Adapting towards changes is not an easy task, especially in the XXI century, when a company must keep in pace with both technological and business innovations. At present, it seems that DVS is facing three key issues, which are sourcing, procurement and the problem of overcrowding.
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Despite the fact that the three concerns mentioned above cannot be related to the same field, they can still be tackled by changing a single aspect of the company’s operations.
When it comes to the issue of sourcing and the issues that the DVS Company is currently facing in the given field, one must admit that the company’s problems stem mostly from inadequate sourcing.
The latter, in its turn, has clearly been caused by the change in the strategies of sourcing and procurement, which, in their turn, were triggered by the appointment of a new person in charge of the above-mentioned processes (Coyle, Langley, Novack, & Gibson, 2013). Consequently, it would be logical to suggest the company to return to the previously adopted strategies.
However, in the light of the factors that have caused the current issues, such solution may seem unreasonable. Indeed, when considering the issue closer, one will find out that the basic issues related to sourcing are caused by the lack of adequate technology.
Thus, it can be assumed that the DVS Company should start using the latest techniques in information management and get the equipment that will help make production process faster and more efficient.
For example, it can be assumed that a specific password-protected database, which every member of the company has the access to, should be used to store the data concerning the company’s performance (Langley, Gibson, Novack, & Bardi, 2009). The problem of procurement is considerably easier to handle.
It is important that DVS should get its priorities straight and choose whether it is more important for the company to maintain its reputation by providing the TA with the products of the same high quality, yet with a slight delay in delivery, or whether the company should make a step backwards in the quality of its goods and put the emphasis on the speed of durable vinyl siding production.
At the given stage of the DVS development, though, it seems that putting the company’s reputation as a high-quality service is rather dangerous; instead, the deadlines could be moved to a more reasonable date.
Finally, the issue of overcrowding can be resolved by reconsidering the product placement and arranging the goods in the warehouse so that the customers could split into several major groups and, therefore, check the goods that they need without creating “traffic jams” in the middle of shops.
Undergoing a range of changes related to the recent appointment of a new director and a sourcing manager, DVS has to shape its strategies so that they could contribute to the company’s growth instead of contributing to the company’s stagnation.
What used to work previously has clearly become dated in the XXI century; it is evident that the company’s processes, as well as the information that the company acquires and uses, must be arranged and stored with the help of the latest technological innovations.
Although it will be unreasonable to abandon the time-tested strategy completely, and that there can be a number of useful ideas to use in future in the approached adopted earlier, DVS clearly needs an update on its procurement strategy.
Coyle, J. J., Langley, C. J., Novack, R. A., & Gibson, B. J., (2013). Supply chain management: A logistics perspective (9th ed.). Mason, OH: South- Western Cengage Learning.
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Langley, J. C., Gibson, B. J., Novack, A. R., & Bardi, E. J. (2009). Supply chain management: A logistics perspective (9th ed.). Mason, OH: Cengage Learning.