Хорижий тил Фанидан мустақил таълимни ташкил этиш бўйича

TASK 10.4 Write an essay on topic: Advantages and disadvantages of working for a medium-sized family-owned business, as compared to a large public company.
TASK 10.5 Make a presentation: 'Corporate governance'


SELF-STUDY 11
TASK 11.1 Read the text about managing the supply chain. Give definitions to the underlined phrases and learn them.
Managing the supply chain
A manufacturer might have a component maker as a first- tier supplier, but also the component maker's supplier (eg a raw materials company) as a second-tier supplier. Together, they form the 'upstream' or 'supply side' end of the network. Equally, they might have a distributor as a first- tier customer, but also the distributor's customer (eg a retailer) as a second-tier customer. Together, they form the 'downstream' or 'demand side' end of the network.
Supply chain management includes:

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  Procurement (= sourcing + purchasing) from first-tier suppliers (AmE vendors).
  
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  Materials management inside the plant. This includes inventory (= stock) management and production planning and control.
  
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  Logistics (= distribution) to first-tier customers.
  

There are several important strategic issues;
• Should the company directly own any parts of the supply chain? If it does, then this is vertical integration. Should the company opt for single or multi-sourcing? Having just one supplier will mean good communication with a dependable partner, and also economies of scale (= cost savings from buying in large quantities). But disadvantages include risks associated with a failure of supply, and giving the supplier the chance to put upward pressure on prices.
How much of the process can migrate to the web, eg finding the best price, delivery time and specifications through e-procurement?
These days many organizations, eg film companies have a 'virtual operation'. The organization buys in the range of functions it needs for a particular project, but at the end of the project this network disappears. This gives flexibility and speed, but the company is left with very few core competencies (= key areas of technical expertise) where it retains a competitive advantage.