IBM 1000-Case Study Covid
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University of Windsor *
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110
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English
Date
Dec 6, 2023
Type
Pages
5
Uploaded by PresidentElement9904
St. Clair College of Applied Arts & Technology
IBM1000-23F-001
OPERATIONS & SUPPLY CHAIN MAGA Fall 2023 - 001
Submitted to
Professor
Steven Manweiler
,
Submitted by
Neeraj Varghese-0792777
1.
a
) Draw a ‘diagram’ to outline the supply chain for vaccine. Ensure
you include all participants and identify which are ‘upstream’ from
the transformation process and which are ‘downstream’ from the
transformation process.
b) which partners are 1’st tier suppliers and which partners are 2’nd
tier suppliers?
a) The supply chain for the COVID-19 vaccine is shown in the simplified schematic below.
Participants both upstream and downstream are included:
•
Research facilities, raw material suppliers, suppliers of pharmaceutical packaging,
and government approval agencies make up the upstream sector.
•
Manufacturers of vaccines, such as Pfizer, Moderna, and Astro Zeneca, are a part of
the transformation process.
Specialty Logistics Providers (for transporting chilled goods)
Hospitals, the medical community, and retailers (for the distribution of vaccines)
b) First-tier suppliers typically include Research Laboratories, Raw Material Suppliers,
Medicinal Packaging Suppliers, and Government Approval Agencies.
c)Second-tier suppliers might involve specialized logistics suppliers responsible for cold
chain transport.
2.
Why were the manufacturing plants impacted, and why were they either
limited to what they could produce or entirely shut down?
The following factors had an influence on manufacturing plants: - High
contagious rate, resulting in labour shortages and safety problems.
- Restrictions and lockdowns can disrupt supply networks and the workers.
- Redirecting resources from other items to the manufacturing of necessary
medical supplies.
- Difficulties locating raw materials and components because supply systems
are interrupted
3.
What were some of the special actions taken by manufacturers and
logistics providers?
- Producers changed their priorities to focus on COVID-19-related items.
- Logistics companies adjusted to meet the spike in demand for goods
connected to emergencies and health.
- Coordinating efforts to simplify distribution with governmental and medical
institutions.
- Adopting stringent safety procedures to safeguard employees in logistics and
manufacturing.
4. Research 1 company only (Pfizer – Moderna – Astro Zeneca) and
explain the distribution process they initiated to move their vaccine to
hospitals or vaccination sites. Did they ship direct/indirect? How did they
decide which country or which region would receive supply and how did
they decide how much vaccine to ship to a particular country or site?
- Pfizer employed a direct distribution strategy and collaborated with shipping
companies like UPS and FedEx.
- Contracts and agreements with the government served as the foundation for
decisions on distribution priority.
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- Allocation to nations/sites considered elements including population size,
infection rates, and medical facilities.
- To maintain temperature integrity, Pfizer transported vaccinations in
extremely cold storage containers.
- Vaccines were provided in accordance with regional medical standards at
specified immunisation locations.
5. In Chapter 1, “AGILITY” was described as an enduring trend in
operations and supply chain management. In your opinion, did the
pharmaceutical companies demonstrate ‘agility’ in responding to the new
market demands? Explain.
Pharmaceutical businesses showed flexibility in several ways, including: -
Rapidly shifting production to put the development and manufacture of vaccines
first.
- Working with different stakeholders to simplify distribution and approvals.
- Adjusting to disturbances in the supply chain and changing demand patterns.
- Using cutting-edge cold chain logistics techniques to distribute vaccines.
- Quickly modifying vaccination formulations in response to novel variations.
- Exhibiting significant adaptability and reaction to the developing global health
challenge.
References:
•
Moosavi, J., Fathollahi-Fard, A. M., & Dulebenets, M. A. (2022). Supply chain
disruption during the COVID-19 pandemic: Recognizing potential disruption
management strategies.
International Journal of Disaster Risk Reduction
,
75
, 102983.
https://doi.org/10.1016/j.ijdrr.2022.102983
•
Harapko, S. (2023). How COVID-19 impacted supply chains and what comes next.
EY - US
. https://www.ey.com/en_us/supply-chain/how-covid-19-impacted-supply-
chains-and-what-comes-next
•
Spieske, A., Gebhardt, M., Kopyto, M., Birkel, H., & Hartmann, E. (2022). How did
supply chain networks handle the COVID-19 pandemic? Empirical evidence from an
automotive case study.
International Journal of Physical Distribution & Logistics
Management
,
52
(7), 567
–
601. https://doi.org/10.1108/ijpdlm-06-2021-0231