Strategic supply chain management focuses on the long term and the big picture. Tactical management focuses, instead, on processes and procedures that can save time and money while also meeting customer demands and providing value. Tactical decisions can also help minimize risks. Tactical supply chain decisions are made within the constraints of the overarching strategic supply chain decisions made by company management. Tactical planners take the strategic message and focus on creating real benefits for the company. These can include tactical decisions in manufacturing, logistics, suppliers, and product development. Tactical-Level Negotiations with Suppliers: Many companies recognize the cost benefits of using global suppliers. The company as a whole, therefore, may adopt strategic supply chain policies to take advantage of international suppliers who can provide quality products at a competitive price. At a tactical level, local and regional management must work within strategic guidelines to identify and negotiate terms that are most beneficial to the company as a whole. The process of negotiation varies from region to region; thus, the tactical negotiator must be able to balance corporate expectations with local challenges and customs. Tactical Options for Manufacturing Strategic decisions may be made by company executives about the number and location of manufacturing sites to be operated. However, it is at a tactical level that decisions are made on how to produce products at the lowest cost at the highest appropriate quality. Tactical decision-making requires knowledge of methods such as kanban (just-in-time) inventory management. In some industries, innovative supply chain management can be a great way to save time, money, and employee effort. It's important to note that tactical decisions may be made at a local or regional level rather than at a corporate level. Decisions may be based on available resources, costs, taxes, and other factors. Thus, tactical decisions will vary from location to location. With this regard, Discuss the following objectives in relation of tactical logistics management: 1. Comprehensively discuss, with examples, the tactical logistics actions that should be undertaken by a business to organize and implement its functional supply chain activities.
Strategic
Tactical-Level Negotiations with Suppliers:
Many companies recognize the cost benefits of using global suppliers. The company as a whole, therefore, may adopt strategic supply chain policies to take advantage of international suppliers who can provide quality products at a competitive price. At a tactical level, local and regional management must work within strategic guidelines to identify and negotiate terms that are most beneficial to the company as a whole. The process of negotiation varies from region to region; thus, the tactical negotiator must be able to balance corporate expectations with local challenges and customs.
Tactical Options for Manufacturing
Strategic decisions may be made by company executives about the number and location of manufacturing sites to be operated. However, it is at a tactical level that decisions are made on how to produce products at the lowest cost at the highest appropriate quality.
Tactical decision-making requires knowledge of methods such as kanban (just-in-time) inventory management. In some industries, innovative supply chain management can be a great way to save time, money, and employee effort.
It's important to note that tactical decisions may be made at a local or regional level rather than at a corporate level. Decisions may be based on available resources, costs, taxes, and other factors. Thus, tactical decisions will vary from location to location.
With this regard,
Discuss the following objectives in relation of tactical logistics management:
1. Comprehensively discuss, with examples, the tactical logistics actions that should be undertaken by a business to organize and implement its functional supply chain activities.
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