Information Systems

 

 

Supply Chain Disasters
Scenario 1 – PlayStation 2
The distinguishing factor of logistics is that it’s physical. There’s no software patch to rescue a Panamax cargo
ship. Sony’s 2004 Christmas campaign to launch the PlayStation 2 is a great example. The supply chain
worked perfectly, right up until an oil tanker became stuck in the Suez Canal blocking ships from China carrying
the festive consignment of consoles. Sales fell 90 per cent in the run up to Christmas. Sony resorted to
chartering Russian cargo planes and flying in the PS2s. But it was too late for many disappointed youngsters
who were left wondering how they’d offended Santa Claus.
Scenario 2 – Ed Sheeran tickets
Music fans have a rotten time these days. Gigs by Beyonce and festivals such as Glastonbury sell out in the
time it takes to refresh a web browser. Ed Sheeran’s UK and Ireland tour sold out in five minutes in February.
One fan tweeted: “Devastated, been on @TicketmasterUK (Links to an external site.) since 9.40 refreshing for
@edsheeran (Links to an external site.) tickets to get error page after error page. Sold out.” Sheeran released
a statement saying he was “deeply concerned” and cautioned against engaging with ticket touts. The problem
is that the supply chain for tickets extends far beyond his reach. Resellers, fan sites, auto-buying bots and bulk
buyers all affect the fan experience, whether he likes it or not.
https://www.raconteur.net/supply-chain/10-supply-chain-disasters/ (Links to an external site.)
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Based upon your understanding of supply chain management, ERP, and associated technology, if you were on
the post incident response team for either (or both) of the above scenarios, what might some technical
mitigation factors be that could be implemented to best ensure the issues described in specific each scenario’s
respective supply chain does not happen again?

 

 

 

Sample Solution

rganisation – significantly higher than the other “essential” trade languages such as Mandarin Chinese, only rated useful by 28% of companies. (CBI, 2013). With France being Britain’s third most important export market (where English does not hold L1 status), the commercial benefits of the French language undeniably place it in line with, or in close second to English as a profitable language by UK, European and global businesses. Nations where French is recognised as an L1, such as France, Belgium and Luxembourg, are vital to the UK economy– these three countries alone bring £35 billion through exportation of British products every year. (Office of National Statistics, 2013.) The economic value of the English language is tremendous, and advantageous for both the UK economy and global business. Two-thirds of corporate executives surveyed by the Economist Intelligence Unit reported the most essential language to be of fluent proficiency in is English – followed by Mandarin Chinese and Spanish as the second and third most useful. (Harvard Business Report, 2012). For this reason, it is unlikely that the English language poses a threat to the French language within the economy unless in a European trade context, due to English already being established as a language of global trade. The results of this study support the idea that, to some extent, French is under threat from the global rise of English due to its continuous growth in economic trade deals and business negotiations, in addition to its dominance within the European political system. However, findings in this study suggest that the threat may not be as considerable as initially thought. As a result of recent changes in European politics, and relations between the European Union and the United Kingdom, French holds itself as a language vital to the function within European business and the European commission – something the English language cannot always fulfil. In conclusion, this creates the notion that the English language will not fully eradicate the practicality of the French language, and therefore is not a significant threat.

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