Notes to Learners
? You are required to answer all questions. Your initial submission must include BOTH assignments. If one or more assignments are referred, you can resubmit these on an individual basis, but not in the first instance.
? Each assignment should consist of between 2,000 and 3,000 words. You must clearly show the number of words used (excluding appendices, diagrams etc.)
? The questions are designed to test your understanding of the theories/principles involved and their application.
? The answer should be relevant and concise.
? Examples are always welcome and, if specifically asked for, they must be included.
? Each assignment is marked out of 100, with a 50% pass mark. Full marking criteria can be found at Appendices A and B.
? Assignments should be stapled in the top left hand corner.
? The cover sheet shown in Appendix C must be completed and submitted with the assignment.
? Style: You should use font 12 point Arial, 1.5 spaced, standard margins.
? Referencing: Your work must be referenced and there are a number of referencing systems, but the Harvard system is recommended. Harvard:
Author and date appear in the text and in the references at the end of your work in alphabetical order of author's surnames. Do not keep web references separate and do include the date accessed. Do not put references in
footnotes.
? Remember, you are aiming for accuracy and consistency.
AO/QUA/0420 - V1.0 3
Assignment Brief
Submission Dates:
Please contact your Training Provider for further details.
Learning Outcomes:
1.1. Understand the impact of globalisation on organisational strategy.
1.2. Understand relevant international agreements and conventions.
2.1. Understand what is meant by market orientation.
2.2. Understand the resource planning required to meet the organisation's strategic objectives and those of different stakeholders.
3.1. Understand the impact of an organisation on the environment.
3.2. Understand the impact of strategic relationships.
4.1. Understand alternative models of competition.
4.2. Understand the types of significant performance failure.
AO/QUA/0420 - V1.0 4
Element: AD01-1 - The Global Business Environment
AD02-1 - Resource Planning, Allocation and Use
Assignment 1
In addition to economic and socio-political factors, institutional settings have created an enabling environment for international business. Every business (profit or not-forprofit) aims to remain in existence for the foreseeable future. To achieve this, they have to enhance and adapt their operations.
Taking a business with which you are familiar:
a. Assess the main drivers that the organisation should consider in developing its strategy.
b. Assess the resource planning opportunities and challenges for this organisation in meeting its strategic objectives and the expectations from its different stakeholders.
c. Identify an international convention and assess the positive and negative impacts on the organisation's strategy.
d. Explain steps that it should take to ensure successful strategy development and implementation.
Guidance
The report can discuss the operation of a small local business or a multinational organisation. There should be consideration of such factors including:
- Global factors;
- Application of models like PESTEL or STEEPLE;
- Regional and international agreements and conventions;
- Stakeholder expectation and management;
- Resource planning;
- KPIs;
- BSC.
Note to learners: please answer the set question/s, not the learning outcomes.
Marking Criteria Appendix A
AO/QUA/0420 - V1.0 5
Section Analysis of the situation in the business of your choice Marks
1) Marks will be awarded for each assignment as follows:
- Up to 4 marks for situation analysis and background to an organisation.
- Up to 12 marks for assessment of the environmental factors on organisation's strategies.
- Up to 12 marks for assessment of the resource planning opportunities and challenges for this organisation in meeting its strategic objectives and the expectations from its different stakeholders.
- Up to 12 marks for assessment of the positive and negative impacts on the organisation's strategy.
- Up to 10 marks for strategy development and implementation.
50
Section Knowledge and appreciation of concepts
2)
- Up to 6 marks awarded for understanding of key issues.
- Up to 15 marks will be awarded for application of theory, tools and techniques in the tasks.
- Up to 10 marks for logical discussion and development of arguments/ideas.
- Up to 4 marks for quality of data collection and analysis.
Section Conclusions/recommendations
3)
- Up to 5 marks for depth and breadth of research.
- Up to 5 marks for justification and practicality of plans and conclusions made.
Section Presentation
4) awarded for criteria such as:
- Report structure, format, referencing and bibliography.
TOTAL: 100
AO/QUA/0420 - V1.0 1
Element: AD01-3 - Sustainable Corporate Development
AD01-4 - Competition and Risk
Assignment 2
Supply chain operations face various risks and the scope of these risks is much broader due to the global nature of most supply chains. Managing logistics and supply chain operations became complex in these environments, thereby requiring that managers continuously scan for opportunities and threats within their business operational environments.
a. Using an appropriate organisation of your choice suggest, giving reasons, a robust risk management process that the organisation can use to develop a sustainable supply chain strategy.
b. Suggest how a strategic supply chain relationship can be developed in order to gain sustainable competitive advantage.
Guidance
Care should be taken to see that the conclusions drawn follow on from the discussion and are structured around the content of this module.
You should consider the factors affecting the role of the transport or logistics business and review how this is likely to evolve. It is useful to examine the potential and proposed strategy, which could include the following:
- Sustainability (Internal and External);
- Competitive structure;
- Risk analysis models;
- Lean and waste reduction approaches;
- Positive and negative operational impacts;
- Strategic relationships opportunities.
The choice of strategy will take account of the risks identified. It can lead to a development of the strategic direction and new balanced performance indicators.
Note to learners: please answer the set question/s, not the learning outcomes.