Supply chain management deals with the integration of different business operations across the supply chain. By doing this, it lays more emphasis on employees, management, stakeholders’ and customers (Hines 2004, p. 21). Ms Nok should be engaged in effective supply chain management because of unexpected surge in demand.
This means that she will have to integrate various processes by making good use of supply chain management. She can enhance this by looking at forecasts, demand signals, transportation, inventories and any potential contributions that might come about in the course of doing business.
The restaurant will deal in foodstuffs that have a longer shelf life and those ones that have a short shelf life. This therefore demands an effective approach to inventory management. Supply chain management can be used to address various problems (Hines 2004, p. 27). Since this is a restaurant business, it must come up with a good distribution strategy. This will ensure that all customers are effectively attended to.
Aspects of Supply chain management
Supply chain management can address various trade-offs in logistical activities. This means that all activities should be properly coordinated. In the long run, the restaurant will be in a better position to operate more cost effectively. These trade-offs are very important in the development of an effective approach to supply chain management.
In a broad perspective, supply chain management is supposed to deal with the configuration of the restaurants distribution network. This will look at the network, mission of suppliers and their location. In addition, it can be done after a clear assessment of distributors and their warehouses has been carried out (Lavassani 2008, p. 13).
Proper supply chain execution should revolve around effective coordination and management of information. Successful organizations should focus on flexibility and adherence to core business competencies. Supply chain management can be outsourced to reduce on costs and enhance organizational activities (Hines 2004, p. 32). However, this is not advisable in the hospitality and restaurant business that demands a lot of personal commitment.
Supply chain management has created a lot of interest and focus because of the urge to satisfy diverse consumer interests. This means that it is supposed to improve trust and also on the other hand enhance collaboration (among supply chain partners). In this case, supply chain activities can still be grouped for efficiency.
For the restaurant to compete well and attract a good number of customers, it is supposed to increasingly rely on effective supply chain management. This is should be done in relation to the ever changing competitive business environment and networked economy. The business should therefore embrace a collaborative supply network because of the nature of foodstuffs (Lavassani 2008, p. 16). Good supply chain management will be achieved through effective internal management structures.
This will ensure that customers are attended to without any problem. Because of persistent changes in the business environment, the restaurant should build a good supply chain network. Technology should be used to coordinate its supply chain network because of unexpected number of customers. In addition, supply chain integration is also needed. This means that the restaurants’ management will have to relate well with different suppliers.
It should be understood that suppliers play an important role in value chain addition. This can be explained from the fact that timely supplies will ensure that customers are satisfied. For the business to operate a fully integrated supply chain, it should ensure that information is properly shared (Hines 2004, p. 39).
Recommendations
Ms Nok needs a good and effective supply chain strategy. In this case, she should look at the key supply chain processes. This will include, demand management, customer relationship and service management, order fulfillment, returns management and supplier relationship management (Thareja 2008, p. 11).
Demand management is necessary as it will help the business to know the number of customers to expect at a given time. In this case, they will be able to order enough foodstuffs in time. Foodstuffs that have a longer shelf life can be ordered early based on the number of customers that are expected. On the other hand, foodstuffs that have a short shelf life can be ordered after a clear assessment of demand patterns has been done (Thareja 2008, p. 15).
Customer relationship and service management will enable employees and the management to relate well with customers at a personal level. By doing this, they will be able to know their individual needs. On the other hand, it is a source of information. The business should strive to maintain and establish good customer rapport.
This will enable the business to order for enough stocks. In the long run, the restaurant will be in a good position to enhance customer loyalty. Customer loyalty can be used for sustainability. Supplier relationship management is important for effective supplier chain management.
This is because suppliers determine if the business will be able to meet diverse consumer interests as per their expectations. Ms Nok should specifically focus on foodstuffs that have a short shelf life. These suppliers are supposed to be highly flexible. Flexibility can only be guaranteed if the management will be able to maintain a good relationship with these suppliers. For a good supplier relationship, the management should be credit and trust worthy.
The purchasing department is supposed to place for orders from suppliers after looking at various requirements. This can be understood by looking at demand patterns. Ms Nok can use her database to know the amount of perishables that are consumed in a single day (Malcolm 2000, p. 21). Such perishables can not be ordered in advance as customers need to be served with fresh foodstuffs. This is the only way that the business will be able to build its name and reputation.
In addition, the marketing department is supposed to be more vibrant. This will enable them to respond to various customer needs. The marketing department can be able to project the number of customers that will visit the restaurant and help the management in making enough orders. Increased marketing means that more customers will be reached. For these customers to be satisfied, the restaurant should be able to have enough stocks of perishable foodstuffs and those ones that have a longer shelf life.
Customer forecasting is also needed to prepare the restaurant for any increase in the number of customers. This can be achieved by ensuring that there is a good and efficient customer feedback program (Lavassani 2008, p. 27). Strategic plans should also be drawn up with suppliers to ensure that they are reliable as far as both foodstuffs are concerned. This will create a win-win situation for both the restaurant and suppliers.
Quality management
A successful restaurant needs effective quality management. Quality management should lay more emphasis on the quality of services and products. In addition, it should also look at the means of achieving this. The restaurant will be bale to attract customers by ensuring that it maintains quality. For the restaurant to achieve this, it should use various management principles (Mulcaster 2009, p. 24).
These principles will involve the enhancement of the restaurants activities by laying more emphasis on customers and effective decision making. Leadership should be geared towards value addition. This is because good leadership will ensure that activities are properly coordinated in the restaurant. Employees will produce good results and quality services through good leadership (Malcolm 2000, p. 29).
Ms Nok should ensure that customers are satisfied through quality products and services. This means that foodstuffs should meet expected standards. Quality food and close customer attention will guarantee more customers. This should be done in compliance with hospitality ethics and expectations. Quality management in the restaurant can also be enhanced and improved by involving customers in business activities.
This can be done through feedbacks on areas they want see an improvement. For example, customers can demand a change in the menu. In the long run, they will be part of the restaurant and as a matter of fact they end up more satisfied (Murray & Richardson 2002, p. 9). The restaurant should continually improve its services every now and then. This should be done in relation to the current market trends. As a matter of fact, continual improvement of services is necessary and vital in the hospitality industry.
Quality assessment
Quality assessment will be used to measure quality by setting good standards. It will tell if the restaurant has achieved its expectations as far as quality is concerned. On the other hand, quality assessment can be said to be the measurement of quality. There are various techniques that can be used for quality assessment. Ms Nok can use total quality control, quality control and quality assurance (Lavassani 2008, p. 13).
Total quality control will focus on the customer to define quality based on the services that they have been offered at the restaurant. This will be achieved by embracing teamwork in the unification of goals. Products in the hospitality industry are very perishable and the restaurant should frequently involve customers in service delivery. This means that products can not be stock piled but must be produced on demand (Tueth 2010, p. 11).
Because it might not be easy to determine customer requirements, it will be necessary to involve them in coming up with good standards. The restaurant will therefore use feedbacks to measure performance. Quality assurance should also be used to asses’ quality as far as the restaurants operations are concerned. In this case, services should satisfy customer expectations.
Customers can also have their own perceptions on quality. Quality in service delivery will be enhanced by aligning the restaurants operations within the frameworks of the hospitality industry. These frameworks will be used to contrast various customer expectations. The restaurant can come up with good ways of monitoring and setting their own service standards. This will be done by welcoming suggestions on actions that can be adopted to enhance quality (Malcolm 2000, p. 21).
Quality control will be done by reviewing all the factors of production. This will enable the restaurant to achieve high levels of consumer satisfaction. Ms Nok can achieve this by laying more emphasis on competence. Competence will encompass qualifications, skills, experience and knowledge. Other soft elements like motivation, confidence, team spirit and personal integrity can also be used to enhance quality. The restaurant can achieve this by using tastes to uncover defects (Tueth 2010, p. 11).
These defects will then be reported to the management for them to make the right decisions. In the long run, the management will be in a good position to minimize such defects. The restaurant can also employ quality management approaches for sustainability. For instance, Ms Nok can use the quality circle. In this case, workers or employees will be under the leadership of a supervisor. The supervisor will help them to identify and analyze work related problems that will be later presented to the management.
In the long run, the management will come up with better ways of solving problems thereby motivating and enriching the morale of workers to serve customers well (Lavassani 2008, p. 19). In addition, they will have more confident in undertaking their duties. Kaizen is also another approach that can be used to enhance quality management. It will focus on continual improvement of processes to support business activities. These activities will continually add value to all business functions with more emphasis being laid on quality.
In addition, this approach improves standardized activities. The restaurant will therefore be able to operate more effectively and in the long run minimize on costs. Effective operations management will ensure that the restaurant is more profitable. The management should come up with lean services that will satisfy different customers. This can be perfected by predicting and managing waiting lines. Waiting lines should be effectively managed as they play a big role in customer satisfaction (Tueth 2010, p. 17).
Conclusion
A successful restaurant needs effective quality management. Quality management should lay more emphasis on the quality of services and products. In addition, it should also look at the means of achieving this. The restaurant will be able to attract customers by ensuring that it maintains quality. For the restaurant to achieve this, it should focus on a number of management principles.
Ms Nok needs a good and effective supply chain strategy. In this case, she should look at the key supply chain processes. Supply chain management can address various trade-offs in logistical activities. In a broad perspective, supply chain management is supposed to deal with the configuration of the restaurants distribution network. This will look at the network, mission of suppliers and their location. In addition, it can be done after a clear assessment of distributors and their warehouses has been carried out.
Supply chain management has created a lot of interest and focus because of the urge to satisfy different consumer interests. This means that it is supposed to improve trust and also on the other hand enhance collaboration (among supply chain partners). Ms Nok should use supply chain management to improve the on the restaurants activities and operations. In this case, supply chain activities can still be grouped for efficiency. Grouping can be done by looking at various business trends and dynamics.
Reference List
Hines, T., 2004. Supply chain strategies: Customer driven and customer focused. Oxford: Elsevier.
Lavassani, M. K. Movahedi, B. & Kumar, V., 2008. Transition to B2B e-Marketplace enabled Supply Chain: Readiness Assessment and Success Factors, Information Resources Management. Canada: Niagara.
Malcolm, G., 2000. The Tipping Point. New York: Little Brown.
Mulcaster, W.R., 2009. Three Strategic Frameworks. USA: Emerald Group
Murray, E. & Richardson, P., 2002. Fast Forward. Oxford: Oxford Press Inc.
Thareja, P., 2008. Total Quality Organization Thru’ People, Each one is Capable. Upper Saddle River, NJ: Pearson Education.
Tueth. M., 2010. Fundamentals of Sustainable Business: A Guide to the Next 100 years. Hackensack: World Scientific Publishing Co.