Recurring Barriers Development In Countries -Myassignmenthelp.Com

Question: Discuss About The Recurring Barriers Development In Countries? Answer: Introduction Practitioners and researchers have recently taken into consideration the importance of Supply Chain Management (SCM). An effective SCM helps in lowering the overall resources that are required in providing the required level of service to customers by increasing the product availability and reducing the cycle time of orders. Moreover, it enhances engagement of information exchange together with the structural collaboration of in the outsourcing just-in-time system. It also helps in the development of relationship present at the supply chain downstream and partnering with the creation of end-customer value by maximization of benefits as costs get minimized. The nature of SCM is more pronounced in the participating companies that are successful its implementation in the always-changing global surrounding that is present in the business world(Heckmann, 2016). The supply chain is one of the dynamic procedures that involve the regular flow of materials, information, and funds from multiple areas of functionality both between and within the members of the chain. The chain members have to comply with the cooperation required in the chain with the partners involved in the business. This is so that the needed profits can be achieved with the customers being satisfied. This task, however, has numerous difficulties that prevent its a hundred percent success. One reason that can lead to unsuccessful implementation is the managing of numerous members in the chain that come with varying objectives and their own resources. Such interdependence would also need real-time decision making and operation cutting across the various tasks. The move of the SCM is to make a focus of the organizational boundaries and functional areas (Jaegersberg Ure, 2017). The firms or companies that have such dynamic cooperation capability should be able to develop a sustainable performance of high level over a long period of time. There is uncertainties in the environment the gas and oil industry leading to the need for greater flexibility and reliability in the systems of production together with the control and planning systems within the supply chain. Such uncertainties are possible to be reduced by achieving a better understanding of the root sources and how such sources interact with more uncertainties. The market, technology, and product changes together with the changes in competitors occur at increasing rates. This, therefore, means that managers have to take measures that make use of shorter notice, higher cost in penalty and less information. The system put up has to be reliable but flexible with fundamentally requiring assistance in managing the decision being made (Inkpen, 2011). Objective Facility management has an integral role in the supply chain of transportation logistics together with the finished distribution of products with the objective that is to be attained in this research such as understanding and identification of dynamic capabilities of the supply chain in the gas and oil industry perspective. Specifically, the research has its focus on attaining capabilities of firms in learning orientation of gas and oil, industries (Davis, 2006). Methodology The gas and oil companies are also known as petroleum industries have formed noticeable roles the economy of the globe in the recent decade since petroleum is the main source of fuel. The important thrust is not just focusing on intensifying the product enhancement and its exploration of the reserves existing domestically but also to the development of strong services in the oilfield region and its equipment. The strong presence would mean stronger midstream logistics in the region together with stronger downstream markets. An implementation of such measures helps in the maturing of the oil fields with the government focusing on the output enhancement of fields that exist from the offshore gas and oil developments. New developments can, therefore, be natured to increase the production capacity aggregate existing in the mid-terms or near-term (Olaguer, 2016). The petroleum industry is expected to have a supply chain is composed of the exploration phase that exists at the head of the well, crude storage and procurement logistics, the transportation of the oil touts refineries, the operation of the refinery, together with the transportation and distribution of the end products. The activities occurring at the upstream involve; development, exploration and production of natural gas and crude oil. The activities that are proposed to be performed at the downstream include; retailers, pipelines, tankers and the consumers. These two areas of activities are important in the industry of petroleum. The company is also expected to integrate the Supply Chain Management to the suppliers and customers chain. Such process will involve the use of management relationship of the company in concern with the involved suppliers and customers. There is a creation of a strategic relationship that is long-term with the ones providing supply. Mostly, the process of collaboration happens between the suppliers and the gas and oil companies. The gas and oil companies would need to review the configuration of their supply chain to make coordinated systems that are worthy of contracting. Such necessary improvements can overtime make that company be competitive in the market due to such advantages (OECD, 2017). Data Collection This research has its focus on the exploration of the issues that occur on the dynamic capabilities of the Supply Chain Management in the gas and oil industry only thereby making its generalization not applicable in other industries or organizations in the world. Data collected from this research has the assumption that the main players in the gas and oil industries have like practices in the management of their supply chain. In the production and explorations sector of gas and oil industries, the products are also assumed to be the same in all the firms that are competing in the world. However, there might be a slight difference in production. Inquiry participants had to be identified form the gas and oil industries. Thereafter, a guide of interviews was put in place to come up with in-depth interviews that related to the research literature and question (Cecere, 2014). Using the snowballing technique to attain interviewees, an overall number of four contractors that participate in the gas and oil industry had to be interviewed. These interviewees would preferably come from the headquarters of such companies. Afterwards, the interviews were performed at places and times that were preferred by the informants. Two of the interviews were performed at the offices of the informants and the remaining two at the various premises far from the company. These interviews were all conducted and recorded by tape recorders and later had to be transcribed verbatim. To make the information usable to most of the interested parties, the records were put in English after translation if need be. This information then had to be double checked to ensure high accuracy with the use of bilingual researchers (Chowdhury, 2016). Implication and Conclusion The use of the recommended Supply Chain Management had the evidence of compromise in the learning commitment, shared vision, sharing of inter-organizational knowledge and open-mindedness. First, there needs to be a good understanding of the intended Supply Chain Management (Camarinha-Matos, et al., 2017). A summarized study of the dynamics in the capabilities of the supply chain concerning the gas and oil industry gives rise to numerous elements in the firm capabilities. The capabilities that can be exploited include; shared vision, learning commitment, knowledge in inter-organizational sharing and open-mindedness. The research has an integration of firm capabilities since the proposed Supply Chain Management is crucial and can be well practiced. Suppliers and trust relationship play the main role in the capabilities of any firm that implements this method (Risso, et al., 2017) References Camarinha-Matos, M., Afsarmanesh, H. Fornasiero, R., 2017. Collaboration in a Data-Rich World: 18th IFIP WG 5.5 Working Conference on Virtual Enterprises, PRO-VE 2017, Vicenza, Italy, September 18-20, 2017, Proceedings. 1 ed. Al Mu'amurah: Springer. Cecere, M., 2014. Supply Chain Metrics that Matter. illustrated, reprint ed. Baqal: John Wiley Sons,. Chowdhury, S., 2016. Optimization and Business Improvement Studies in Upstream Oil and Gas Industry. 1 ed. Dibba Al-Fujairah: John Wiley Sons. Davis, D., 2006. The Changing World of Oil: An Analysis of Corporate Change and Adaptation. illustrated, reprint ed. Bidiyah: Ashgate Publishing, Ltd.. Heckmann, I., 2016. Towards Supply Chain Risk Analytics: Fundamentals, Simulation, Optimization. illustrated ed. Abu Dhabi: Springer. Inkpen, C. M. H., 2011. The Global Oil Gas Industry: Management, Strategy Finance. illustrated ed. Dibba Al-Hisn: PennWell Books. Jaegersberg, G. Ure, J., 2017. Renewable Energy Clusters: Recurring Barriers to Cluster Development in Eleven Countries. 1 ed. Dubai: Springer. OECD, 2017. OECD Public Governance Reviews Public Procurement Review of Mexico's PEMEX Adapting to Change in the Oil Industry: Adapting to Change in the Oil Industry. 1 ed. Sharjah: OECD Publishing, . Olaguer, P., 2016. Atmospheric Impacts of the Oil and Gas Industry. 1 ed. Athabat: Elsevier Science. Risso, Mario, Testamarta Silvia, 2017. Value Sharing for Sustainable and Inclusive Development. 1 ed. Al Yahar: IGI Global.