Global Supply Chain Management

Semester simulation video-presentation

1 Final Presentation Guidelines

1.1 Objective
1.1.1 Main Objective
Present your company and your results to your board of directors.

1.1.2 Specific Objectives

Your presentation should accomplish the following specific objectives:

• Present your company and product.

• Describe your competitive strategy and your supply chain strategy and how you managed
to achieve strategic fit.
• Describe your supply chain and the characteristics and trade-offs you made.
• Explain your company results.
• Describe how you manage each weekly challenge you faced.
• Identify what you should do better.

1.2 Slideshow and video guidelines

When making adequate slides or video to present your product and company keep in mind the
following recommendations:

1. The whole slideshow and video design must convey your corporate image and logo.
2. The font must be big enough, so it can be read easily.
3. Colors and fonts must prioritize legibility.
4. Include concepts you learned in class into your answers and explanations.
5. Don’t be afraid to admit you did something wrong and explain how you felt and what you
did to correct it.
6. Images and quotes should be properly identified.
7. Use a bibliography to identify your sources at the end of the video.
8. Avoid at all costs spelling and grammar mistakes.
9. General rule: Graphic depictions are always better than blocks of texts.
10. Officers' presence: Throughout the video company officers should show their faces at least
once while speaking, showing photos is not enough.

International Business Dept. – Global Supply Chain Management

– EAFIT University – 1
1.3 Video Dynamics
1.3.1 Introduction
The CEO must begin with the presentation. The CEO will introduce each of the other Officers to the
board and will explain the company the product and the overall company’s strategy as well as the
configuration of the supply chain.

Each of the Officers will then talk about what role they played in fulfilling the company’s strategy
and the results of the company for each of the function and the trade-offs that were made as
follows:

Role Function Strategy

CPO – Chief Purchases Officer Purchases Sourcing strategy
CSO – Chief Sales Officer Market Channels Price strategy
COO – Chief Operations Officer Operations Operations Strategy
CLO – Chief Logistics Officer Logistics Transportation Strategy
CFO – Chief Financial Officer Integrator Forcasting and Metrics Strategy

Then the CEO will explain how each individual decision was articulated and how did the company
managed to achieve the strategic fit, and will be presenting the total financial results for the
company and will answer:

• Could your results have been better?

• What additional trade-offs will you be making if you were given the chance?
• Do you have any additional strategic change you would have liked to try in your company?

1.3.2 Weekly challenges

Describe, briefly each weekly challenge you faced and how did you manage to overcome the
challenge and what made you decide the way you did, explain any consideration. Any officer can
present this part, but it will be better for the officer that took the lead in each challenge to present
it.

Week Topic Challenge

1 Company and product Begging the case
3 Contract Management The contract with your raw material supplier
5 Supply Chain Strategy Supply Chain Strategy: Trade-Offs
8 Supply Chain Metrics Performance & Purchase
9 Supply Chain Logistics Operations
11 Supply Chain Operations Operations Decisions

1.3.3 Conclusions
Answer: what could have we done better? And then present your conclusions for the exercise. Any
officer can present this part.

International Business Dept. – Global Supply Chain Management

– EAFIT University – 2
1.4 Grades and time
The presentation will affect your individual grade for the final case, as well as enable you to get the
group grade.

You should prepare a video that is between 20min - 30min, where you explain everything that is
requested in these guidelines.

1.5 Final submission

You should submit your video in the Teams group of your company, in a folder called final
presentation, by the date you have in your course schedule.

International Business Dept. – Global Supply Chain Management

– EAFIT University – 3
2 Annex – Individual evaluation elements for the officers
The individual elements to be graded for each officer are as Follows:

Role Strategic Element Evaluation Element

All C-suite understood the strategy.
Purchase strategy.
Strategic Fit Market Channels Strategy.
Operations Strategy.
CEO – Chief Logistics strategy.
Executive
Corporate Strategy Understood and used the corporate strategy.
Officer
Adjusted to increase profit.
Looking for Results
Mediated the trade-offs.
Metrics Generated ideas for measuring the supply chains.
Team Coordination All the team members participated.
Purchase strategy Was coherent with the overall strategy.
Supplier selection aligned with strategy.
Outstanding orders affected supplier selection.
Supplier Selection
Considered cost from different supply alternatives.
CPO – Chief Effective negotiation with suppliers.
Purchases
Forecasts were taken into consideration.
Officer Quantity management
Made efforts to reduce quantities.
Planned for cost reduction.
Savings management
Proposed initiatives to reduce costs.
Contract Management Effective contracts.
Market Channels Strategy Was coherent with the overall strategy.
Considered forecast accuracy.
Forecast Accuracy Forecasts influenced decisions
Participated in forecasting decisions
CSO – Chief Price was moved to fit the strategy.
Price Decisions
Sales Change in prices had a specific goal.
Officer Promotion Decisions Used price to promote products.
Price was used to keep demand under control.
Demand management
Price changes considered the effect in demand.
Outstanding order
Prioritization for outstanding order.
management

International Business Dept. – Global Supply Chain Management

– EAFIT University – 4
 Role Strategic Element Evaluation Element
Operations Strategy Was coherent with the overall strategy.
Leveraging on the 5 Vs:
Pushed for producing as much as they could.
Variety
Leveraging on the 5 Vs: Considered the finished product inventory to
Velocity comply with demand.
COO – Leveraging on the 5 Vs: Planned to avoid using more than the installed
Chief Volume capacity.
Operations Analyzed the price of production vs purchasing.
Officer Make-or-buy decision
Considered purchasing instead of producing.
Installed capacity Kept installed capacity at maximum.
management Considered costs when over-producing.
Asked for raw materials to be available to produce.
Production influence Pushed for having finished product inventory
available.
Logistics strategy Was coherent with the overall strategy.
Pushed for having as little as inventory as possible.
Inventory Management –
Raw Materials Considered production planning to make
recommendation regarding raw materials.
Inventory Management –
Pushed for having as little as inventory as possible.
Finished Product
CLO – Chief Pushed for having as little as inventory as possible.
Logistics Inventory Management –
POS Stopped shipments if accumulating too much
Officer inventory.
Pushed for using the slowest transportation method.
Considered cost vs responsiveness in transport
Transport mode selection selection.
Influenced planning to be able to use the cheapest
transport mode.
Warehouse selection Planned to reduce the most expensive inventory.
Forcasting Strategy Was coherent with the overall strategy.
Forecasts accuracy Considered forecast accuracy.
Used more than one method for forecasting.
Methods for forecasting
Used inputs from different sources.
CFO – Chief Created metrics
Financial
Metrics follow-up Used metrics to increase profit
Officer
Considered Metrics for making decisons
Focused on increasing profit
Profit making
Focused on reducing costs
Forecast error Tried to reduce forecasts error

International Business Dept. – Global Supply Chain Management

– EAFIT University – 5