fulfilment planning: The impact of point‐of‐sale data, retailer orders and distribution centre orders on forecast accuracy. Journal of Operations Management, 65(5), 468-486.
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