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Supply Chains, Networks and Markets
Table of Contents
Introduction
................................................................................................................................
4
Main Body Part 1
.......................................................................................................................
4
Main Body Part 2
.....................................................................................................................
11
Conclusion
................................................................................................................................
17
References
................................................................................................................................
19
Appendix
..................................................................................................................................
21
Table of Figure
Figure 1: Resource-based view
.................................................................................................
5
Figure 2:Design thinking Approach
........................................................................................
6
Figure 3: socially responsive business practices
......................................................................
8
Figure 4: CSR of M&S
.............................................................................................................
9
Figure 5: brand reputation and many devoted customers
.....................................................
10
Figure 6: SDGs of M&S
.........................................................................................................
12
Figure 7: SDG Indicator
.........................................................................................................
13
Figure 8: cope with the Covid-19 Impact
...............................................................................
15
Figure 9: M&S Data during Covid
.........................................................................................
17
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Introduction
Modern enterprises, especially those that operate on a worldwide basis, must have supply
chains, networks, and markets. Supply chain management (SCM) theory and practice are
becoming more widely acknowledged as being crucial for organisations to fulfil their
sustainability and development objectives (
Baloch and Rashid, 2022). This study looks at
how SCM methods have affected the growth and sustainability of the renowned UK retailer
Marks & Spencer (M&S). This report's goal is to evaluate critically how SCM theory and
practice affect M&S sustainability and development objectives. The research offers useful
insight into how M&S can enhance its SCM practises and help achieve sustainable
development by looking at the company's business practices and analysing its approach to
target markets.
The study also evaluates M&S's standing in the worldwide market and its internal and
external expertise. In addition, the paper discusses M&S horizontal and vertical network
collaboration, strategic design analysis, information exchange and decision-making process,
B2B and B2C communication, ICT solutions, business clusters, and creative partnerships.
The research also evaluates M&S's corporate social responsibility policies and framework for
quality assessment (Diaz‐Sarachaga, 2021). The two themes of the UN Sustainable
Development Goals (SDGs) and the COVID-19 impact are the subject of this report's
analysis of the viability and growth of M&S's business strategy in the target market. To
address the challenges and opportunities brought on by these issues, M&S must develop
solutions that are grounded in practice.
Main Body Part 1
Supply Chain Management Theories and practices
The Resource-Based View (RBV) of the enterprise claims that entrepreneurial activity can be
seen as an effort to outperform rivals (See appendix 1). A business that employs a value-
added strategy has an advantage over rivals because they are unable to match its resources at
the same time. RBV's two major hypotheses—resource diversity and resource immobility—
underlie his ongoing competitive advantage. RBV for the business demonstrates that
technical oversight, human capital management, and innovation—in addition to R&D
practices—help retain a competitive edge and are challenging to copy. The diversity of
resources, including human intelligence and resource immobility, is what fosters the creation
of long-lasting competitive advantage (Akhter et al.,
2021). When a supply chain is formed,
companies are expected to be the primary stakeholder associations. Customers, staff, and
chain partners are just a few of the stakeholders listed. In their interactions with interested
parties, businesses are referred to as "nodes of contract". When it comes to the administration
of the organization's resources, top managers operate as the company's key contractual
marketers by swiftly or indirectly negotiating deals with stakeholders. When a corporation
takes a stakeholder-dominant attitude, all significant operational and strategic decisions must
be made while taking into account the legitimate interests of all relevant stakeholders.
Determining which stakeholders are most likely to be remembered is a crucial component of
effective stakeholder management since stakeholder relationships are always at danger,
whether consciously or unintentionally is among the initial steps in the prevailing idea in the
stakeholder literature is that businesses take the initiative in bringing their stakeholders'
interests into line in order to accomplish shared objectives.
Figure 1: Resource-based view
Source: (
Baloch and Rashid, 2022)
Utilizing supply chain strategy to develop, manufacture, procures, distribute, and handle
customer service issues should be in line with business strategy. All participants in value
chains should be committed to creating new institutions, systems, and practices. To create a
strategy that offers end customers higher levels of service, assets like inventories, machines,
and workers must be combined (
Baloch and Rashid, 2022). Supply chain planning aims to
increase effectiveness and responsiveness to client needs by foreseeing future requirements.
In order to provide full-service supply chain planning, the Marks and Spencer team, a
worldwide, multidisciplinary organization, gathers
numerous industry experts into one team
(Marks and Spencer, 2023a). Customers can use Marks and Spencer's supply chain planning
solutions to balance limits, performance, and capabilities with consumer demand. The
processes involved in acquiring goods, services, or labor from other parties also include
contract management, supplier relationship management, replenishment, and procurement.
By transforming procurement, Marks and Spencer Consulting assists businesses in enhancing
supply chain collaboration, supplier management, and efficiency (Dasani et al.,
2021). The
company's sourcing and procurement division equips clients with the information and skills
necessary to reduce expenses. M&S can assist clients in transitioning from transactional to
strategic sourcing groups thanks to vast market experience (see Appendix 6).
Design thinking Approach
Retailer Marks and Spencer (M&S) of the UK turned to Zetes, a provider of supply chain
technology, to enhance visibility and execution throughout its fresh food supply chain.
Retailers now have access to real-time information into the fulfillment performance of their
fresh produce supply chain thanks to the Zetes Olympus Supply Chain Visibility Platform
(See Appendix 2). Through real-time alerts, the platform assists M&S in anticipating
potential availability disruptions, enabling the company to swiftly take preventative action to
maintain perishable fulfillment standards (Barik and Yadav, 2021). The technology, which
links M&S with all logistics companies (see Appendix 7), also makes it easier for supply
chain participants to collaborate more effectively. The retailer's business transformation
programmer, which was introduced in November 2017, might be considered as a component
of the news of this relationship with Zetes. The programmer aims to professionalize M&S
while repairing the foundations and defining the future. M&S has so far announced a
slowdown in the Simply Food store opening programmer, an acceleration of its UK store real
estate project, and sales and franchising of its retail businesses in Hong Kong and Macau as
part of this transformation programmer.
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Figure 2:Design thinking Approach
Source: (Diaz‐Sarachaga, 2021)
To modernize the shopping experience and promote hybrid work, British multinational
retailer Marks and Spencer (M&S) is adopting a digital-first attitude and revamping both its
offices and its 600 retail sites. M&S realized it needed to develop a hybrid strategy that
facilitated collaboration between office and remote workers when certain staff started coming
back to the office (Diaz‐Sarachaga, 2021). Surface Hub 2S interactive whiteboards were
installed in the company's workplaces to promote cooperation and create an environment
where all employees could speak freely and feel heard. Additionally, without having to
interact in person, workers can easily view new clothing designs. M&S has expanded its
forward-thinking philosophy into the retail industry. To deliver quicker, more effective
service and direct their workers to better serve their customers, all store managers now utilize
Surface Go. The retail crew always had access to the information they required thanks to
Surface Go devices, which cut the pressure in-store to a third. Corporate Social Responsibility (CSR) with ethical business values
Incorporating socially responsive business practices
To affect political and economic conditions, Marks & Spencer makes advantage of its
expanding influence over nations, economies, politicians, and customers. Building an ethical
company model is incredibly difficult due to the worldwide nature of industry, which only
serves to muddle matters further. Consumer perceptions of ethical business practices are
influenced by regional differences in peculiarities, beliefs, and understandings (
Feng et al.,
2021). The strategic choices, performance, and results of corporate social responsibility
(CSR) operations are significantly impacted by these disparities (see Appendix 3).
Additionally, Marks & Spencer's expanded authority has given it more responsibility (Baden,
2016). Even though urgency and conflict of corporate responsibility, this does not imply that
higher levels of responsibility must first be attained. Nevertheless, despite regional
differences, the framework effectively captures the essence of CSR and demonstrates how it
can advance society. Figure 3: socially responsive business practices
Source: (
Gao et al., 2022)
Additionally, Marks & Spencer now has more responsibility as a result of its increased
authority (
Gao et al., 2022). Despite the urgency and conflict of corporate responsibility
being highlighted in Figure 3.6, this does not imply that higher degrees of responsibility must
be accomplished first. Nevertheless, the framework successfully captures the essence of CSR
and illustrates how it can advance society, despite regional differences. Improved public opinion
Many businesses are seen using their CSR initiatives to win over the public and make a
difference in the world, but Marks and Spencer actually cares about what they say. When a
firm introduces a CSR policy, it is almost always more likely to attract public attention and
boost brand perception, although many brands and businesses already have CSR policies that
are rarely made public. There are businesses and brands that conduct research into what they
are doing to combat climate change (Iwasaki et al.,
2023). Most people associate Marks and
Spencer with high prices and an older demographic, but in truth, the company is quite
inclusive and has a CSR policy, so there is something for everyone. Because they champion
human rights and source their goods ethically, they make sure that their suppliers and staff is
treated fairly. By 2040, they aim to achieve net zero under "Plan A" (
Kerdpitak, 2022). If it
succeeds in doing so, it will undoubtedly be reported in various newspapers, giving Marks
and Spencer a favourable reputation as the "If" people. As a big event is about to occur, the
public should start paying attention to what M&S is doing to be sustainable and promote
human rights. People want to support businesses that are doing well for the environment and
human rights.
Figure 4: CSR of M&S
Source: (
Kerdpitak, 2022)
Improved customer loyalty/brand image This is advantageous because a brand that sells high-quality goods that are produced and
sourced sustainably is more likely to have a favorable reputation than one that does not. This
is so that customer doesn’t affect the environment and are more likely to buy everything from
providers who are sustainable rather than polluting it. If M&S achieve net zero objective, it
will give an even more positive image to Marks and Spencer since consumers may want to
identify M&S with net zero to buy (Kharouf et al.,
2022). Marks and Spencer currently has a
very strong brand reputation and many devoted customers. Sustainability is mentioned in
their CSR policy as a means of retaining clientele. Since 2020, they have only sold clothing
that is manufactured entirely from recycled cotton. Scope (undated sustainability at M&S).
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The knowledge that the food they buy from M&S is of the highest quality, handled with care
by M&S, paid fairly, and sourced from suppliers who uphold the highest standards of ethics
ensures customer loyalty. It might result in someone staying.
Figure 5: brand reputation and many devoted customers
Source: (Kharouf et al., 2022)
Ability to charge premium prices
This is advantageous since businesses may spend more on producing their goods depending
on their CSR practices. The majority of businesses who have policies either merely want to
be more sustainable or it entails moving products to more sustainable sources, which
frequently implies that the product is more expensive to create and the business must charge a
higher price. Premium prices signify premium-quality goods, which might draw in a variety
of clients, making this a benefit (Koberg and Longoni, 2020). More consumers spending
more money on things at higher prices translate into bigger profits and CSR policy goals.
Marks and Spencer have previously taken this action. The general consensus is that M&S
overcharges for their products when operating behind the scenes. They support human rights
in order to guarantee that all workers in their farms and shops receive fair wages. And we
want to ensure that everyone in the industry has what they require so they can keep paying
farmers higher wages and supporting them when they seek higher insurance rates. They
maintain the sustainability of their products by treating their suppliers well. Enhanced recruitment, motivation and staff retention
This is helpful since a lot of people want to work for organizations that are improving the
world. This indicates that the business employs individuals who are motivated to operate in
environments that improve the world. Marks and Spencer employs over 70,000 people across
all of its stores, support centers, logistical operations, and international teams (Kumar and
Kapoor, 2021). The existence of this policy and the knowledge that Marks & Spencer takes
corporate social responsibility seriously both have a significant influence on why individuals
choose to work there and what keeps them motivated. It implies that there is a chance. CSR is
significantly impacted by it.
Main Body Part 2
UN SDGs
Marks & Spencer (M&S) has fulfilled many of the pledges set throughout the year and made
great progress in its 2015–16 Plan A Environmental and Ethics Programmed. From 64% a
year ago, nearly 75% of all M&S products now exhibit strong Plan A performance (See
Appendix 4). The business has improved its water efficiency (by 31%), food waste (by 9%),
and energy efficiency (by 39%). Sensitivity is a concept and a set of behaviors that are
imprecise and can signify different things to different
people. Thoughts advance, yet some
people are resistant to being persuaded by the comfort of thought. The mindset of the affluent
developed nations may lead resourceful circles to anticipate intelligent modifications to
impose stricter restrictions and norms to aid the less developed nations. It draws attention to
the expenses involved in making economic changes that can set developed countries apart
from developing ones. This study demonstrates how important access to pertinent
information and productive learning are to comprehending and keeping track of maintenance-
related problems. It is especially crucial in agricultural nations where managers want
insightful data and focus on fundamental objectives of normal and social security (Oriade et
al., 2021). The worldwide economy, job markets, and government spending plans have all
been significantly impacted by the COVID-19 epidemic. While some economies are
improving, others are having difficulty. The war in Ukraine intensifies in a positive way and
has global and financial repercussions. Some significant historical problems, like those
mentioned in the Sustainable Development Goals (SDGs), continue to be troubling. These
objectives are now more daunting, but also more challenging to accomplish. Officials are
now expected to provide unfathomable and scary financial and power of attorney rights. In
either case, states have responded to the pandemic by issuing exceptional fiscal
recommendations and making adjustments. Numerous social issues still need to be resolved. Figure 6: SDGs of M&S
Source: (Salehi-Amiri et al., 2022)
The first of the United Nations' 17 practical development objectives is "Zero Poverty"
(Salehi-Amiri et al.,
2022). The ability to resist poverty is also a prerequisite for having a
stable job. A competitive employment market offers the best opportunity for everyone to
showcase their talents and make money. The EU's main objectives are a functional state aid
system and labor market. According to the Commission, the GRI rules should be the lens
through which we view the financial, physical, and social impact of an organization and the
achievement of appropriate improvement goals through a set of interrelated principles. Open
entry opportunities, secure employment, and state-controlled retirement are among the main
criteria of the European Social Opportunities Pillar Action Plan. Even while the Brundtland
Commission puts forth the concept of a healthy upgrading, it appears difficult to implement
in the corporate world. Although there have been many analyses of the significance of
business sensibility, there is general agreement that
business support is a business strategy
and practise for resolving business issues. It doesn't imply that the organizations and partners
of today develop, support, and improve the common and human resources that will be
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required in the future, while also offering data on the viability of non-financial areas from a
material, social, and economic standpoint and developing a system that reports on the
capacity to give view. The key justifications for harmonizing profitability refinement are the
effects of sufficiency difficulties on company performance, the more noticeable basis for
linearity, and alignment with collusion rights and business approaches. Offices, validity,
partners, and flags are the repetitive complexity of CS's overpowering estimates (
Seydanlou
et al.,
2022). Due to hierarchical problems, survival reports aid in reducing disproportionate
information and inconsistencies in interior and outside detour situations.
Figure 7: SDG Indicator
Source: (
Seydanlou et al., 2022
)
How to cope with the Covid-19 Impact
In the coming three months, Marks & Spencer, a London-based company, will cut its
employees in its central office, regional administration divisions, and UK branch. The layoffs
represent about 9% of the company's personnel. According to Marks & Spencer, group sales
dropped 13.2% for the three months that ended on August 8. This was brought on by a 38%
drop in in-store purchases of apparel and household products. 68% of Marks & Spencer's
orders were delivered to consumers' homes during the quarter, the company reported. In the
same time frame last year, it was 29%. To make its stores "bigger and better," Marks &
Spencer (M&S) invests £480 million, resulting in the creation of 3,400 employments. During
the upcoming fiscal year, the retailer intends to add about 20 new locations (Valdez-Juárez et
al.,
2021). Basic data indicates that using the internet as a Covid source is linked to less
cautious behaviour during the pandemic and increased belief in dubious assumptions.
Without a doubt, a large number of people have come across little information about the
COVID pandemic that appears to have been made up entirely online using deceptive
distraction techniques. The Harbingers of Unity must reconsider and update their innovative
organization in light of the challenges envoys encounter in these remarkable times. Plans for
capacity networks rely on a variety of emerging technologies, including the web of things,
block chain, and fake perceptions. Emphasize assisting with store
organization. Suggestions
and plans for the development and revival of business and science. During the Covid
pandemic, Marks and Spencer's popularity fell off quickly and sharply.
Figure 8: cope with the Covid-19 Impact
Source: (Valdez-Juárez et al., 2021)
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The impact of the current epidemic on Marks and Spencer's global business will probably
have an effect on other affected organization, despite the fact that the company has
demonstrated adaptability at prior unprecedented periods. According to (Meyer et al., 2022)
The Marks & Spencer company should reconsider and alter the following common financial
needs, though: Exchanges at a few organization have been significantly impacted by known
instances of Covid (See Appendix 5). Currency controls have grown prevalent, while
bartering for office supplies and construction materials has become the norm. While there is a
superficial correlation, financial companies and companies involved in the development of
building materials had the strongest negative correlations between stock market gains and
covert Covid-19 cases. It is possible to see a recidivism coefficient that deviates from the
trend. This shows that genuine interest in cash-based neighborhood lockdown limits had a
greater influence at a period when Covid spread widely locally than ordinary consumer and
vendor reactions to construction materials and store redesigns (Wellner et al.,
2021).
Organization heavily hit by the pandemic made the cuts. Second, the organization has
adjusted its development projections for the following year in response to the Covid
epidemic. These responses significantly outweighed those that were favorable to growing the
family. It is also important to determine whether Covid and its attempts to stop the spread of
the disease have been impacted when describing an organization's perception of the epidemic.
These exploratory inquiries are likely to spark rumors about potentially major cost changes
due to their general phrasing. It's demonstrated to give In general; Covid is far more
significant than shocks to the financial exchange rate. Generally speaking, organization need
to reduce expenses right away and the organization that are most impacted by the disease are
the ones who are reducing costs the most.
Figure 9: M&S Data during Covid
Source: (Wellner et al., 2021)
Conclusion
This study draws on how companies are being held more liable for their own internal goals
and the material, social, and economic results of their suppliers. Most likely, businesses will
try to keep an eye on serviceability throughout their inventory structure. The Utility
Production Network Council is one of his strategies that have emerged for organization to
achieve successful outcomes in their supply chains. Tracking supportability is challenging
due to the complexity of CSS and the way that many organization are dispersed across
numerous layers and geographical locations. A global cross-border supply chain, or GSC, is
one that focuses on many nations, outsources operations to foreign countries, and
subcontracts with suppliers in various nations. Globalization, which forces businesses to
manage dependable local providers everywhere in order to gain an advantage, momentarily
supports the latter approach. Corporate behavior can be seen from the perspective of an
organization's asset base as an effort to outperform its rivals. An organization that constructs
systems respectfully has the advantage because no competing organization consistently
reflects it with its strengths. RBV's continued competitive advantage is founded on two
fundamental suppositions: asset variety and asset fixed state. According to early research,
reading about Covid online is associated with less cautious actions during pandemics and
more passionate attitudes concerning neurotic considerations. There is little doubt that a large
number of people have been exposed to some knowledge about the emerging coronavirus
epidemic through online amusements that seem to have been made just for them.
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Appendix Appendix 1
According to the resource-based view (RBV), developing a sustained competitive advantage
depends on having resources and capabilities that are unique to the organisation. Practises of
Marks & Spencer, such as the Plan A Sustainability Initiative, show a strong commitment to
the creation and use of resources like effective supply chain management and sustainable
sourcing. This aids RBV because M&S's resources and abilities help him succeed as RBV.
Appendix 2
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To address complicated problems, the Design Thinking method emphasises creativity,
empathy, and iteration. This method was employed by Marks & Spencer while creating the
Zetes Olympus Supply Chain Visibility Platform. In order to increase the effectiveness of the
supply chain, the platform offers real-time inventory visibility. This user-centred strategy has
produced a platform that satisfies the requirements of both M&S and its suppliers.
Appendix 3
As Marks & Spencer integrates socially responsible business practises into our operations,
Marks & Spencer places a high value on ethical behaviour. They have a "Plan A" initiative
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that emphasises sustainability, ethical trade, and community involvement. By displaying our
dedication to moral and ethical behaviour, we also engage with our suppliers to ensure fair
labour practices and support charitable endeavours. Appendix 4
The Sustainable Development Goals (SDGs) give businesses a framework for coordinating
their strategy with global environmental objectives. The Plan A programme of Marks &
Spencer targets several SDGs, including partnerships to achieve the objectives, climate
action, and responsible consumption and production. M&S contributes to the accomplishment
of these objectives by emphasising business sustainability.
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Appendix 5
Marks & Spencer (M&S) will be compelled to reconsider its reliance on Ocado for its online
grocery business because of the effect of Covid-19 on the stock market. M&S must address
any risks and uncertainties involved with the transaction, despite the possibility of positive
outcomes. To lessen the impact of Covid-19 on its apparel industry, the organisation must
also diversify its sources of revenue.
Appendix 6
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Since the beginning of the millennium, Mark & Spencer's responsible sourcing programme
has developed. For more than 20 years, Mark and Spencer's Responsible Sourcing
Programme has played a significant role in its sustainability initiatives, and it still maintains
high standards for the future.
Appendix 7
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Large retailer Mark and Spencer (M&S) sources and ships products to its stores and
consumers all over the world using a superior supply chain. The M&S supply chain is a vital
component of the business' operations since it enables efficient and effective product sourcing
and delivery. The company's commitment to sustainability extends to its supply chain, as
M&S seeks to lessen waste and its carbon footprint across the entire supply chain.
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