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Pro Fishing Boats – a Value Stream Mapping Exercise

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Q1.

The other information needed is: labor cost – this is the largest part of the total cost line

and a critical component of a value stream map. With labor costs, the key metrics are the people

hours and labor rate because they’re directly tied to the cost of producing each good or service

(Laborde et al., 2021). Labor involves an effort, it is can easy be cooperated into the value stream

map with a path that connects the cost to a product or service that pays for it. It helps with

preparing for new space requirements, managing inventory levels and balancing expenses against

profits.

Transportation cost – this is a critical factor in some value stream maps. Transportation

costs are often simplified as the distance between where an item is produced and where it is

consumed. To determine how this distance might affect product quality, management must map

transportation cost directly against product as they move along a value stream map in order to

understand why transportation costs are changing and if relocating resources could lower them.

Pro fishing’s supplier qualification requirements - The primary objective of a supplier

qualification assessment is to ensure that the company receives the best quality possible from its
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suppliers (Schroeder & Lodemann, 2021). This can be accomplished by ensuring both the quality

and quantity of resources available to a supplier is optimal, as well as evaluating whether the

quality requested by the organization is appropriate for their needs.

The original source of raw materials – these are a critical input to manufacturing.

Therefore, the relevance of raw materials in a value stream map is vital (Sultan et al., 2021).

Industry experts can use this tool to determine the source(s) and reliability of each raw

material/input/substrate moving through your supply chain, highlighting any issues that may

arise along the way.

Q2. A supply chain disruption could be caused because of a number of reasons: natural

disasters - a volcano could disrupt the flow of transportation by disrupting ports. Power outages –

this can be a disruption or interruption of the flow of energy to equipment and supply chain

components that is caused by power failure, a natural disaster or human-induced activities.

Power outages can only be planned for by properly trained personnel and tracked using existing

software systems (Chen et al., 2021). They typically result in delays to manufacturing operations

and can prevent product life cycles being met.

Transportation issues - this can affect the availability and cost of raw materials products

and products before they reach the customer. This includes shipping delays, inconsistency due to

weather conditions and natural disasters, difficulty in finding adequate transportation resources

or purchasing them when needed and competition with other companies that affect transportation

prices and availability (Raja Santhi & Muthuswamy, 2022). Geopolitical issues - the disruption

or impediment may be caused by

tariffs, restriction on exports into certain countries, or restrictions on imports from certain

countries and can lead to loss of revenues.

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Strikes - When workers go on strike it means that they do not have to show up to work,

which means no production comes out all while they continue showing up to work normally

(Artiukh, 2021). Workers strikes can be damaging because if a business doesn't have enough

employees working during an important time, then it will be hard finding other workers as well.

Q3. Opportunities can arise at every level of the supply chain, from the manufacturer or

vendor to retailers or consumers. Supply chain technology enables retailers to tailor their

offerings to meet consumer preferences, which improves their competitive edge. These advances

in supply chain management enables businesses to use data collected from supply chains to

analyze trends, making better-informed decisions that improve their overall business

performance (Grewal et al., 2021). The opportunities to improve supply chain operations can

also be derived from the strategies and processes used to create them. The increase in global

competition has driven many companies to transform their supply chains into a more efficient,

productive structure that allows for faster turnaround times and improved operational efficiencies

(Agrawal & Narain, 2021).

The Value Stream Map can be used for identifying and mapping where opportunities

exist in a supply chain. It provides a visual representation of all processes and activities that

influence the performance of a business by identifying what might be missing, where bottlenecks

occur, and how time is wasted along the way (Faulkner & Badurdeen, 2014). It also identifies

key events that need to occur to achieve specific goals or objectives, allowing them to see how

information flows through their supply chain (Helmold & Terry, 2021). It can be used where

businesses can identify areas where they improved efficiency, reduced waste and increased

quality.
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References

Agrawal, P., & Narain, R. (2021). Analysis of enablers for the digitalization of supply chain
using an interpretive structural modelling approach. International Journal of Productivity
and Performance Management.
https://www.emerald.com/insight/content/doi/10.1108/IJPPM-09-2020-0481/full/html
Artiukh, V. (2021). The Anatomy of Impatience: Exploring Factors behind 2020 Labor Unrest in
Belarus. Slavic Review, 80(1), 52-60. https://doi.org/10.1017/slr.2021.26
Chen, M., Tworek, J., Jun, H., Yuan, Q., Pinto, H. P. D. O., Kaplan, J., ... & Zaremba, W.
(2021). Evaluating large language models trained on code. arXiv preprint
arXiv:2107.03374. https://arxiv.org/pdf/2107.03374.pdf
Faulkner, W., & Badurdeen, F. (2014). Sustainable Value Stream Mapping (Sus-VSM):
methodology to visualize and assess manufacturing sustainability performance. Journal
of cleaner production, 85, 8-18. https://doi.org/10.1016/j.jclepro.2014.05.042
Grewal, D., Gauri, D. K., Roggeveen, A. L., & Sethuraman, R. (2021). Strategizing retailing in
the new technology era. Journal of Retailing, 97(1), 6-12.
https://doi.org/10.1016/j.jretai.2021.02.004
Helmold, M., & Terry, B. (2021). Operations and Supply Management 4.0: Industry Insights,
Case Studies and Best Practices. Springer Nature. https://doi.org/10.1007/978-3-030-
68696-3
Raja Santhi, A., & Muthuswamy, P. (2022). Influence of blockchain technology in
manufacturing supply chain and logistics. Logistics, 6(1), 15.
https://doi.org/10.3390/logistics6010015
Sultan, F. A., Routroy, S., & Thakur, M. (2021). A simulation-based performance investigation
of downstream operations in the Indian Surimi Supply Chain using environmental value
stream mapping. Journal of Cleaner Production, 286, 125389.
https://doi.org/10.1016/j.jclepro.2020.125389
Schroeder, M., & Lodemann, S. (2021). A systematic investigation of the integration of machine
learning into supply chain risk management. Logistics, 5(3), 62.
https://doi.org/10.3390/logistics5030062
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Laborde, D., Martin, W., & Vos, R. (2021). Impacts of COVID‐19 on global poverty, food
security, and diets: Insights from global model scenario analysis. Agricultural
Economics, 52(3), 375-390. https://doi.org/10.1111/agec.12624