Procurement Logistic and Supply Chain Management - British Coursework - 1

Procurement Logistic and Supply Chain Management - British Consolidated country Machinery - Coursework ExampleBCAM is headed by James Irvine, Managing film director holding 40% of the sh ars while Tom Irvine is the Production Director with 25% shares in the company. The company was established 100 years ago by the Irvine family which came into existence during the stilt industrialization of UK agricultural sector manufacturing tractors and a wide range of associated agricultural equipment like harvesters, balers, mowers and sprayers. Over these years, BCAM was able-bodied to build a good reputation in the market but lacked innovation and neglected some(prenominal) product and market development failing which the company was not able to react to the demand and had to font stiff competition, mainly from Europe, USA and the Far East. As grant mountain range prudence and procurement logistics are important in efficient, smooth and continuous functioning of the company, this pape r critically analyses the fork up chain management process of British Consolidated Agricultural Machinery (BCAM), its consequences on the operation and management of the company and evaluating different approaches of add up chain management to benefit the company in terms of improved procurement and supply chain management.According to Mentzer (2001) supply chain management is the systematic, strategic coordination of the traditional business functions within a specific company and across businesses within the supply chain for the purposes of improving the long-term performance of the individual companies and supply chain as a whole. Further Hugos (2006) states that supply chain management is the coordination of production, inventory, location and transportation among the participants in a supply chain to achieve the best mix of responsiveness and efficiency for the market existence served Various definitions from different authors concentrate mainly on the flow of goods and mat erials within the company for timely production, cost-efficientoperations and better customer service which is not evident or persistent in the supply chain process of BCAM. The supply chain process at BCAM did not meet any of the of the essence(p) criterions as suggested by several authors in Mentzer (2001).