1.0 Introduction
Tamimi Markets is a Saudi-based retail store offering a wide range of products, including fresh and packaged food, clothing, and electronic products. The company operates several stores nationwide and has recently expanded its presence in Saudi Arabia and the Middle East. As part of this expansion, the company has established a presence in various countries, including the United Arab Emirates, Kuwait, Qatar, Bahrain, Oman, and Jordan (Blome et al., 2021). As part of its operations, the company needs to manage its supply chain effectively to ensure that it can provide its customers with the required products.
1.1 Definition of Supply Chain Networks (SCN)
A supply chain network (SCN) is a set of interconnected organizations, people, activities, information, and resources involved in producing and delivering a product or service from suppliers to customers. It includes all of the activities, processes, and resources necessary to move a product or service from its source, through its various stages of production, to its final destination. It also includes the management of the flow of goods, services, information, and money between different points in the network (Perskaya & Krasavina, 2019).
2.0 Departmental Store and International Partner
Tamimi Markets is a departmental store chain founded in the Kingdom of Saudi Arabia, which operates over 140 stores across the Middle East. It is the largest chain in the region and has a long-standing presence in the market. It has established an effective supply chain management system, enabling the company to keep up with the growing demand for products (Perskaya & Krasavina, 2019).
Tamimi Markets has partnered with several international companies to provide a variety of products to their customers. These partners include global brands such as Unilever, Nestle, L’Oreal, and many others. The company has taken the necessary steps to ensure that it can meet the demands of international partners in terms of quality, price, delivery, and other aspects.
Tamimi Markets has also ensured it can effectively manage its operations across organizational and cultural boundaries. It has hired a team of experts in supply chain management, logistics, and operations. This team ensures that the company can promptly provide its customers with quality products at competitive prices (Blome et al., 2021). The team also works to ensure that the company can maintain its relationships with its international partners to ensure that its supply chain is managed efficiently.
3.0 Supply Chain Collaboration
Supply chain collaboration is a key factor in the success of the Tamimi Markets store. Collaboration allows Tamimi Markets store to ensure that all supply chain members work together to provide customers with the best quality products and services. In order to ensure effective collaboration, the Tamimi Markets store must embrace, empower, involve, and mobilize its supply chain members (Perskaya & Krasavina, 2019).
3.1 Embracing Members
The first step in effective supply chain collaboration is to embrace members. Tamimi Markets store must recognize the value of its supply chain members and create an environment of mutual respect and trust. This includes providing members with incentives to work together, such as shared profits and bonuses, and offering opportunities for members to provide feedback and input (Perskaya & Krasavina, 2019). By embracing members, Tamimi Markets store can ensure that everyone involved in the supply chain works together towards a common goal.
3.2 Empowering Members
Once Tamimi Markets store has embraced its members, it must empower them to take ownership of their roles and responsibilities. This can be done by providing members with the resources and training they need to succeed and by creating clear roles and expectations for each member (Khan et al., 2022). Empowering members will allow them to work more collaboratively and efficiently, leading to improved supply chain performance.
3.3 Involving Members
Tamimi Markets store must also involve its members in the decision-making process. This can be done by providing members with access to relevant data and information and allowing them to voice their opinions and concerns. Involving members in the decision-making process will help create a more transparent and open supply chain, leading to increased collaboration and efficiency (Blome et al., 2021).
3.4 Mobilizing Members
Finally, the Tamimi Markets store must mobilize its members to take action. This can be done by providing members with the tools and resources they need to succeed and by setting clear goals and objectives for the supply chain. Mobilizing members will help ensure that everyone is working towards the same goal and create a more collaborative and efficient supply chain (Khan et al., 2022).
4.0 Cultural Challenges in the Collaboration between Tamimi Markets store and the Samsung store
Cultural challenges are common in any collaboration between two different organizations, especially when those organizations come from different cultures. As the Tamimi Markets store and Samsung store come from different countries, there will likely be some cultural differences that could hinder successful collaboration. Below are some of the potential cultural challenges that may arise in the collaboration between the Tamimi Markets store and the Samsung store (Blome et al., 2021):
Different Communication Preferences: The Tamimi Markets and Samsung stores may have different communication preferences. Tamimi Markets store may prefer more personal, face-to-face communication, while the Samsung store may prefer more formal, written communication. Understanding each other’s preferences and finding a way to bridge the gap can be a challenge.
Different Business Practices: Tamimi Markets and Samsung stores may also have different business practices. While the Tamimi Markets store may prefer to operate more informally and flexibly, the Samsung store may prefer a more structured and formal approach. Both organizations should strive to understand and respect each other’s business practices to ensure successful collaboration.
Language Barriers: Tamimi Markets and Samsung stores may also face language barriers. If the two organizations do not share a common language, this could lead to misunderstandings and communication difficulties (Khan et al., 2022). It is important to find a way to bridge this language barrier in order to ensure successful collaboration.
Different Values and Attitudes: Tamimi Markets and Samsung stores may also have different values and attitudes towards collaboration. If one organization is more open to collaboration than the other, this could lead to difficulties in collaboration. Ensuring that both organizations understand and respect each other’s values and attitudes is important.
Different Management Styles: Tamimi Markets and Samsung stores may have different management styles. If one organization has a more hierarchical management style and the other has a flatter management style, this could lead to differences in how the two organizations approach collaboration. It is important to ensure that both organizations understand and respect each other’s management styles (Khan et al., 2022).
Overall, cultural challenges can be a major obstacle in collaboration between two organizations. It is important for the Tamimi Markets and Samsung stores to understand and respect each other’s cultural differences to ensure successful collaboration.
5.0 Actions to be Taken in Tackling the Cultural Challenges
Organizations today operate in an increasingly globalized marketplace, with many taking advantage of the opportunities created by the global economy. Consequently, organizations are often faced with the challenge of managing across organizational and cultural boundaries. This challenge is particularly present in supply chain management, a complex and often multinational process (Blome et al., 2021). Tamimi Markets store is no different, and thus, to ensure the successful implementation of its supply chain management system, it is necessary to consider the cultural challenges associated with it, as discussed below.
5.1 Adaptation
Adaptation involves activities that help the company adjust to its cultural environment. Tamimi Markets stores should strive to understand the cultures of their suppliers and customers in order to better serve their needs. This includes learning about the language, customs, and values of the people they interact with. Additionally, the Tamimi Markets store should seek to incorporate the values and ideas of local communities into their operations. This could include giving back to the community through charitable initiatives and respecting local laws and regulations (Khan et al., 2022).
5.2 Structural Intervention
Structural intervention involves the implementation of policies and procedures to ensure that the organization’s operations align with the cultural environment. Tamimi Markets store should create policies that respect and adhere to the cultural norms of their suppliers and customers. This could include implementing procedures that ensure all employees are aware of the cultural expectations of their customers. Also, Tamimi Markets store should ensure their supply chain complies with local laws and regulations (Ramanathan et al., 2023).
5.3 Managerial Intervention
The managerial intervention involves the development of strategies and tactics to ensure that the organization’s operations align with the cultural environment. Tamimi Markets store should create a program that encourages employees to understand and respect the cultures of their suppliers and customers. This could include training employees on the cultural expectations of their customers and suppliers and providing resources that help employees understand the cultural environment. Additionally, Tamimi Markets stores should strive to create a corporate culture that aligns with their customers’ and suppliers’ values and expectations (Khan et al., 2022).
5.4 Exit
Exit is the final step in tackling cultural challenges. Tamimi Markets store should create an exit plan that includes measures to minimize any negative effects from leaving the cultural environment. This could include developing policies for closing operations respectfully and providing resources for employees who may need to relocate due to the change in the cultural environment. Additionally, the Tamimi Markets store should ensure that any negative effects that may occur are communicated to their customers and suppliers to ensure that the relationship remains strong (Khan et al., 2022).
6.0 Goal Compatibility
In order to ensure goal compatibility between Tamimi Markets store and its suppliers, it is important to have a clear understanding of the goals of both parties. Tamimi Markets store should understand the goals of its suppliers and create a mutually beneficial agreement that allows both parties to realize their objectives. This could include agreeing upon specific milestones and deadlines and setting up a system for rewarding successful performance. Tamimi Markets store should also clearly communicate its expectations of suppliers and ensure that suppliers are held accountable for meeting those expectations (Khan et al., 2022).
7.0 Goal Incompatibility
When goals between Tamimi Markets store and its suppliers are incompatible, it is important to identify and address the source of the conflict. It is important to understand both parties’ motivations and interests and ensure a fair and equitable resolution (Perskaya & Krasavina, 2019). This could involve renegotiating contracts, creating new systems or processes, or seeking outside mediation.
7.1 Coercive Power
When goal incompatibility arises, Tamimi Markets store may use coercive power to ensure suppliers meet their obligations. This could involve insisting on specific terms or conditions, withholding payments, or providing incentives or penalties for specific performance. It is important to use coercive power responsibly and ensure that suppliers are treated fairly and respectfully (Gurrala & Hariga, 2022).
7.2 Non-Coercive Power
In addition to coercive power, Tamimi Markets store can use non-coercive power to manage goal incompatibility. This could involve providing incentives or rewards, offering training and development opportunities, or engaging in collaborative problem-solving. Non-coercive power can help create a more positive working relationship between the Tamimi Markets store and its suppliers. It can help ensure that both parties realize their objectives (Nasreddine et al., 2022).
8.0 Conclusion
In conclusion, Tamimi Markets store must successfully manage its supply chain to ensure that its customers receive the products they require promptly and efficiently. In order to do this, the company must consider cultural challenges and ensure that it can effectively collaborate with its international partners and suppliers. This includes embracing members, empowering them, involving them in decision-making, and mobilizing them to take action. Additionally, Tamimi Markets stores should strive to understand and respect the cultures of their suppliers and customers and take steps to ensure that their operations are in line with the cultural environment. Finally, Tamimi Markets store should ensure that its goals are compatible with its suppliers and take steps to address any potential goal incompatibilities. By taking these steps, the Tamimi Markets store can manage its supply chain effectively and efficiently.
9.0 References
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