Unit M/615/2675 Research for Strategic

Development

Development of Strategic Supply Chain

Management System in the UK Based
Automobile Organisations

Name of the Student:

Student Id:

Course Name:
 Table of Contents
Task 2 – Carry Out the Research Using Different Research Methodologies..............4

2.1 Literature Review................................................................................................4

2.1.1 Identification of the Challenges Facing by Different UK based Automobile

Organisations within the Supply Chain Management System..............................4

2.1.2 Evaluation of the Impact of Different Supply Chain Management

Challenges on the Automobile Organisations.......................................................4

2.1.3 Utilisation of Different Advance Technological Approaches for Developing

Supply Chain Management System......................................................................5

2.1.4 Different Strategies for Developing Supply Chain Management System in

the Automobile Industry.........................................................................................6

2.1.5 Literature Gap..............................................................................................7

2.2 Methodology........................................................................................................7

2.2.1 Research Strategy........................................................................................7

2.2.2 Data Collection Process...............................................................................7

2.2.3 Data Analysis Process.................................................................................8

2.2.4 Ethical Consideration...................................................................................8

Task 3 – Presentation of Research Findings...............................................................9

3.1 Findings...............................................................................................................9

3.1.1 Primary Quantitative and Primary Qualitative Data.....................................9

3.2 Discussion and Analysis...................................................................................13

3.2.1 Analysis......................................................................................................13

3.3 Conclusion and Recommendation....................................................................17

3.3.1 Conclusion..................................................................................................17

3.3.2 Recommendations.....................................................................................17

Task 4 – Reflective Log..............................................................................................17

References.................................................................................................................19

Appendices.................................................................................................................21

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Appendix 1: Survey Questionnaire.........................................................................21

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Task 2 – Carry Out the Research Using Different Research
Methodologies

2.1 Literature Review

2.1.1 Identification of the Challenges Facing by Different UK based Automobile
Organisations within the Supply Chain Management System
According to the statement of Cole, Stevenson and Aitken (2019), there are 30,000
components in an ordinary car, which means that it relies on supply lines that come
together as and when manufacturing demands. It's because of this those blind spots
may have major implications on the whole procurement process, frequently in the
form of shortages in inventory and occasionally substantial delay. As a result, it
should come as no surprise that the automobile industry is more worried with
visibility than other industries, at 81%. Due to the industry's "just-in-time" processes,
a single oversight or error might have far-reaching consequences. As per the
statement of Yadav et al. (2020), cars are fuelled by global supply networks, but
these distances might put productive connections at risk. Even platforms that seek to
solve the issue of inefficient communications are rendered outdated by the fact that
they use different standards, protocols, and software.

As a result of these operational challenges, there is a risk of misinterpretation and

misunderstandings, which may lead to the demise of trade relationships entirely.
Based on the statement of Li and Mathiyazhagan (2018), as lockdown emissions fell
by as much as 7% and EV registrations increased by 185%, the sector now faces a
situation where it must prioritise environmental issues. Whether it's with current
partners or new ones that make EVs a reality and implement emissions standards,
this is true in the short and long term. Due to geographical disparities and
complicated onboarding, it is difficult to implement these changes. Regional
environmental priorities will be missed if existing third-party logistics partners aren't
made aware of them via education, outreach, and software.

2.1.2 Evaluation of the Impact of Different Supply Chain Management

Challenges on the Automobile Organisations
As stated by Belhadi et al. (2021), the automotive supply chain will be directly
impacted, and this effect will be overwhelmingly favourable. The automotive

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organisations can anticipate the industry to develop organically, producing new
employment and economic prospects for both established and new providers. In
various sectors including car assembly, transportation and the burgeoning
aftermarket, new problems must be met. Over 1.6 million cars and 2.5 million
engines were created by OEMs in 2014, with over 80% of the UK manufacturing
exported. Luthra et al. (2018) stated that advanced technical features and premium
materials and finishes are being demanded by OEMs. There are more than 30 000
components in a modern car, and demand for these parts will be particularly
beneficial to Tier 2 and Tier 3 suppliers in the sector. Supply chains for the
manufacture of new automobiles and the delivery of aftermarket items both need to
be more dependable and shorter for OEM firms.

According to the viewpoint of Xu et al. (2019), the manufacture of component

components from Europe will be "on-shored" in the future, which will shorten lead
times, increase supplier availability, and lower shipping costs. New supply chain
issues will arise in distribution centres, storage and inventory, sub-assembly, and
transportation logistics as a result of these advancements. As per the viewpoint of
Delic and Eyers (2020), in the assembly area, the requirement and supply of
component components are defined by communication from the production line JIS,
an approach also known as "In-Line Vehicle Sequencing" (ILVS), aims to guarantee
that materials and parts arrive at a manufacturing line only when they're necessary.
As a result, it is impossible to plan every detail of the filmmaking process.

2.1.3 Utilisation of Different Advance Technological Approaches for

Developing Supply Chain Management System
Based on the viewpoint of Ghadge et al. (2020), vehicle manufacturers and their
supplier chains will be linked in the next stage of digitalization. MMOG-LE4 facilitates
data exchange between manufacturers and suppliers in the automobile sector. With
the help of digital models, manufacturers can quickly analyse the effect of traffic
disruptions on their production schedules and keep track of supplier deliveries in real
time. The whole supply chain benefits from better scheduling, reduced downtime,
overtime, and buffered inventory as a result of providing suppliers with better insight
into changes in client demand. As a result of this problem, manufacturers are still
need to devote a large amount of time to assessing the preparedness of suppliers for
new model releases. As viewed by Lezoche et al. (2020), remote monitoring of new

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model launch preparedness may be achieved by exchanging data on production test
runs. This increases manufacturing's confidence, which in turn reduces costs and
development time.

The auto manufacturer will adjust its manufacturing schedule based on variations in
client demand. One factor to evaluate is the supplier's ability to adapt to and fulfil
growing demand. Bag, Gupta and Kumar (2021) viewed that to make this choice
easier, automakers are creating supply chain models that include capacity
information. The value contributed by UK suppliers to the automobile sector
remained constant in 2018 at about 4.9 billion British pounds. As a result, "the
amount of added value declined by eight percent in 2019, totalling roughly 4.5 billion
British pounds, compared to 2018. In 2020, the added value is expected to fall even
more to 4.2 billion British pounds".

2.1.4 Different Strategies for Developing Supply Chain Management System in

the Automobile Industry
According to the opinion of Belhadi et al. (2021), vehicle manufacturers and their
supplier chains will be linked in the next stage of digitalization. MMOG-LE4 facilitates
data exchange between manufacturers and suppliers in the automobile sector. With
the help of digital models, manufacturers can quickly analyse the effect of traffic
disruptions on their production schedules and keep track of supplier deliveries in real
time. The whole supply chain benefits from better scheduling, reduced downtime,
overtime, and buffered inventory as a result of providing suppliers with better insight
into changes in client demand. As a result of this problem, manufacturers are still
need to devote a large amount of time to assessing the preparedness of suppliers for
new model releases. As per the opinion of Junaid et al. (2019), remote monitoring of
new model launch preparedness may be achieved by exchanging data on production
test runs. This increases manufacturing's confidence, which in turn reduces costs
and development time.

The auto manufacturer will adjust its manufacturing schedule based on variations in
client demand. One factor to evaluate is the supplier's ability to adapt to and fulfil
growing demand. To make this choice easier, automakers are creating supply chain
models that include capacity information. Based on the opinion of Ambe and
Badenhorst-Weiss (2010), the value contributed by UK suppliers to the automobile
sector remained constant in 2018 at about 4.9 billion British pounds. As a result, "the

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amount of added value declined by eight percent in 2019, totalling roughly 4.5 billion
British pounds, compared to 2018. In 2020, the added value is expected to fall even
more to 4.2 billion British pounds".

2.1.5 Literature Gap

Through considering the entire above discussed literature review study, it becomes
evident that the researcher has collected the most relevant information regarding the
study topic by accessing different scholarly articles. However, some specific
information regarding any organisational perspective has not been evaluated and
demonstrated within this literature study. Therefore, the authenticity has been
reduced of this study for providing only general relevant information. Thereby, a gap
has been occurred within this study. In this aspect, the researcher will conduct a
further research study in the market for successfully accomplishing all the gaps of
the literature study.

2.2 Methodology
2.2.1 Research Strategy
The exploratory research design approach will be used by the researcher to organise
and create the complete research study for the learners. As a result, the researcher
will be in a better position to gather and analyse the most relevant data and
information on the subject at hand. On the other hand, the researcher will make
effective use of the easy research sampling approach to get the most relevant and
genuine data on the study subject quickly and effectively. For a research project,
there are a wide variety of sampling techniques to choose from in order to get the
most accurate and dependable results (Rong et al., 2020). In this case, however, the
researcher realised that the most efficient and reliable strategy to gathering data and
information for this study would be to use a handy sampling method. On the other
hand, the study will solely gather data from original sources.

2.2.2 Data Collection Process

Methods for efficiently obtaining the most relevant and evident information and data
may be found in a number of ways on the market today. Methods for doing primary
quantitative research and primary qualitative research are all accessible. In order to
gather primary quantitative data, the researcher will interview 50 employees from five
different automotive organisations in the United Kingdom. 5 supply chain managers

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from various automotive companies in the United Kingdom will also be interviewed
for primary qualitative data and information by the researcher (Xu et al., 2020). An
effective method for developing and establishing the most trustworthy knowledge
about the study subject may be achieved by this method.

2.2.3 Data Analysis Process

The researcher will utilise statistical analysis for the quantitative data and thematic
analysis for the main qualitative data acquired as part of this study to achieve this
aim after acquiring the most genuine and suitable data and information about the
research subject matter. The researcher will also ensure that all relevant ethical
actions are carried out throughout the survey and interview and that the participants'
identities are kept secret in order to comply with the study ethics guideline (Ismail,
Truong and Kastner, 2019). In order to complete the research study effectively and
successfully, the researcher will benefit from these information and resources.

2.2.4 Ethical Consideration

WIL researchers may learn more about the many approaches and methods
accessible to them by reading this Special Issue. Although choosing a suitable
research approach and procedures is critical, so too are the ethical issues around
doing the study. An "insider researcher" faces a variety of ethical challenges,
including power imbalance and continuous interactions with participants, in this
Special Issue (Kiani et al., 2018). However, the basics of ethical research involving
human subjects must be further considered. As a result of rising societal pressure for
more transparency, ethical behaviour has become an increasingly important topic of
conversation.

Many educational institutions require researchers to conform to the "Human

Research Ethics regulation" if they want to gather data from human participants for
research purposes without the consent of the institution's “Staff Code of Conduct”.
To guarantee that researchers do their work ethically, several journals, including
IJWIL subscribe to the "Committee of Publishing Ethics” (CoPE) principles (Zheng et
al., 2020). Since journals increasingly demand proof of ethical permission, editors
are urged to reject articles where ethics approval was requested but not received. In
addition to many method-specific ethics publications, there is thankfully a wealth of
material available to assist researchers in developing an ethically acceptable
research methodology.

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Task 3 – Presentation of Research Findings

3.1 Findings
3.1.1 Primary Quantitative and Primary Qualitative Data
3.1.1.1 Survey

Through conducting the survey among the 50 employees of five different automobile
organisations in the UK, it becomes identified that around 20% of employees belong
to the age group of 18 to 28 years old. Moreover, around 20% of employees belong
to the age group of 28 to 38 years old. On the other hand, approximately 16% of
employees belong to the age group of 38 to 48 years old. Furthermore, around 18%
of employees belong to the age group of 48 to 58 years old. In addition to this,
approximately 26% of employees belong to the age group of above 58 years old.

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Through conducting the survey among the 50 employees of five different automobile
organisations in the UK, it becomes identified that around 32% of employees have 2
to 5 years of experience within their workplace environment. Moreover, around 18%
of employees have 5 to 8 years of experience within their workplace environment.
On the other hand, approximately 20% of employees have 8 to 11 years of
experience within their workplace environment. Furthermore, around 14% of
employees have 11 to 14 years of experience within their workplace environment. In
addition to this, approximately 16% of employees have 14-17 years of experience
within their workplace environment.

Through conducting the survey among the 50 employees of five different automobile
organisations in the UK, it becomes identified that around 26% of employees said
that their organisations are facing challenges within their supply chain management

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system regarding wrong delivery of products. Moreover, around 28% of employees
said that their organisations are facing challenges within their supply chain
management system regarding late delivery of products. On the other hand,
approximately 14% of employees said that their organisations are facing challenges
within their supply chain management system regarding low quality of materials.
Furthermore, around 32% of employees said that their organisations are facing
challenges within their supply chain management system regarding high cost of
supply.

Through conducting the survey among the 50 employees of five different automobile
organisations in the UK, it becomes identified that around 22% of employees
strongly agreed that their organisation has implemented advance technologies within
their supply chain management system. Moreover, around 28% of employees
agreed that their organisation has implemented advance technologies within their
supply chain management system. On the other hand, approximately 14% of
employees did not share any concern with this question. Furthermore, around 20%
of employees disagreed that their organisation has implemented advance
technologies within their supply chain management system. In addition to this,
approximately 16% of employees strongly disagreed that their organisation has
implemented advance technologies within their supply chain management system.

3.1.1.2 Interview
Q1. What kinds of strategies and technologies you are using in your supply
chain management system?

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Interviewee 1: During managing our supply chain management system, we
generally use Artificial and Augmented Intelligence. Moreover, the Real-Time Supply
Chain Visibility is also helpful for our business.

Interviewee 2: Generally, our suppliers utilise Digital Twins and Blockchain system.
Also, the Artificial Intelligence also helpful for us.

Interviewee 3: Fundamentally, we prefer the Real-Time Supply Chain Visibility

system for effectively tracking our products and the entire logistics system.

Interviewee 4: Actually, there are different kinds of technologies that proficiently

helps to develop our supply chain management system. Among these we utilise the
Digital Twin method.

Interviewee 5: We also prefer to use the Artificial and Augmented Intelligence and
the Blockchain method.

Q2. What kinds of challenges generally you are facing while managing supply
chain?

Interviewee 1: Sometimes due to the lacking of supply chain management system

we did not get our products within our expected time.

Interviewee 2: Our supply chain management system sometimes failed to provide

appropriate and high-quality materials for our end products.

Interviewee 3: Generally, the outbreak of the COVID-19 pandemic prominently

hampered our supply chain management system across the country.

Interviewee 4: Sometimes by getting late delivery of products, I become unable to

manufacture the product within time.

Interviewee 5: Actually, the increasing cost of supply chain management system

continuously hampering to hold a large supply chain system.

Q3. What initiatives you have taken to reduce the threats in your supply chain
management system?

Interviewee 1: Generally, my organisation has implemented the lean supply chain

management approach.

Interviewee 2: Generally, by adopting different technological features, I have been

able to reduce the long time for delivery.

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Interviewee 3: Fundamentally, the supply chain management strategies and
theories have helped to reduce the threat.

Interviewee 4: By preparing the supply chain management team for uncertain

challenges, I have been able to reduce the threats.

Interviewee 5: Thus, by generating different advance approaches, I have been able

to enhance the credibility of our supply chain management system.

3.2 Discussion and Analysis

3.2.1 Analysis
3.2.1.1 Statistical Analysis
Q1. What is your age group?

a) 18-28 10

b) 28-38 10

c) 38-48 8

d) 48-58 9

e) Above 58 13

Total 50

Mean 10

Median 10

Mode 10

Standard Deviation 1.673320053

Through considering the entire survey result it becomes evident that the standard
deviation of the result is 1.673320053. It demonstrates that there is no significant
amount of difference between the age group of five different automobile
organisation’s employees.

Q2. How long have you experienced in your organisational supply chain
management system?

a) 2-5 Years 16

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 b) 5-8 Years 9

c) 8-11 Years 10

d) 11-14 Years 7

e) 14-17 Years 8

Total 50

Mean 10

Median 9

Mode #N/A

Standard Deviation 3.16227766

Through considering the entire survey result it becomes evident that the standard
deviation of the result is 3.16227766. It demonstrates that there is a significant
amount of difference between the experiences of different employees in five different
automobile organisation’s employees.

Q3. What kinds of challenges are facing by your organisations?

Wrong Delivery of Products 13

Late Delivery of Products 14

Low Quality of Materials 7

High Cost of Supply 16

Total 50

Mean 12.5

Median 13.5

Mode #N/A

Standard Deviation 3.354101966

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Through considering the entire survey result it becomes evident that the standard
deviation of the result is 3.16227766. It demonstrates that there is a significant
amount of difference between the responses regarding the challenges facing by the
organisations during their business operation. Generally, most of the employees
stated that high cost of supply chain management system hampers the
organisational logistics system.

Q4. Do you agree that your organisation has implemented advance

technologies within the supply chain management system?

Strongly Agree 11

Agree 14

Neutral 7

Disagree 10

Strongly Disagree 8

Total 50

Mean 10

Median 10

Mode #N/A

Standard Deviation 2.449489743

Through considering the entire survey result it becomes evident that the standard
deviation of the result is 2.449489743. It demonstrates that there is a little significant
amount of difference between the responses regarding the organisations have
implemented advance technologies within their organisational supply chain
management system.

3.2.1.2 Thematic Analysis

Theme 1: Different Supply Chain Management Challenges Faced by the
Organisations

Through considering the data and information in the survey and interview, it
becomes evident and analysed that during the organisational business operations of

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different automobile organisations, the firms have faced different kinds of uncertain
threats. Generally, these operational issues increase the likelihood of
miscommunication and misunderstandings, which might end in the termination of
commercial agreements altogether. As lockdown emissions have decreased by as
much as 7 percent and electric vehicle registrations have surged by 185 percent, the
automotive industry today finds itself in a position where it must prioritise
environmental concerns. This is true in both the short and long term, whether it's with
existing partners or new ones that are working to make electric vehicles a reality and
adopt emissions requirements. It is difficult to put these changes into effect because
of regional discrepancies and cumbersome onboarding procedures. If current third-
party logistics partners are not made aware of regional environmental goals by
education, outreach, and software, they will be unable to meet their responsibilities.

Theme 2: Utilisation of Advance Technologies within the Organisational

Supply Chain Management System

Generally, the information and data that has been gathered from survey and
interview indicate that most of the automobile organisations utilise the most advance
technological features within the workplace environment in order to efficiently
manage the organisational supply chain and logistics system. Moreover, the next
wave of digitization will see the integration of car manufacturers and their supply
chain partners. MMOG-LE4 is a data exchange protocol that is used in the car
industry to allow data transmission between manufacturers and suppliers.
Manufacturers can immediately assess the impact of traffic interruptions on their
production plans, and they can keep track of supplier deliveries in real time, thanks
to digital models that are readily available. As a consequence of giving suppliers with
greater visibility into changes in client demand, the whole supply chain benefits from
improved scheduling, decreased downtime, overtime, and buffering inventory. A
consequence of this issue is that manufacturers must still spend a significant amount
of time evaluating the preparation of suppliers for new model launches.

3.3 Conclusion and Recommendation

3.3.1 Conclusion
Through evaluating and considering the entire above study, it is concluded that
during the organisational business operation in the automotive industry, the

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organisations are prominently confronting different kinds of hazards within their
supply chain management system. Therefore, some of the organisations have been
able to reduce these challenges and uncertain threats by utilising and implementing
different kinds of strategic approaches and theoretical models and some of the
organisations have adopted the advance technological features within their
organisational supply chain management system. Moreover, the researcher was
able to gather enough information from a quick study and market analysis to make
an informed decision.

For the researcher to be effective in achieving the study objectives, he or she must
take into account some specific subject. A business's supply chain management
system has therefore been chosen for investigation by the researcher. This is due to
the fact that the researcher has discovered that many organisations have had to deal
with various types of supply chain management challenges over the course of their
commercial operations. It follows that “Development of Strategic Supply Chain
Management System in the UK Based Automobile Organisations” is the focus of this
study.

3.3.2 Recommendations
However, this research study also demonstrates that there are still some
organisations those have not been able to afford the advance technological features
for the supply chain management system and also have been able to implement and
utilise the appropriate and resilient strategic approaches (Yang and Lin, 2020).
Therefore, the researcher has recommended some most effective and resilient
strategic approaches theoretical models in order for potentially develop the
organisational supply chain management system and reduce the occurrence of the
uncertain challenges and threats within the supply chain management system and in
the workplace environment.

Task 4 – Reflective Log

Thus, I have realised that the utilisation of the advance technological features within
the organisational supply chain management system is the most significant and
prominent thing for enhancing the efficiency of the supply chain management
system. In this aspect, I think the organisations who have already adopted different
technologies for developing their organisational supply chain management system

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have been able to efficiently prepare themselves for reducing the possibility of
uncertain challenges and threats in the workplace environment. However, there are
still some issues that some organisations are facing till now during their
organisational business operation in the automobile market of the UK.

In this aspect, I think while conducting commercial operations in the automotive

sector, organisations are often confronted with a variety of various types of dangers
that arise within their supply chain management system. So, some organisations
have been able to mitigate these obstacles and unpredictable risks by using and
applying various types of strategic methods and theoretical models, while others
have included cutting-edge technical elements into their organization's supply chain
management system. Furthermore, the researcher was able to obtain sufficient
information from a brief study and market analysis to enable me to make an
educated judgement. Taking into consideration certain particular topic matter will
help me be more productive in accomplishing the study goals. As a result, the supply
chain management system of a corporation has been selected for analysis by me.
That's because, according to what the study has uncovered, many organisations
have had to cope with a variety of supply chain management issues during the
course of their commercial operations.

Following this logic, the emphasis of this research is on the "Development of

Strategic Supply Chain Management Systems in the United Kingdom-Based
Automobile Organizations." Moreover, I have also realised that the utilisation of the
most appropriate method for collecting the data and information and the most
effective method for analysing the collected and gathered data and information from
the primary sources. Thus, by completing the full research project, the findings
usually provide new knowledge and information to the field's future scholars and
students. Since no previous studies have analysed the specifics of this study, it's
simple to conclude that none exist. Because of this, I will be able to undertake and
complete the whole market research effectively. Thereby increasing its relevance
and usefulness to students and other academics in the future.

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Appendices

Appendix 1: Survey Questionnaire

Q1. What is your age group?

a) 18-28

b) 28-38

c) 38-48

d) 48-58

e) Above 58

Q2. How long have you experienced in your organisational supply chain
management system?

a) 2-5 Years

b) 5-8 Years

c) 8-11 Years

d) 11-14 Years

e) 14-17 Years

Q3. What kinds of challenges are facing by your organisations?

a) Wrong Delivery of Products

b) Late Delivery of Products

c) Low Quality of Materials

d) High Cost of Supply

Q4. Do you agree that your organisation has implemented advance

technologies within the supply chain management system?

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

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e) Strongly Disagree

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