Aramex Inc.: Supply Chain Management Presentation

Introduction

• Supply chain management refers to the management of company’s processes from manufacturing, transportation through to delivery of products and services to customers.
• Business investment within service industry demands application of customer centric objectives.
• Aramex Inc. is primarily focused towards customer objectives based on efficiency and time-delivery.
• Shareholders are number-one beneficiaries of efficient supply chain within any organization.
• Such activities require appropriate use of information and communication technologies.
• All objective movements involved includes storage, planning and control of various activities used in explaining supply and demand.
• Supply chain forms the core of the company’s operational activities hence should be monitored by experts to ensure efficiency
• Management, information and communication technology are important aspects and ingredients of supply chain.
• Use of IT ensures efficient monitoring and delivery of intended goods and services to consumers.

Profile of the Company

• Aramex Inc. is a United Arab Emirates-based public company established in 1982.
• The company has been under private ownership since 2002.
• The company offers solutions based on freight, express logistics and supply chain management of businesses.
• Aramex’s transportation network covers countries in Europe and Middle-East.
• Aramex Inc. uses air, sea and land transport system.
• There trucks are fitted with Modern GPS-tracking system and advanced scheduled services.
• Aramex Inc. network has continued their trend in acquiring prominent organizations in all regions such as Z-corp.
• The company is listed in the public listings of Dubai Financial Market since 2005 under ARMX trade shares.
• Aramex Inc. employs more than twelve thousand workers across sixty countries with strong world-wide network.
• Aramex is involved in receiving shipments from defined points taking charge of all clearance procedures to the delivery points.

Supply Chain of Aramex

• Aramex’s supply team comprises of knowledgeable individuals with advanced skills in monitoring flow of goods throughout supply chain.
• Aramex Inc. combines use of technology in delivering internationally standardized services.
• Aramex Inc. Partners with Zubair Corporation (Z-Corp) headquartered in Oman for the purposes of offering businesses with integrated services.
• Aramex Inc. also acquired Berco Express (Pty) Ltd from South Africa.
• Aramex Inc. and Z-Corp operates a modern facility in Oman connecting strategic ports and regional logistic hubs.
• The company has global footprint with the ability of delivering customized supply chain solutions under affordable circumstances.
• Management of value-added chain from supplier to manufacturer down to retailer and customer aims at reducing inventory, increasing speed of transactions and improving on sales.
• The company offers freight-forwarding and custom clearance.
• Aramex Inc. offers custom bonded warehouses.
• Facility management services are provided with minimal waste, better utilization on available space.
• Aramex Inc. offers wide range of value-added services.
• The company offers consultation services from Standard Operating Procedures to Job Operating Procedures.
• Other services include; Facility evaluation, strategy analysis and software analysis.

Reasons for current Aramex’s Supply Chain

• For perfect mobilization of customers towards company services.
• Aramex Inc. applies push management for the purposes of positioning its services at suitable target points.
• Use of Push model has facilitated installation of new state-of-art technology.
• GPS-equipped trucks assists in easier tracking and administration of activities along the supply chain.
• Effectiveness is based on pull management system.
• There is professional consultancy services.
• Real-time visibility technology improves vigilance at retail level.
• Strategic location of custom bonded warehouses tends to offer constant flow of goods and services within every market segment.
• Partnership between Z-corp and Aramex Inc. helped in satisfying increasing needs within the demand chain.
• Pull model ensures that all participants within the supply chain are considered based on production levels.
• Aramex Inc. logistic and warehouse services operate based on high standards of operation.

Fitting the overall Strategy

• The supply chain fits the company’s overall strategy through focused vision and objectives.
• Participants within Aramax’s supply chain works towards attaining highest level of services on issues pertaining logistics and complex delivery networks
• Their objective towards demand chain uses creative approach to win customers.
• Services are offered at affordable costs alongside expected conveniences.
• The Company emphasizes so much on product delivery as one of the important quality drivers.
• Value-added and facility management services ensures that enough support is gathered from potential sources.

Managing the supply chain

• Management of Aramex’s supply chain entails several approaches.
• The available strategies vary in details depending on the region where services are offered.
• Incorporation of push model within management portfolio assists in efficient y of high quality products and services.
• Management team usually analyses references from similar projects ultimately used in providing clues on management issues.
• CEO ensures that every feedback is documented as required and expectations well-conceived.
• Decisions made by the board of directors determine the direction of events.
• Information flows from top-down.
• Senior management team of Aramex Inc.is fully involved in leadership of the project management.
• There’s weekly provision of financial report and at the same time identification of changed order opportunities.
• A number of factors contributing to the success of projects includes time-on-delivery and delivery according to budget plans.

Efficient Supply chain

• There’s use of revised, detailed and up-to-date schedules.
• Various financial budgets relates to the target segments for reasons of helping in resource allocation.
• The company’s enterprise managers usually check the project status weekly ensuring accountability
• Managers are focused based on knowledge of past, present and future expectations.

Main Issues and problems

• Major issues revolves around communication and transport.
• Analysis and communication can be done by use of software services and internet.
• Comprehensive packages such as Java are lacking and should be used to provide database support.
• Incorporation of cloud computing within data centre help in improving rate of applications.
• IT resource adjustments according to the unpredictable or fluctuating demands of business services is necessary.

General evaluation and alternative Solutions

• Overall performance of the company is analysed by use of various performance measurement tolls.
• Various targets are analysed by use of double bottom line, triple bottom line and balanced scorecard.
• Marketing approach based on social performance target is the balanced score card.
• General evaluation can also be done by use of business and revenue models.
• There is use of tools such as the Business Model Canvas capable of creating, delivering and capturing values.
• Revenue is generated through various delivery and consultancy services.
• Network between Aramex Inc. and customers involves use of social media, public relations approaches and other marketing approaches.
• Apart from the traditional public relations, the enterprise can make use of online public relations.
• Other marketing approaches include building business relationships through alliances with other logistic related companies.
• Skills and competencies of employees within the supply chain should be based on performances.
• Selection and recruitment of third-party salesmen enhances contact with customers.
• Areas that require attention involve key skills and competencies such as strong analytical and communication skills.
• There is also need to involve traditional channels in the recruitment process which includes adverts in the local newspapers.
• There’s need for separation of some failures from the team.
• Change in market needs and fund shortages can be used to justify positions.
• CEO may as well lay strategies by removing the experts from the project so that attention shifts to other projects.
• Such moves usually weaken the expert’s desire in bringing crucial changes to the project.