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Published by , 2018-04-14 08:14:02

Supply Chain Management 3A pdf

Supply Chain Management 3A pdf

Surname ASSIGNMENT COVER SHEET
First Name/s SUPPLY CHAIN MANAGEMENT 3A
Student Number Dorasamy
Subject
Assignment Candice
Number
132180

BUSINESS MANAGEMENT 3A

01

Date Submitted First √ resubmission
Submission (√)
Postal Address Submission

E-Mail 21 Findlain Court
Contact Numbers
815 Main Road

Northdene

Queensburgh

4092

[email protected]

(Work) (Cell)
0730255565

Course/Intake BCOM SCM Year Three 2018

Declaration: I hereby declare that the assignment submitted is an original piece of work produced by
myself.

Page | 1

CONTENTS

QUESTION 1.1 …………………………………………………………………………………….………………PAGE 3-4
QUESTION 1.2.…………………………………………………………………………………………………....PAGE 5-6
QUESTION 1.3…..………………………………………………………………………………………………...PAGE 7-9
QUESTION 2…..……………………………………………………………………………………………………PAGE 10-12
QUESTION 3…………………………………………………………………………………………………………PAGE 13-15
QUESTION 4…………………………………………………………………………………………………………PAGE 16-19
BIBLIOGRAPHY……………………………………………………………………………………………………..PAGE 20-21

Page | 2

QUESTION 1.1

According to Hugo.W, Badenhorst-Weiss (2011:93) Sustainable purchasing and supply is a
process whereby organizations meet their needs for goods, services, works and utilities in a
way that achieves value for money on a whole life basis in terms of generating benefits not
only for the organization but also to society and the economy while minimizing damage to
the environment (Walker 2009:742).

Nearly every product that has been purchased and used up for home consumption has an
impact on people and the environment. Some impacts may occur at an early stage of a
products life for example the release of gases into the atmosphere during the process of
manufacturing Cadbury Products. In other words sustainable purchasing is about managing
economic, environmental, social factors and stakeholder requirements in purchasing
decisions this includes scrutinizing what products are made off, where they come from and
who has made them. It is for this reason that Cadbury Schweppes are now using
sustainability as an agenda for moving to sustainably grown foods and fair labour use in
production amongst other areas.

In response to the case study we see that Cadbury Schweppes conform to its community,
social and environmental responsibilities by:

• Environmental sustainability needs collaboration with suppliers. For example, Cadbury
Schweppes an International company that deals with tens of thousands of cocoa
suppliers around the world have recognized its environmental responsibilities and the
need to care for its workforce, local communities and all those who may be affected by
its activities by treating waste water prior to disposal, controlling the release of gases
into the atmosphere and its looking to improve its energy efficiency.

• Cadbury Schweppes is one of the giant companies that drive a sustainable production
line from the selection of key suppliers in ensuring that they can have total control and
monitor suppliers and check that they adhere to stringent standards criteria such as the
environment by sending environmental questionnaires to suppliers to monitor their
compliance. Cadbury Schweppes understand that they can reduce the impacts of their
purchasing activities by choosing suppliers that have a good environmental and social

Page | 3

track record, criteria is important because of the global concern about the state of the
environment which has been on the rise.
• Social responsibilities. Social responsibility whereby a positive impact on the community
within which the company operates must be realized. Schweppes Cadbury has supported
farmers and their families through the global coalition that has funded the development
of programs to help communities and support field projects to ensure that cocoa is grown
responsibly.
• Respect for human rights and the effective management of stakeholder relationships. For
example, Schweppes Cadbury has special interest groups that will not allow child labour
workforce and slavery.
• Economic accountability to shareholders and an obligation to all stakeholders. This is to
ensure that the company is using the available resources to sustain the company’s viable
continuity.
• Cadbury’s corporate social responsibility agenda now reflects growing consumer issues of
diet, nutrition and healthy lifestyle.
In conclusion I would like to say that there a growing concern for the decreasing quality of
life for the many people around the world who live in polluted environments, suffer
prolonged drought or flooding, have no clean water to drink and can’t even grow the food
to meet their basic needs. It has become apparent that the way we live now is not
sustainable, which basically means that it cannot continue. Cadbury Schweppes model and
set an exemplarity standard in the way they do business for which other companies need to
follow suit to ensure a better quality of life for future generations and be serious at the way
we use the earth’s resources, operate our businesses and live our lives.

WORD COUNT:588

Page | 4

QUESTION 1.2

According to Hugo.W, Badenhorst-Weiss (2011:93) ethics is a set of moral principles or rules
of conduct of values that guide our behavior, in business, ethical behavior is the use of
recognized social principles involving justice and fairness throughout a business relationship.
It is for this reason that Cadbury Schweppes has become successful in transacting business
with its partners.

Cadbury Schweppes is an example of taking ethical behaviour very seriously for which
Cadbury’s financial success can be attributed to its strong commitment to exceed the
expectations of customers, employees, and other stakeholders. As described in a company
statement titled “Our Business Principles,” Schweppes states, “A creative and well managed
corporate and social responsibility programme is in the best interests of all our stakeholders
not just our consumers but also our shareowners, employees, customers, suppliers and
other business partners who work together with us” (The Times 100 Business Case Studies,
2013).

However, due to mounting corporate scandals and accounting misdeeds, bribery and
corruption on a rise there has been an increased emphasis among organizations to act and
take precautionary measures to ensure the financial wellbeing of the organization and the
protection of the interest of all stakeholders. Reasons for concern regarding ethical conduct
in purchasing according to Hugo and Badenhorst-weiss (2011:93-94) this is due to:

• Purchasers deal with large sums of money.
• The purchaser has the greatest say in selection of which supplier will receive an order. The

above conditions render the purchaser vulnerable to unethical temptations.
• The environment between the purchaser and supplier can create a climate that promotes

unethical behaviour since the purchaser and supplier interact and each trying to gain the
best possible advantage for their company. The purchaser may be tempted to make
personal gains out of the transaction with the approval of the supplier.
• Temptations influence a purchaser’s objectivity and rational thinking
• The absence of adequate legislative frameworks and enforcement thereof.

In addition to this we find that there are areas of unethical conduct among purchasers.

Page | 5

Purchasers feeding into temptations and unethical conducts mentioned can damage the
company’s reputation and make it less appealing to stakeholders. It can also affect the
company’s profitability as well. However, significant benefits can be realized if ethical
behaviours and corporate social responsibility are considered, For example;
• Customers will be attracted to the company’s products thereby boosting sales and profits.
• The employees will want to stay with the company and this reduces labour turnover and

increases productivity.
• More employees will be attracted to work for the company. This will reduce recruitment

costs and enable the company to get the most talented employees.
• Investors will be attracted to the company and the company’s share will be kept high

thereby protecting protect the business from takeover.
Therefore, following ethical code is viewed as fair by the purchasing professionals as well as
in the community and is as important for solid and ongoing relations. It is important to act
and take precautionary measures to avoid any unethical conduct to ensure the financial
wellbeing of the organization and the protection of the interest of all stakeholders.
In conclusion I would like to say that Cadbury Schweppes aims to lead the way with its
ethical approach in business. Cadbury Schweppes underlying core values and principles
guides its decisions throughout the value chain. The company’s stance on issues has clearly
been communicated both internally and externally to ensure its position is fully understood
and to invite its stakeholders to share in it. This approach has contributed to the success and
enabled this business to thrive as Consumers, investors, employees, and other stakeholders
tend to distrust organizations that do not adhere to high ethical standards.

WORD COUNT: 606

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QUESTION 1.3

(Hugo,W. Badenhorst-Weiss, JA (2011:91) defines social responsibility as a framework of
policies and procedures that companies have put in place to benefit the workforce and the
community within which the company operates and it is the supply management
professionals to reinforce the importance of the personal commitment and how they impact
sustainability and social responsibility initiatives and outcomes. (According to Hugo, W.
Badenhorst-Weiss 2011: 92, the measures that can be adopted by Cadbury Schweppes
towards championing social responsibility and sustainability practices in their supply chain
are:

Community

As indicated by Hugo, W. Badenhorst-Weiss (2011: 92) Purchasing and supply management
should as far as possible buy from local suppliers, donate to local development campaigns
and philanthropic organizations for poverty alleviation in local communities. Cadbury
Schweppes can further adopt the following:

• Promote positive Corporate social responsibility activities by establishing metrics to
measure the impact of the company’s CSR practices for example what percentage
after tax in the local currency is used to support these CSR activities and benchmark
it against other companies.

• Continue to contribute to the society and community
• Cadbury Schweppes will need to establish positive relationships and do business

with other socially responsible companies.

Diversity

Purchasing and supply has an obligation to do everything in its power to search for and
purchase requirements from previously disadvantaged groups.

Environment

Cadbury Schweppes can further adopt the following according to (Harrison et al., 2014:169)

• Control hazardous chemical in products
• Control hazardous manufacturing chemicals in manufacturing

Page | 7

• Establish and apply an environmental management system
• Minimize environmental pollution (water, soil and air)
• Promote resource saving by reusing, reducing and recycling
• Promote greenhouse gas reduction
• Promote waste reduction

Ethics

Cadbury Schweppes can further adopt the following according to (Harrison et al., 2014:169)

- Prohibit corruption and bribery
- Prohibit abuse of a superior position
- Prohibit the offering and receiving of inappropriate profit and advantage
- Prohibit impediment to free competition
- Provide correct information on products and services
- Respect intellectual property
- Use appropriate company information
- Detect injustice promptly

Financial responsibility

Purchasing and supply should become knowledgeable of and follow applicable financial
standards and requirements apply sound financial practices and ensure transparency in
financial dealings. It should actively promote and practice responsible financial behavior
throughout the supply chain (Handfield et al.2010:377)

Human Rights

Cadbury Schweppes can further adopt the following according to (Harrison et al., 2014:169)

-Prohibit forced labor

-Prohibit inhumane treatment and infringements of human rights

-Prohibit discrimination

-Pay appropriate wages

-Control working hours

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Safety
Cadbury Schweppes can further adopt the following according to (Harrison et al., 2014:169)

-Apply safety measures for equipment and instruments
-Promote safe activities in the workplace
-Promote hygiene in the workplace
-Apply appropriate measures for occupational injuries and illnesses
-Properly manage disasters and accidents
-Promote safety and hygiene in all company facilities
-Promote health maintenance programs for employees
In conclusion I believe that if Cadbury Schweppes can keep aiming higher and keep the bar
rising they will become the best in the industry and champions around sustainability
practices in the supply chain and stay ahead of their rivalries.

WORD COUNT:506
Page | 9

QUESTION 2

Abstract

Deciding on the right supplier can be a complex task. As such, various criteria must be
considered to choose the best supplier. This study focuses on the suppliers of truck parts to
MAN truck and bus assembly line. In this analysis, fourteen supplier’s criteria were
considered but only five criteria namely price, quality, delivery, environmental issues and
geographic location has been selected.

The fundamental objective of the purchasing function is to ensure the most suitable supplier
is found in which they able to provide optimum services within the organizations constraints
and exigencies to reduce purchase risk, maximize overall value to the purchaser, and
develop closeness and long-term relationships between buyers and suppliers in today’s
competitive industrial organisations. It is for this reason that Supplier evaluation criteria is
very important.

Price, costs and cost structure

According to Hugo, Badenhorst-Weiss, & van Biljon, (2006:77) One of the primary roles of a
purchasing professional is to defend the cost structure of the organization without
compromising quality and other key criteria. When suppliers can achieve higher productivity
thereby reducing costs, they are in a position where they can consider offering lower prices
than their competitors. This in turn will lower input costs and could enable the purchasing
organization to reduce prices, remain competitive and possibly achieve an increase in
market share. The determination of the cost structure of a supplier can be a lengthy process
as it requires an understanding of the supplier’s materials costs, direct and indirect labor
costs, as well as manufacturing costs and overheads.

Quality and quality accreditations

Hugo, Badenhorst-Weiss, & van Biljon, (2006:77) points out that Quality products influence
the productivity of the organization due to fewer operational interruptions and better
working conditions, the quality of the final output product of the organization, better
customer service and customer satisfaction, and eventually the competitive advantage of the
organization

Page | 10

• ISO 9000 is a quality system that is universally accepted standard and it determines
the competitive advantage of organization. Standard plays an important role in the
international marketplace and therefore in the perception of the global consumer. It
contributes to the ultimate customer satisfaction.

• Continuous improvement. The suppliers should be introduced cyclical improvement
model of define, measure, analyses, improve and control (DMAIC). This is known as
the six sigma philosophies that will lead to continuous improved quality of products
and services (Burt et al. 2010:150).

• Benchmarking by comparing key performance measures to the best performers in the
industry

• Ensure high quality control on the products

Delivery

Hugo, Badenhorst-Weiss, & van Biljon, (2006:77) points out that the importance of on-time
delivery cannot be overstressed as organizations move more and more towards demand-
pull for both manufactured products and services.

- Just in Time delivery to move components expeditiously
- On time delivery
- Supplier will need to be a 3PL and provide a 24-hour operation in to supply MAN

truck and Bus assembly line Coyle & Langley et al (2013:122)

Environmental issues, ethics and social responsibility

Hugo, Badenhorst-Weiss, & van Biljon, (2006:77) highlight the importance that suppliers
become increasingly sensitive to the environment and environmental issues. These include
the following:

• The adoption of environmental management systems such as ISO 14001
• Environmentally friendly packaging, both for product containerization and for use in

transit
• Re-use, recycling and remanufacturing
• Waste disposal, and the cartage of hazardous and toxic waste

Geographic Location

Page | 11

As indicated by Hugo, Badenhorst-Weiss, & van Biljon, (2006:77) Ideally, suppliers should be
located near the purchasing organization, which would make managing the supply chain
easier. The supply base for MAN truck assembly line is VW South Africa and both supplier
and assembly line is situated in Durban, The geographic locations between the supplier and
Man trucks in Durban are in rather close proximity to each other and therefore provided
that there are no forces of majeure that arise, there will be always be on-time delivery of
the parts along with shorter transit times.
In conclusion the importance of supplier selection by emphasizing the impact that decisions
throughout the entire supply chain have, from procurement of raw materials to delivery of
finished products to final customers. In the automotive industry suppliers add value at a
high degree to the final product the motor vehicle. The competitiveness of the motor
vehicle will depend on the performance of the supplier in terms of quality, price and on time
delivery. Ultimately organisations need their suppliers to deliver products of the right
quality at the right price at the right time and using the right methods by being
environmentally and socially responsible.

WORD COUNT:752
Page | 12

QUESTION 3

It is virtually impossible for a country to exist alone, live in the confinements of its own
borders and still have the capacity of providing all the products to satisfy everyone’s
material needs. The concept of global purchasing in its entirety of business organizations is
based on gaining a competitive edge by optimizing the value added from suppliers. This is
done by sourcing internationally for the best product mix of inputs and by marketing
products with world best characteristics of quality, price and customer satisfaction Hugo,
Badenhorst-Weiss, & van Biljon, (2006:236). In response to the Case study question I do
agree with the statement made and the below is a critical evaluation to justify the reasons
for purchasing on international markets. For example, South African purchasers transact
with foreign supply markets and not with South African counterparts due to the following
reasons: Hugo, Badenhorst-Weiss, & van Biljon, (2006:23).

• Cost advantage -Foreign manufacturers can achieve lower manufacturing costs
because they manufacture for the global markets and can therefore achieve
economies of scale. Domestic manufacturers on the other hand which are just
entering international markets as competitors are often still at a cost disadvantage
owing to protectionism as well as the cost of domestic labor being relatively high
and productivity low.

• Quality deficiencies- resulting from a lack of trained human resources and available
technology in the domestic market therefore give imported products a prestige
value for which local markets cannot compete.

• Unavailability of products produced locally due to this reason purchasers need to
search for a global supply. This is due to lack of manufacturing capacity or flexibility
to satisfy peak demand for specific products thus purchasers turn to global markets
for their reliable source of supply.

• Price-This makes it difficult for South Africa to compete in terms of price in the global
market. Equipment and processes are more efficient internationally than
domestically because of up-to-date technology and equipment used in the design and
production.

• Exchange rates. When the South African rand is stronger against the dollar, importers and
exporters will often have cost advantage over competitors who exclusively purchase

Page | 13

domestically. Since currencies fluctuates rapidly, sometimes due to economic, political
and psychological factors, the buyer must forecast the exchange rates between the period
the transaction time of payment.
• Technology. The availability of resources for research and development, infrastructure
and skilled human resources enable foreign countries to successfully compete in
technological advancement in all spheres thereby producing high quality products for
world standards. However, lack of these resources in South Africa for example, prevents
South Africa to successfully compete with the global producers. Government pressures.
Emphasis for nations to comply with increasing environmental protection regulations.
• The liberalization of markets forces countries and enterprises to be more globally
competitive even in domestic markets.
• The free-trade agreements and blocs have enabled South Africa to become more involved
and compete effectively in these blocs. Example: Europe Free trade agreement whereby
goods originating from Europe to South Africa have a preferential duty rate.
• Better technical services-Well organized distribution network by advanced countries have
made it easier and faster for consumers to enjoy the services.
• Tie-in with offshore subsidiaries. Due to high tariffs and other barriers to sell products in
a country, some countries have set up overseas subsidiaries to circumvent these
restrictions. The production of goods closer to the target consumers can save costs.
• Fast delivery and continuity of supply. To avoid unexpected supply chain risk that can lead
to the need for backup sources for certain products or services to ensure continuity of
supply.
• Competitive clout. Competitive pricing, a wide selection of products and personalized
services have greatly influenced companies to compete effectively at a global scale. This
is an effective strategy in global markets.

However, in dealing with foreign markets purchasing managers however we will have to
manage certain aspects this comes with the territory of dealing with the foreign markets
such as
• Lengthening lead times
• Increased rules and regulations

Page | 14

• Currency fluctuations
• Customs requirements
• Language and cultural differences
• International logistics and time differences
In conclusion I would like to say that the advantages of global purchasing by far outweighs
the disadvantages. Organisations now rely on foreign suppliers mainly to reduce costs,
enhance quality and develop new products faster than competitors. Due to the competitive
pressures faced by many companies currently global purchasing be an opening for domestic
companies to champion towards delivering improved services and creating value for their
clients and more importantly to gain the competitive edge to their rivalries.

WORD COUNT:746
Page | 15

QUESTION 4

Supplier relationship management, according to Hugo, Badenhorst-Weiss, & van Biljon
(2006), “is a buying organizations strategic philosophy for interacting with its supply base,
with the objective of sustaining superior performance throughout the span of their
association.

The aim of supplier relationship management is to build on the success of strategic sourcing
and traditional procurement initiatives and it involves developing partnership relationships
with key suppliers to reduce costs, innovate with new products and create value for both
parties based on mutual commitment to long-term collaboration and shared success (Douglas
M. Lambert:2008:54). The supplier relationship management process is in three phases which
include: Strategic sourcing – demarcating the strategic suppliers. The second phase consists
of negotiating with strategic suppliers and the conclusion of relationship agreements. The
third phase is the supplier performance management, and contract management which
culminate in the leveraging of suppliers.

Fruit and Veg City provides shoppers with freshly grown fruit and vegetables as well as
groceries, a bakery and deli products. Therefore, Fruit and Veg City has quality suppliers to
supply its customers.

Phase 1 -Demarcating the strategic suppliers (strategic sourcing).

Step 1- Creating Supplier relationship teams

Fruit and Veg City supplier relationship management should create a dedicated supply
development teams this step involves the elimination of many suppliers to enable the focal
company to allocate development resources to suppliers. This can be done by collecting the
list across business units and operating entities with the annual spend and know which
departments of the company are buying from which suppliers.

Step 2- Analysing Spend

• Based on this spend information, Fruit and Veg City can know which suppliers are high in
number and low in spend and eliminate these. Therefore, the few suppliers with whom a

Page | 16

lot of business is done are obvious candidates to partner with based on the products
involved and supplier’s competencies. (Goffin et al.2006).

Step 3-Segmenting Suppliers

Segmentation is based on strategic commodities that have the potential ability to be
leveraged in the long-term competitive advantage. The supplier must meet basic
requirements of competitive pricing, quality and service standard and customer satisfaction.
This makes it easier for Fruit and Veg City to provide resources to develop such supplier.

Phase 2 is negotiating with strategic suppliers and reconstructing buyer/supplier
relationships.

Step 4-Negotiating with strategic suppliers

• Before entering into contract negotiations, Fruit and veg city suppliers’ relationship team
should perform market and pricing issues analysis to get a fair price for both parties. And
from the best price in the market, average price and the business unit’s price, expected
trend in pricing is determined. There should also be contingency plan in place in case the
deal with the supplier(s) does not go as expected.

Step 5-Reconstructing buyer/supplier relationships (contracts)

• Once Fruit and veg city is confident, it can establish tasks and timelines, assigning
accountabilities and process of ownership, and ensure adequate resources are made
available to the process owners. The strategic sourcing does not end when a contract is
signed with a supplier, the supplier relationship team should continue to work with the
supplier in managing the relationship.

Phase 3 Supplier performance management-This is monitoring the supplier performance
based on predetermined and agreed-upon criteria such as contract management,
performance evaluation, long-term improvement and leveraging of suppliers.

Step 6- Contract management

• Fruit and veg city have the responsibilities to manage the contract to ensure that suppliers
comply with contract terms. Fruit and veg city can use contract management systems that

Page | 17

keep issues such as price compliance, changes in terms, volume discount thresholds,
payment schedules and due dates and contingencies for non-performance in check with
real-time data collection capabilities. These real-time systems will ensure that Fruit and
veg city realize the full potential of the negotiated terms of the contract. (Monczka
2004:693).

Step 7- Performance Evaluation

• In evaluating the supplier’s performance, Fruit and veg city should make an inquiry on
item status, monitor order due dates, and analyse supplier performance. It should also
have the capability to monitor planned receipts against due dates, provide immediate
visibility to past-due items, and flag those items likely to become past due. The system
should be able to generate summary reports of supplier performance compared against
predetermined performance criteria. It should include due-date compliance, quality
ratings, price variance, quality discrepancies, and total transportation charges (Monczka
2008:693).

Step 8- Program for long term improvement

• The long-term improvement should depend on the supplier’s capabilities and past
performance as well as the risk that might be associated with a long-term supply contract.
Fruit and Veg city should decide whether the contract is for a specific period, for example
three or five years or a series of rolling contracts with an evergreen clause which is
renewed every year, In this case it will incorporate a point system that rewards the
supplier for acceptable performance. The long-term contract contains terms and
conditions which Fruit and Veg city can use to correct action process if the supplier
continually fails to meet its contractual performance requirements. Fruit and veg city can
also use appropriate clauses to cover conflicts resolutions, termination of agreement, and
handling of unanticipated requirements (Monczka 2008:517-518).

Step 9-Leveraging of suppliers

• Leverage of suppliers -These activities include sharing technology, providing incentives to
suppliers for improved performance, promoting competition among suppliers, providing

Page | 18

necessary capital, and directly involving personnel with suppliers through activities such
as training and process improvement.

WORD COUNT:857
Page | 19

BIBLIOGRAPHY

• Burt, D., Petcavage, S. & Pinkerton, R. 201. Supply Management, 8th ed. Boston:
McGraw Hill

• Coyle, J Langley, C, Novack, A, Gibson, B. (2013) Managing Supply Chains A Logistics
Approach South Western

• Goffin, K.,Lemke,F. and Szwejczewski, M. (2006)’’An exploratory study of ‘’close’’
supplier-manufacturer relationships’, Journal of Operations Management, vol.24

• Handfield, R.B., Monczka, R.M., Guinpero, L.C., Patterson, J.L. and Waters, D. (2010)
Purchasing and Supply Chain Management (4th edition) South-Western Cengage
Learning.

• Harrison,A & Van Hoek,R. (2014). Logistics Management & Strategy Competing
through the Supply Chain. Fifth Edition. Prentice Hall International Edition

• Hugo, W.M.J and Badenhorst-Weiss, J.A. (2011) Purchasing and Supply Management
(6th edition) Van Schaik Publishers.

• Instituteforsupplymanagement.org. (2018). ISM - Tools and Resources - Principles
and Standards of Ethical Supply Management Conduct. [online] Available at:
https://www.instituteforsupplymanagement.org/resources/content.cfm?ItemNumb
er=4740&SSO=1 [Accessed 25 Mar. 2018].

• Lambert, Douglas. (2008). Douglas M. Lambert, “A Global View of Supply Chain
Management,” University of Auckland Business Review, Vol. 10, No. 2

• Monczka, R. (2004). Purchasing and supply chain management. Mason, OH: South-
Western.

• Pienaar,W.J & Vogt, J.J. (2012). Business Logistics Management: A value chain
perspective. Fourth Edition. Oxford University Press

• The Times 100 Business Case Studies, Ethical Business Practices: A Cadbury
Schweppes Case Study, 2013,
http://businesscasestudies.co.uk/cadburyschweppes/ethical-business-
practices/introduction.html#axzz2W39im8aJ.

• Walker, H.2009. Sustainable procurement:a literature review. Paper presented at
the 18th IPSERA Conference, Wiesbaden, Germany. Proceedings, 742-756

Page | 20

• Waset.org. (2018). [online] Available at:
http://waset.org/publications/16944/supplier-selection-criteria-and-methods-in-
supply-chains-a-review[Accessed 25 Mar.2018].

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