Strategic Procurement | My Assignment Tutor

RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedHOS603SUSTAINABLE PROCUREMENT FORHOSPITALITY & TOURISMWEEK 3 – Strategic ProcurementRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedANY QUESTIONS TODAYwww.slido.com #U824If you were writing a book about yourself, what would it becalled?ⓘ Start presenting to display the poll results on this slide.RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedWEEK THREE LECTURE▪ Strategic Procurement▪ Strategies Used▪ Food Service cycle Analysis▪ Lifecycle Analysis▪ Vision/Mission Statements▪ Policies & ProceduresRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedFROM TACTICAL TO STRATEGIC PROCUREMENT▪ Establishing collaborative relationships with external resources▪ Assists with competitive advantage▪ Big picture thinkingRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedWE START AT THE BEGINNINGWe are trying to think about howto make our business successful.Competitive advantageRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedWHY STRATEGY?▪ Proactive strategic procurement operation can give businesses acompetitive advantage▪ Key words: Proactive, strategic▪ To do this requires integration▪ To be successful procurement needs to be integrated into thebusinesses value chain – it can not exist in isolationRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedWHO ARE YOU?“Any operation will fail if itattempts to set out its missionwithout knowing what itsresources are or withoutconsidering the practicalities ofimplementation”Cousins, Fosket, Graham and Hollier (2016) p. 316RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedDO YOU REMEMBER SO FAR WE SAID….RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPURCHASING INCLUDES SCOPE ….▪ To supply the organisation with a flow of materials and services tomeet its needs.▪ To ensure continuity of supply by maintaining effective relationshipswith existing sources and by developing other sources of supply either asalternatives or to meet emerging or planned needs.▪ To buy efficiently and wisely, obtaining by ethical means the bestvalue for every dollar spent.▪ To maintain sound cooperative relationships with other departments,providing information and advice as necessary to ensure the effectiveoperation of the organisation as a whole.▪ To develop staff, policies, procedures and organisation to ensure theachievement of these objectivesBaily, Farmer, Crocker, Jessop & Jones (2015)RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPURCHASING HAS SPECIFIC OBJECTIVESTo select the best suppliers in themarket.To help generate the effectivedevelopment of new products.To protect the company’s coststructure.To maintain the correctquality/value balance. To monitor supply market trends.To negotiate effectively in orderto work with suppliers who willseek mutual benefit througheconomically superiorperformance.To adopt environmentallyresponsible supply management.RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedWELL THAT’S GREAT… REMAININGQUESTIONS?▪ To select the best suppliers in the market – What do you mean by best?▪ To help generate the effective development of new products. How do you know what the customerwants?▪ To protect the company’s cost structure – What is the company’s cost structure?▪ To maintain the correct quality/value balance – What type of quality are we seeking?▪ To monitor supply market trends – How do we know what these are?▪ To negotiate effectively in order to work with suppliers who will seek mutual benefit througheconomically superior performance. Who does the negotiating?▪ To adopt environmentally responsible supply management. Who decides what’s important?RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedMORE THAN PURCHASING▪ Purchasing is seen as adding value to the company▪ Purchasing is not enough on its own. Innovation requires a moreholistic process driven approach is needed.▪ Strategic level – long term planning, predicting availability, policy determining,sourcing, ethics, relationship building▪ Tactical/Managerial level – staff development, cost reduction techniques (thinkinventory management), contracting▪ Operational level – Requisition (ordering, records and systems maintenance thinkinventory management, specifications etc.)RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedDEVELOPING OUR STRATEGY WILL HELP GUIDEALL OF THESE DECISIONSIconbestiary/freepik, Businessman making move on a business chessboard Free Vector. Communicated under Creative Commons CCO (Background vector created by iconicbestiary – www.freepik.com), date accessed 11.01.2021RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedINFLUENCES ON STRATEGY DECISIONS.BAILEY ET, AL. (2015) P. 65There are many factorsthat impact on strategyRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedORGANISATION STRUCTURE AND THEFLOW OF GOODSBaily et, al. (2015) p. 47RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedORIGINS OF STRATEGY▪ Just like procurement and sustainability there is no ONE accepteddefinition of strategy▪ We could think of it as▪ “The means by which organisations attempt to achieve theirobjectives”Cousins, Fosket, Graham and Hollier (2016) p. 283RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSource: Bailey et al, 2015, p 61RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPORTER’S GENERIC STRATEGIEShttps://www.youtube.com/watch?v=V14kuqYEsxE&t=1sRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPOSITIONING STRATEGIES Cost leadershipProducing a product orservice of acceptablequality at consistentlylower production costs;sell at lowest price in theindustry DifferentiationProducing a product orservice sufficientlydifferent fromcompetitors such thatcustomers are willing topay for it Focus strategyConcentrating on sellingto customers in aparticular geographiclocation or marketsegment We need to think about where the business will bepositioned in the market.RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedCostLeadership DifferentiationCost Focus DifferentiationFocusBroadNarrowCost DifferentiationSource of competitive advantageScopeCost leadership = No frillsDifferentiation = Creatinguniquely desirable productsand servicesCost Focus = offering aspecialise service in a nichemarket focusing on costminimisation within a focusedmarketDifferentiation Focus =pursuing differentiationwithin a focused marketRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedEXAMPLESJETSTAR – COST LEADERSHIP –THINK MCDONALD’SQANTAS – DIFFERENTIATION – THINKSTARBUCKSBrgfx/freepik, Hamburger with meat and cheese Free Vector. Communicated under Creative Commons CCO (Food vector created by brgfx – www.freepik.com), date accessed 11.01.2021Pchvector/freepik, Two women sitting in café Free Vector. Communicated under Creative Commons CCO (Coffee vector created by pch.vector – www.freepik.com), date accessed 11.01.2021RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSTEEPLE▪ Consideration of the external and internal factors that can affect thebusiness.▪ External▪ InternalRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedVALUE TO ORGANISATIONSUnderstanding ourorganisations valuesystem and competitiveposition informs theprocurement functionp.92RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedYOU CAN ALSO ASSESS YOUR STRATEGICPOSITION THROUGHPESTLE – a goodevaluation of the macrobusiness environmentPorters 5 Forces – ThemicrobusinessenvironmentThe food service cycle – asystematic way ofapproaching the appraisalof the operationLife cycle analysisRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedMACRO-ECONOMIC FACTORS▪ Factors that directly or in-directly affect the organisation, both sector andindustry wise, as well as nationally and globally (PESTLE)▪ Political – (the role of the government)▪ Economic – (labour rates, monetary and fiscal policies)▪ Social – (social trends, socio-economic groupings, value systems, ethics,Human rights, slave labour, child workers)▪ Technological – changes (impacting on procurement and supply chain retransparency and greater immediacy of data)▪ Environmental – (‘green considerations’, waste, atmospheric factors)▪ Legal – (laws relating to competition, employment, the environment,consumer protection)Source: Farrington & Lysons, 2016RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedMACRO / EXTERNAL ENVIRONMENTSTEEPLE▪ Socio – Cultural (lifestyle changes, consumer behaviours changes,population changes, demographics)▪ Technological – (new and emerging, innovative, communication andservice technologies)▪ Economic – (overseas, home & local economy strength, inflation,unemployment rates)▪ Environmental – (sustainability issues, international and localregulations consumer attitudes)▪ Political – (government policies, local council & trading policies,terrorism, war, political trends)▪ Legal – (local and national legislation, employment law)▪ Ethical – CSR and integrity (Davis, Lockwood Alcott & Pentelidis, 2018, p. 102)RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedINTERACTIONS BETWEEN PESTLE/STEEPLE ELEMENTS(USING THE ENVIRONMENTAL FACTOR)▪ Technology has produced damaging effects on the environment.These have led to social concerns, which have manifested themselvesin political action and legislation. This has in turn spurred companies toseek out technological developments to address the issue and also togain competitive advantage. Some companies now use it as a way ofdifferentiating themselves.Cousins, Fosket, Graham and Hollier (2016) p. 20RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedMONITORING OF THE SUPPLY CHAIN ISIMPORTANT▪ Businesses/organisations need to be aware of PESTLE/STEEPLEinfluences▪ Recognition is some times difficult and can rely on the interlinkingacross many aspects of the organisations.▪ There is no easy way to assess the potential impacts, it can be usefulhowever to know why an organisation/business is currently successful.It may also help to differentiate a business/organisation within themarketCousins, Fosket, Graham and Hollier (2016)RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedIMPORTANT▪ Using tools of analysis is a “learning process that strengthens theorganisation by making possible a more focused appraisal for how thefood and beverage operation complements and matches, the businessenvironment in which it operates” p. 291▪ Balanced scorecard▪ Operations▪ Customers▪ Financials▪ Learning organisation (continuous improvement)Cousins, Fosket, Graham and Hollier (2016)RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedVALUE TO ORGANISATIONSUnderstanding ourorganisations valuesystem andcompetitive positioninforms theprocurementfunctionp.92RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSTRATEGIC PROCUREMENT▪ Understanding and contributing to the delivery of the strategy is a vitaldriver for procurement.▪ Strategic procurement, is the link between procurement & theorganisational/business strategies▪ Strategy is often included in the Vision/Mission statementSource: Farrington & Lysons, 2016, p29RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedOrganisations indicate strategiesthey are following in their missionand vision statements.Pixabay/alehidalgo. Travel tourist tourism Retrieved July 10, 2019 fromhttps://pixabay.com/photos/travel-tourist-tourism-vacation-1602717/Which way now?RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedVISION AND MISSION VisionA brief (two sentences)statement of acompany’s purpose orreason for existing MissionStatement of acompany’s overall goalthat unifies companywide efforts toward itsvision, stretches andchallenges theorganisation, andpossesses a finish lineand time frame Source: Williams, McWilliams & Lawrence, 2017RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedMISSION, VISION & VALUEShttps://www.youtube.com/watch?v=8wem6FZAucwRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedBaily et, al. (2015) p. 49VISION AND MISSIONshape the futuredirection theorganisation shouldfollow;Re-establishes astrongorganisationalprofile;and identifies corebusiness.VISION = futuristposition of theorganisationMISSION = corecapabilities that willhelp achieve visionSTRATEGY = howwe go about doingthisRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedVISION/MISSION STATEMENTA vision and/or a mission statement serves to▪ shape the future direction the organisation should follow;▪ establish a strong organisational profile; and▪ identify core business.▪ Vision: a conceptual or imagined view of the organsiation as it mightbe in the future▪ Mission: fundamental purpose of an organization which is intended tolead towards its visionSource: Bailey, 2015Cousins, Fosket, Graham and Hollier (2016) p. 283RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedHILTON WORLDWIDERTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPORTERS VALUE CHAIN▪ Every business has a value chain▪ Helps to find the internal links in the business▪ Helps to identify external linkages▪ Value Chain of Porter explained –https://www.youtube.com/watch?v=aERoUQwvQyk▪ Watch this resource up to 5.28 Porters Value Chain flixabout.com –https://www.youtube.com/watch?v=a9LWp9y2fMwRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise stated Business OrganisationTechnology (innovation)Human ResourcesProcurementInboundlogisticsOperationsOutboundLogisticsMarketing &SalesServices Primary ActivitiesRawMaterials /SuppliersCustomersSupport/Secondary ActivitiesPORTER’S VALUE CHAINRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise stated Business OrganisationTechnology (innovation)Human ResourcesProcurementInboundlogisticsOperationsOutboundLogisticsMarketing &SalesServices PrimarySuppliers ActivitiesCustomersWhat is thecustomerwilling to pay?How muchdoes theactivity cost?Using Porters Model it is easyto see that Procurement isstrategically linked to everypart of the business, bothinternally and externallySecondaryActivitiesPORTER’S VALUE CHAINRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise stated© Copyright William Angliss Institute all text and images unless otherwise stated.Edraw Retrieved from https://blog.hubspot.com/sales/valuechain-analysisDistributionchannelRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSUPPLY CHAIN AND VALUE CHAIN▪ “The difference between a value chain and a supply chain is thata supply chain is the process of all parties involved in fulfilling acustomer request, while a value chain is a set of interrelated activitiesa company uses to create a competitive advantage. The idea of valuechain was pioneered by Michael Porter”.▪ https://www.researchgate.net/…/What_is_the_difference_between_value_chain_and_sup…RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSTRATEGIC ANALYSIS AND PLANNING OF ABUSINESS/ORGANISATION▪ Attempts to identify▪ Strengths and weaknesses of the business▪ The opportunities and threats facing it at the time▪ This is of course called a …RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedA SWOTANALYSISSource: Bailey, 2015This can be used as abasis for developingstrategy in line with itsvision and missionRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedANOTHER WAY OF LOOKING AT SWOTCited in Cousins, Fosket, Graham and Hollier(2016) p. 299RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedVALUE TO ORGANISATIONSRegardless of theanalysis tools, you needto consider both theexternal and internalenvironments.Understanding ourorganisations valuesystem and competitiveposition informs theprocurement functionp.92RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise stated….NOW WHAT?Ok, so you have analyzed theenvironment and your positionwithin the environment.You have developed yourstrategy … now what?Sustainability?Studiogstock/freepik. House with save the world icon Free Vector. Communicated under Creative Commons CCO (House vector created by studiogstock – www.freepik.com), date accessed 12.01.2021RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedTHE LIFE CYCLE ASSESSMENT (LCA) – FOODPRODUCTIONRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPRODUCT LIFE-CYCLE ANALYSIS▪ “Product life-cycle (PLC)analysis attempts to identifythe stage that a product orservice has reached in its lifecycle, and to predict what islikely to happen in the future”.(Bailey et al, 2015, p 54)Picture p55Bowie & Buttle in 2011 identified 4 stages)RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedCited in Cousins, Fosket, Graham and Hollier(2016) p. 291Strengths – Operational• Helps organise what isknown/unknownabout the operation• Identifies operationalstrengths/weaknessesRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedLIFE CYCLE ANALYSIS▪ “Is an approach that attempts to consider what strategies mightbe appropriate taking account of the position of the product inthe product life cycle and also the competitive position of anorganisation”▪ “Sustainable procurement is procurement that has the mostpositive environmental, social and economic impacts possibleacross the entire lifecycle and that strives to minimize adverseimpacts”(ISO40200:2018 4.1)(Cousins, Fosket, Graham and Hollier, 2016, p. 310)RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedTHE LIFE CYCLE ASSESSMENT (LCA) IN FOODPRODUCTION▪ When the definition of the LCA is applied to the life cycle of food, eachof the following life stages of a product are analysed:▪ Origin▪ Agricultural growing and production food processing▪ Packaging and distribution▪ Preparation and consumption▪ End of lifeWhy is it important to have an understanding about how food isgrown and produced?ⓘ Start presenting to display the poll results on this slide.RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedTHE LIFE CYCLE ASSESSMENT (LCA) IN FOODPRODUCTION▪ The impacts considered to the system are biophysical in focus:▪ resource depletion▪ energy consumption▪ water and air pollution▪ human health▪ waste generationRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPLANNING FROM TOP TO BOTTOM▪ “The commitment of the topmanagement of the organisation iscritical to successful sustainableprocurement.▪ Without this formal commitment,individuals involved in procurementhave no official mandate to integratesustainability in their procurementstrategies or processes”.SOURCE: AS ISO 40202: 2018 5.1RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedOTHER IMPORTANT TERMS • Broad intentions of the organizations Goals/aims • Measurable statements of what must beachieved as part of the strategy in orderfor the goals/aims to be realised Objectives • Decisions and actions intended to achievshort-term objectives Tactics ValuesCousins, Fosket, Graham and Hollier (2016) p. 283RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSUSTAINABLE DEVELOPMENT GOALSRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSTRATEGIC DEVELOPMENT OF OBJECTIVES,POLICIES AND PROCEDURES PolicyA standing plan thatindicates the generalcourse of action thatshould be taken responseto a particular event orsituation ProcedureA standing plan thatindicates the specificsteps that should betaken in response to aparticular event. Source: Williams, McWilliams & Lawrence, 2017RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPOLICIES▪ “Policies indicates the general course of action that companymanagers should take in response to a particular event or situation. Awell written policy will also specify why the policy exists and whatoutcome the policy is intended to produce.”(Williams, McWilliams and Lawrence, 2017, p.84)RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSUSTAINABLE POLICIESA sustainable procurement policy should:▪ Reflect the organisation’s values, principles, objectives and goals▪ Reflect the organisation’s commitment to sustainability▪ Align clearly and precisely with the organisation’s policies▪ Take into account the 3 pillars of sustainability: environmental, socialand economic▪ Address the principles of sustainable procurementSustainableprocurement guidelines,2017RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedPROCEDURES▪ More specific than policies because they indicate the series of stepsthat should be taken in response to a particular event”(Williams, McWilliams and Lawrence, 2017, p 84).RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedHILTON HOTELS & SUSTAINABILITYRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedHILTON CASE STUDY CONTINUED▪ Value Chain targets▪ https://newsroom.hilton.com/assets/HWW/images/Hilton_Infograph_2030_Value_Chain_Targets.pdf▪ Reporting for Hilton▪ https://cr.hilton.com/our-reporting/RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedSource: https://newsroom.hilton.com/assets/HWW/images/Hilton_Infograph_2030_Value_Chain_Targets.pdf HILTON’S VALUE CHAIN TARGETSRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedRESOURCES▪ The Straightforward Guide to Value Chain Analysis –https://blog.hubspot.com/sales/value-chain-analysis▪ Cocoa: a sweet value chain –https://www.youtube.com/watch?v=5UAnYcqQTR4RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedhttps://www.youtube.com/watch?v=UuUAfup9XeARTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedWEEK 4 TEST – 20%SECTION 1: MULTIPLECHOICE 14 MARKSSECTION 2: FILL INTHE BLANKS 5 MARKSSECTION 3: SHORTANSWERS 33 MARKSTOTAL 52 MARKSAVAILABLEOnline one (1) hour test conducted via Zoom in the tutorial. Invigilated by tutor. i.e. keep video and microphone onRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedFURTHER RESOURCES▪ Langham Hospitality Group –http://www.langhamhospitalitygroup.com/en/about-us/vision-missionobjectives-values/▪ Sustainability Victoria – https://www.sustainability.vic.gov.au/Aboutus/Who-we-are/Our-prioritiesRTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedWEEK THREE TUTORIAL▪ Mission statements and Q&Aabout next week’s test.Pikisuperstar/freepik, Online class illustration Free Vector. Communicated under Creative Commons CCO (School vector created by pikisuperstar – www.freepik.com), date accessed 07.01.2021RTO No: 3045 CRICOS Provider No: 01505M HEP 9534 | Copyright all text and images William Angliss Institute unlessotherwise statedEND OF WEEK THREE LECTUREThanks for listening!

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