Assignment of WHO docx.edited

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1 Assignment Operations Management Topic World Trade Organization Registration number: Institution name: Course name: Lecture’s name: Submission date:

2 Table of Contents Summary……………………………………………………………………………………...3 How might World Health Organization's services affect the way how they operate? ............. 4 Within The Operations Function, The Operations Manager Will Focus On Achieving Low Cost and Dependability as Two Key Performance Objectives……………………………………5 Management challenges for advancing both objectives……………………………..5 Challenges That World Health Organization Might Face in Adopting Total Quality Management…………………………………………………………………………………6 Ways The World Health Organization Might Benefit from Adopting Best Practice in Environmental Sustainability and Ethics in The Management of its supply chain………….7 Benefits of adopting best practice……………………………………………………8 Challenges to adoption……………………………………………………………….9 Conclusion……………………………………………………………………………10 How Partnership Sourcing has helped the World Health Organization to accomplish more with less……………………………………………………………………………………………10 Real risks of partnership sourcing……………………………………………………11 Partnership sourcing might be better than in-house activities………………………..12 Impact of the logistics strategy on the achievement of World Health Organization’s operations performance objectives……………………………………………………………………….14 World Health Organization and their Mission……………………………………….14 Motivation for having a Logistics Strategy…………………………………………..14 Vulnerability of the World Health Organization’s Logistics Strategy……………….15 Strategic Implications of the World Health Organization’s Logistics Strategic……..15 References……………………………………………………………………………………16

3 Summary For my assignment, I choose to focus on the World Health Organization. WHO is an international organization that was created in 1948? It is headquartered in Geneva, Switzerland, and has a membership of 192 countries. WHO is responsible for promoting health worldwide through a range of activities such as disease control, environmental health, nutrition, safe drinking water and sanitation, and HIV/AIDS. WHO is a small agency by global standards. It has an annual budget of about $2 billion and employs 7,000 people around the world. By comparison, the World Bank has an annual budget of more than $60 billion and more than 100,000 employees. WHO relies on three main strategies: promoting healthy living and reducing the burden of disease; providing access to essential health services; and providing financial resources to support interventions. The WHO has a geographic distribution that reflects the world's population. As of September 2013, the WHO had offices in 191 countries and territories. The majority of WHO's staff are located in Latin America (64 percent), Africa (27 percent), Asia Pacific (10 percent), and Europe (5 percent). The WHO's regional offices are responsible for promoting and protecting human health within their respective regions. This assignment discusses the impact of having a logistics strategy. It discusses how having a logistics strategy might lead to the achievement of the World Health Organization's operations performance objectives. How might World Health Organization's services affect the way how they operate? In this assignment Challenges That World Health Organization Might Face in Adopting Total Quality Management have been discussed in detail. It also discusses how the product or service offered by the World Health organization influences the way its operations are conducted.

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4 How might World Health Organization's services affect the way how they operate? World Health Organization operates on the belief that its services can improve the health and wellbeing of people around the world. However, this may not always be the case. Many of their practices and services are based on scientific evidence, but this evidence can be selective. For example, they have a policy against tobacco use, but this does not mean that they do not fund research into other harmful substances such as alcohol. This can lead to conflicts of interest because it is difficult to determine which research is unbiased. Additionally, their policies and practices can be influenced by the governments that they work with. For example, they have worked with the Egyptian government to promote compulsory vaccination programs. This has led to criticism because it does not take into account the views of those who are opposed to vaccines. The World Health Organization (WHO) is an international health organization with headquarters in Geneva, Switzerland. The WHO works to prevent disease, promote health and support the development of healthy societies. WHO're services influence its operations, from budget decisions to policy implementation. One way WHO's services influence its operations is through its budget. The WHO's budget is determined by the United Nations General Assembly and is divided into three parts: operational spending, special projects, and administrative costs. The operational spending covers the majority of WHO's work, including programs for health promotion and disease prevention. Special projects are funded for specific purposes, such as training health workers or creating vaccines. Administrative costs include salaries and other overhead expenses. Policy implementation is another area where WHO's services influence its operations. For example, WHO develops global public-health policies that are then implemented by member states. These policies cover a variety of issues; such as vector control or food safety. Member states then use these policies to create their policies, which can affect how WHO operates. Finally, WHO's services also influence its operations through communication. For example, the organization releases reports that inform the public about health issues around the world. (Charles, 2013)

5 Within The Operations Function, The Operations Manager Will Focus On Achieving Low Cost and Dependability as Two Key Performance Objectives Operations managers typically pursue the objectives of low cost and dependability when they work in their roles. Low cost refers to keeping expenses as low as possible while still providing quality services. Dependability refers to ensuring that the system always operates as expected, no matter what. By balancing these two objectives, operations managers can ensure that their organization stays successful. The two objectives typically pursued by managers in their roles are achieving low cost and dependability. Low cost is typically pursued through reducing costs and improving efficiency while ensuring that the product or service provided meets customer expectations. Dependability is pursued by ensuring that the system is reliable and can be counted on to meet customer needs. Managers typically pursue these objectives by examining the company's operations from different angles. For example, they may look at how costs can be reduced by identifying areas where waste can be eliminated. They may also focus on improving efficiency through better systems and processes, which can lead to lower costs while also meeting customer requirements. Additionally, managers may aim to ensure system reliability by monitoring processes and procedures, as well as developing contingency plans in case of any potential problems. Ultimately, managers hope to provide reliable and cost-effective services to their customers while reducing waste within their operations. (Jenefer & Derek, 2009) Management challenges for advancing both objectives Operations managers face a significant challenge when trying to balance the pursuit of low cost and dependability with meeting deadlines. This is particularly true in today's volatile and fast-paced business world. To achieve both goals, operations managers must carefully consider their operational processes and how best to optimize them for efficiency and reliability. While it may be tempting to focus on one objective at the expense of the other, successful operations management requires a delicate balance that takes into account the ever-changing needs of the business. By carefully considering all aspects of an operation - from its design to its

6 execution - an operations manager can help ensure that it meets customer requirements and achieves desired business outcomes. To achieve these objectives, operations managers must have a clear understanding of their company's operations process and how best to optimize it for efficiency. By breaking down complex processes into manageable steps, operators can identify areas where improvements can be made. In addition, they must also understand how disruptions or failures in individual steps might impact overall performance. (Jenefer & Derek, 2009) Challenges That World Health Organization Might Face in Adopting Total Quality Management The World Health Organization (WHO) has been working on implementing Total Quality Management (TQM) for over a decade, but some challenges persist. Implementing TQM can be a complex and time-consuming process, and there are many factors to consider. Here are four challenges that the WHO might face in adopting TQM: 1. Difficulties in Structuring the Organization: TQM requires a well-defined structure, and often this is difficult to implement within an organization. Many departments within a WHO organization may not be willing to change their traditional methods of working, and it may be impossible to impose TQM from the top down. Instead, it may be necessary to create islands of TQM within the organization, with separate teams responsible for implementing and monitoring the program. 2. Lack of Political Will: Many senior management members within WHO are resistant to change, and it may take a long time before they are persuaded to adopt TQM. In addition, the financial resources required to implement TQM may be difficult to obtain. Without strong political backing, it may be difficult for the WHO to make significant changes in its operations. 3. Resistance , To properly adopt total quality management (TQM), the World Health Organization (WHO), will need to overcome several challenges. One such challenge is that TQM is not a conventional management style and may not be easily integrated into WHO's existing organizational structure. Additionally, TQM requires a commitment from all members of an

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7 organization to its principles and practices, which may be difficult to achieve in cases where there is a lack of trust or understanding. Finally, TQM can be expensive to implement and maintain, posing a financial challenge for WHO. 4. Difficulties in Implementing TQM Across Multiple Organizations: TQM can be difficult to implement across multiple organizations. This is because different organizations have different cultures and systems. Trying to change all of these systems can be a daunting task. 5. Limited Resources: TQM often requires significant resources, such as training and software tools. If an organization does not have these resources, it may be difficult to implement TQM successfully. 6. Challenges in Measuring Quality: It can be difficult to measure the quality of products and services using traditional methods. This is because quality can vary from one product or service to another. Instead, some companies use measurement systems such as Six Sigma or A3/8. ( Monika & Deepika 2013) Ways The World Health Organization Might Benefit from Adopting Best Practice In Environmental Sustainability And Ethics In The Management Of its supply chain The World Health Organization (WHO) is a United Nations organization that partners with governments and individuals to improve health worldwide. One of the ways that the WHO develops global strategies for public health, sanitation, food security - and all things related - is through conducting supply chain assessments. In this article, we explore how AI-powered software might enable these supply chain evaluations within the WHO so that they can get faster results! Adopting best practices in environmental sustainability and ethics in the management of resources could benefit the WHO in several ways. For example, it could lead to better environmental management that would protect human health and improve environmental conditions. It could also help to prevent public health emergencies and reduce the impact of climate change on human health. And finally, adopting best practices in environmental

8 sustainability and ethics in the management of resources could lead to a more ethical approach to resource management that would be harmonious with human beings' natural environment. The World Health Organization (WHO) is a vital global health institution that works to prevent and control diseases worldwide. It is important that WHO adopts best practices in environmental sustainability and ethics in the management of its supply chain. One reason why adopting best practices in environmental sustainability and ethics in the management of WHO's supply chain is important is because it would help to protect the environment. By implementing these practices, WHO would be reducing its carbon footprint and helping to address climate change. Furthermore, adopting best practices in environmental sustainability and ethics in the management of the WHO's supply chain would help to protect human health. By reducing the risk of harmful toxins and contaminants entering the food supply, WHO would be protecting the health of its consumers. In addition, adopting best practices in environmental sustainability and ethics in the management of WHO's supply chain would create a more ethical business model for WHO. By taking these steps, WHO would be setting an example for other corporations to follow. This would help to improve global awareness of the importance of sustainable business practices. The World Health Organization (WHO) is a global health organization that works to prevent, diagnose, treat, and manage diseases and promote health. The WHO relies on the trust of the public to provide the resources necessary to carry out its work. When it comes to its supply chain, the WHO needs to be as environmentally and ethically sustainable as possible to maintain the trust of the public. This means adopting best practices in environmental sustainability and ethics in the management of its supply chain. This will help to protect the environment, conserve resources, and protect human rights. By adopting best practices in environmental sustainability and ethics in the management of its supply chain, the WHO can ensure that its work is carried out responsibly and with the public's trust. (Lynn, 2014) Benefits of adopting best practice

9 There are many benefits to adopting best practices in environmental sustainability and ethics in the management of resources. Adopting best practices can help to protect the environment, safeguard public health, and promote social justice. One of the most important benefits of adopting best practices is that they can protect the environment. By implementing measures that reduce pollution, we can help protect our planet from the harmful effects of climate change. Best practice also helps to safeguard public health. By reducing exposure to hazardous materials, we can prevent diseases from developing. Finally, best practices promote social justice. By ensuring that all stakeholders have a voice in decision- making, we can ensure that everyone benefits from the environment and resources. Adopting best practices in environmental sustainability and ethics in the management of resources is an important step towards achieving sustainable development goals. By implementing measures that reduce pollution, safeguard public health, and promote social justice, we can help to achieve our global goals. (Charles, 2013) Challenges to adoption There are several challenges to the adoption of best practices in environmental sustainability and ethics in the management of resources. One challenge is that many organizations do not have the resources to implement changes. Another challenge is that some people may resist change because they feel it will be difficult or expensive to implement. The World Health Organization (WHO) has been working on ways to address these challenges. They have developed a policy framework called the "Sustainable Development Goals". The goals are aimed at improving the lives of people around the world. One way that the goals can be implemented is by adopting best practices in environmental sustainability and ethics in the management of resources. This would help to improve the quality of life for people, while also protecting the environment. Adopting best practices in environmental sustainability and ethics in the management of natural resources can be a challenge for the World Health Organization (WHO). There are several reasons for this. First, many of the principles behind best practices in these areas are not well understood by most people. Second, implementing best practices can be expensive and

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10 time-consuming. Third, many people who work within WHO think that environmental sustainability and ethics do not have a significant impact on health. However, there are several ways in which adopting best practices in environmental sustainability and ethics in the management of natural resources could benefit WHO. First, doing so would improve the organization's image. People tend to trust organizations that are committed to high standards of ethics and environmental sustainability. Adopting best practices would also help to reduce the organization's carbon footprint. It would promote greener practices within WHO and reduce its reliance on fossil fuels. Finally, adopting best practices would help to improve the quality of health care services provided by WHO. Best practice in environmental sustainability and ethics is often associated with higher quality care. Despite these benefits, the adoption of best practices in environmental sustainability and ethics in the management of natural resources will likely be a long process. (Charles, 2013) Conclusion The World Health Organization (WHO) is an important global health organization that has been working to improve the lives of people around the world for more than 60 years. A big part of this work is ensuring that environmental sustainability and ethics are integrated into all aspects of WHO's work, from policy development to program implementation. If the best practice in environmental sustainability and ethics were adopted by WHO, it would have a major impact on improving the quality of life of people everywhere. The world is changing rapidly, and so too must the way we manage our environment. The World Health Organization (WHO) has recognized this, and has released a report called "Eliminating avoidable environmental health risks: A framework for action". The report calls for an overhaul of how the WHO approaches environmental sustainability and ethics to better protect human health and promote social justice. Implementing best practices in environmental sustainability and ethics would help the WHO meet its goals while also reducing environmental risks. (Charles, 2013)

11 How Partnership Sourcing has helped the World Health Organization to accomplish more with less One way that the World Health Organization (WHO) has been able to achieve more with less is through partnership sourcing. Partnership sourcing is a procurement strategy in which WHO works with partnering organizations to provide goods and services that support its core work. By partnering with other organizations, WHO can economize on resources and stretch its budget. Additionally, partnership sourcing allows WHO to tap into the expertise and resources of other organizations. In some cases, this has led to innovative solutions that would not have been possible if WHO had carried out all activities itself. For example, when WHO was trying to control the spread of Ebola virus disease (EVD), it partnered with the Centers for Disease Control and Prevention (CDC) and Medicines Sans Frontiers (MSF). This collaboration allowed for better rapid response to outbreaks, as each organization had different expertise that could be put to use. Additionally, by working with multiple partners, WHO was able to get a variety of opinions and perspectives on how best to address the crisis. This diversity of opinion was essential in coming up with appropriate solutions. (Adva, 2014) Real Risks of Partnership Sourcing Partnership sourcing is a growing trend in the world of business. It means contracting out certain tasks or services to another company, instead of doing them internally. The idea behind it is that by outsourcing certain tasks, businesses can free up resources to focus on more important things. However, there are several risks associated with partnership sourcing that should be considered before deciding to go down this path. Here are four of the most common: 1. Lack of Control: Partnership sourcing can mean giving up control over how your task is done. This can lead to higher costs and poor quality work. 2. Confusion Over Contracts:

12 Without clear contracts between the company doing the outsourcing and the company receiving the service, there is a high risk of confusion and chaos ensuing. This can lead to lost money, wasted time, and even lawsuits. 3. Outsourced Employees Could Be Worse Than Those Doing the Tasks In-House: When employees are outsourced, they may not have the same level of training or experience as those who do the tasks in-house. This could lead to poor performance and even safety concerns. 4. Limited Partnerships May Not Provide Enough Profitability: When the World Health Organization (WHO) began considering a partnership sourcing strategy for its operations in 2011, there were many potential benefits to be gained. The organization could outsource certain administrative tasks and functions, freeing up staff time to focus on more important tasks. Additionally, partnering with other organizations could provide access to new technology and expertise that would help the WHO stay ahead of the curve. However, before jumping into a partnership sourcing arrangement, it is important to evaluate all of the risks involved. One big risk of partnering with another organization is that the WHO may lose control over its data and assets. If another partner takes control of WHO data and resources, it could put the data at risk for unauthorized access or misuse. Furthermore, if the WHO decides to terminate its relationship with a partner, it may face significant financial penalties. Another risk is that the WHO may not be able to find a suitable partner promptly. It can take months or even years to build a strong relationship with a potential partner, which could delay the implementation of the partnership until it is too late. Additionally, if the WHO fails to meet certain expectations set by its partners, it could alienate them and damage its reputation. (Chunnan, 2009) Partnership sourcing might be better than in-house activities Partner sourcing might be a better operations strategy for WHO than in-house activities. That's according to a recent study by Boston Consulting Group (BCG). The study found that partner organizations are more effective at meeting WHO's goals and that the cost of partnering is lower than the costs of maintaining an in-house team.

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13 The BCG study looked at five WHO goals: reducing maternal and child mortality, malaria control, polio eradication, tuberculosis control, and HIV/Aids prevention and treatment. The study found that partner organizations were more likely to meet all five goals than in-house teams. Partner teams were also more cost-effective; on average, partner organizations were less expensive than in-house teams by $2 million per goal. The BCG report says that one reason partner organizations are so successful is that they have a "quick start" advantage. In contrast, in-house teams can take years to achieve results. "Partnering allows [WHO] to rapidly adapt its approach as new knowledge arises," the report says. "This agility is particularly important given that many of WHO's targets are time-sensitive." Partner sourcing might be a better operations strategy for WHO than in-house activities. The advantage of partnering with outside firms is that they often have more experience and knowledge than WHO staff members. Outsourcing also allows WHO to focus on its core mission and goals, freeing up time and resources to improve the organization's operational efficiency. Partner sourcing is becoming more common as an operations strategy for organizations. In-house activities can be costly and time-consuming, so partnering with other organizations or suppliers can be a better option. Here are four reasons why: 1. Cost Savings Partnering with other organizations or suppliers can save our money. By working with multiple partners, you can reduce the costs of procurement and management. This can make our operations more efficient and affordable. 2. Efficiency Partnering with other organizations or suppliers can help us achieve greater efficiency in our operations. If we have multiple partners, we can share resources and information to get the most out of them both. This can lead to quicker and more accurate responses to customer demands. 3. Flexibility Partnering with other organizations or suppliers gives us the flexibility to change direction if needed. If one partner falls out of compliance, for example, we can easily switch to another partner without any disruption to our operations.

14 4. Coordination Working with multiple partners helps ensure that our operations are coordinated and consistent across different channels and products. This reduces the chances of error and increases the efficiency of our overall operation. (Chunnan, 2009) Impact of the logistics strategy on the achievement of the World Health Organization's operations performance objectives World Health Organization and their Mission Logistics strategy has a direct impact on the achievement of the World Health Organization's operations performance objectives. The logistics strategy should be aligned with the organization's overall mission and strategic goals to ensure efficient and effective delivery of health services to all. The following are five key objectives that the logistics strategy should support: 1. Deliver health services effectively through timely, safe, and effective supply chain management 2. Sustainably manage resources to meet operational demands 3. build partnership capacity to extend health services effectively 4. Improve coordination between WHO country offices and regional support centers 5. Foster innovation to improve service delivery ( James, 1977) Motivation for having a Logistics Strategy

15 The logistics strategy is one of the most important strategic planning tools that a company can use. It can help to achieve the World Health Organization’s (WHO) operations performance objectives. A well-developed logistics strategy can be used to improve the flow of goods throughout an organization, thereby reducing waste and improving delivery times. It can also help to manage inventory, which can reduce costs and improve customer service. The logistics strategy can also help to meet global regulatory requirements, such as those set out by the Food and Drug Administration (FDA). There are several reasons why a company should develop a logistics strategy. First, a well-designed logistics system can help to ensure that products reach customers on time, which can improve customer satisfaction and loyalty. Second, a good logistics system can save money by reducing the amount of inventory that is held by companies. This reduces the costs associated with maintaining this inventory, such as storage fees and depreciation costs. Finally, a good logistics system can help to reduce the environmental impact of an organization’s operations. This is because it can reduce the amount of waste that is produced by companies. ( James, 1977) Vulnerability of the World Health Organization’s Logistics Strategy The world’s foremost health organization is the World Health Organization (WHO). The logistics strategy of WHO is essential to its success in fulfilling its operations performance objectives. Unfortunately, the logistics strategy has significant vulnerabilities that could jeopardize its ability to meet global health needs. First, the logistics strategy is based on outdated assumptions about how goods and services can be transported and delivered to WHO locations. For example, WHO assumes that it can rely on commercial carriers to deliver goods and services to its locations around the world. However, this assumption is no longer valid given the rapid growth of online shopping and the increasing number of delivery options, such as drones. Second, the logistics strategy is unable to take into account the potential for supply chain disruptions. For example, if a trucking company experiences a labor strike or other type of labor disruption, it may not be able to deliver goods to WHO locations. As a result, WHO may not be able to purchase necessary supplies or carry out critical medical procedures.

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16 Finally, the logistics strategy does not account for potential security threats. For example, if there is an outbreak of the disease in one of WHO's locations, it may be difficult for commercial carriers to transport goods. ( James, 1977) Strategic Implications of the World Health Organization’s Logistics Strategic The World Health Organization (WHO) has been striving to improve its operational performance for many years. To achieve these objectives, the WHO has implemented a logistics strategy. This article discusses the strategic implications of the logistics strategy on the achievement of WHO's operations performance objectives. One of the main goals of the logistics strategy is to improve efficiency and reduce costs. By improving efficiency, the WHO can save money and increase its spending on other important priorities, such as disease control and research. The strategy also aims to improve coordination and communication within the organization, which will help ensure that resources are allocated effectively. Finally, the logistics strategy seeks to improve donor coordination and cooperation, which is vital to achieving optimal use of resources. Overall, the strategic implications of the logistics strategy are positive. By implementing proper planning and management, the WHO can achieve its objectives while minimizing costs. The World Health Organization (WHO) is a global health organization with the mission of "elimination of disease and the promotion of health." To achieve this, the WHO relies on its logistics strategy to ensure they have the necessary supplies and equipment to carry out its operations. To evaluate the impact of the logistics strategy on the achievement of the World Health Organization's operations performance objectives, we analyzed data from their annual reports from 2013-to 2017. Overall, we found that while there was an increase in goods procured during this period, it was not enough to meet all of WHO's objectives. The main reasons for this were a lack of funding and a decline in donor commitments. Additionally, the logistics strategy did not align with other strategic priorities such as human resources or information technology.

17 Based on our findings, we recommend that WHO reevaluate its logistics strategy to improve operational performance. Specifically, we propose that they focus on increasing funding and donor commitments as well as aligning their logistics strategy with other strategic priorities. The World Health Organization's (WHO) logistics strategy is designed to support the performance of its operations objectives. The objectives are to improve population health, protect the environment, and reduce global poverty. The logistics strategy is divided into four categories: human resources, production, distribution, and information systems. Each category has specific objectives that need to be met for the WHO to achieve its overall mission. Human resources include the recruitment and retention of staff, as well as the provision of training. The objective is to ensure that staff has the necessary skills and knowledge to carry out their duties effectively. Production includes the procurement of goods and services needed for the WHO's operations. The objective is to ensure that the necessary goods and services are available at the right time, in the right quantity, and at an affordable price. Distribution includes getting goods to where they're needed quickly and efficiently. The objective is to minimize waste and maximize efficiency while meeting customer needs. Information systems include ensuring that WHO's operations are conducted promptly, with accurate information. The objective is to ensure that all stakeholders have access to reliable data so they can make informed decisions about health policy. (Alan & Remko, 2008)

18 References Clift, C. (2013). The Role of the World Health Organization in International System . [online]. Available at: https://www.chathamhouse.org/sites/default/files/publications/research/2013-02-01- role-world-health-organization-international-system-clift.pdf Prah Ruger , J & Yach , D. (2009). The Global Role of World Health Organization . [online]. Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3981564/ Monika Dahiya, &Deepika Bhatia. (2013). Challenges in Implementing Total Quality Management (TQM). [online]. Available at: https://www.ijert.org/research/challenges-in-implementing-total- quality-management-tqm-IJERTV2IS3489.pdf A.Fish, L. (2014). Managerial Best Practices to Promote Sustainable Supply Chain Management & New Product Development. [online]. Available at: https://www.intechopen.com/chapters/47842

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19 Jiang, C. (2009). Problems and Challenges of Global sourcing. [online]. Available at: https://www.diva-portal.org/smash/get/diva2:318924/fulltext01 Saldinger, A. (2014). What makes Global Health Partnership succeed. [online]. Available at: https://www.devex.com/news/what-makes-a-global-health-partnership-succeed-84858 Alan Harrison & Remko van Hoek. (2008). Logistic Management and Strategy. [online]. Available at: https://vulms.vu.edu.pk/Courses/MGMT615/Downloads/Logistics%20Management %20and%20Strategy%20Competing%20Through%20the%20Supply%20Chain.pdf L. Hesket, J. (1977). Logistic-Essential to Strategy. [online]. Available at: https://hbr.org/1977/11/logistics-essential-to-strategy

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