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Supply Chain Management 3


Assignment 1


Read the case study, and then answer the questions that follow:


Cambridge Food set for continued growth with Manhattan Supply Chain Commerce Solutions™


Cambridge Food is a business division of Massmart and South Africa’s latest entrant into the retail grocery arena, serving the low income food retail consumer market. It has an overriding emphasis on providing fresh products to its customers. The service departments within its stores—bakery, butchery, fruit and vegetables and takeaways—are therefore a critical part of its overall offering and ensure the business delivers quality, fresh products at great value in a safe, clean and respectful shopping environment.


The company’s 18,000 sq. m. (194,000 sq. ft.) distribution centre (DC) in Johannesburg is responsible for delivering approximately 9,000 product lines into the retailer’s 17 stores located in the country’s Gauteng region. An aggressive growth strategy means that Cambridge Food intends to have 100 stores open across all South Africa’s nine provinces, achieving R10 billion in annual sales, within the next three years. New DC, new processes, new systems Up until three years ago, Cambridge Food ran its distribution operations using a manually-run, direct store delivery model.


This approach had worked well enough when operating a relatively low number of stores. As the company began its expansion drive however, it was soon realised that a centralised fulfilment approach, revamped distribution processes and an advanced supply chain systems infrastructure would be required to support the fast-expanding store chain and provide greater efficiency throughout its distribution operations. This led to a management decision to build a new DC to support growth of the retail format in the region. A warehouse management system would be implemented from the outset to handle the warehousing operations and enable an effective management of its product range, physical stock layout within the warehouse and the overall store replenishment process.


Mike Marshall, CIO, Cambridge Food, commented, “To support our high-growth strategy, we needed to move away from a ‘drop-ship’ model to a centralised DC fulfilment approach. So the business secured space in a new build DC that had an overall capacity of 380,000 sq. ft. From a systems perspective, this meant we needed a scalable supply chain commerce platform that would grow with us and help us get closer to our customers. With our other enterprise systems running on Microsoft .NET and SQL servers, we wanted to continue to operate on Microsoft technology so our challenge was to find an affordable WMS which provided that functional fit, as well as the ability to scale easily and adapt to our constantly evolving business model.”


Cambridge Food evaluated several software providers within the industry and offered an RFP to two vendors, of which Manhattan Associates was the successful bidder. Marshall continued, “We selected Manhattan SCALE based on functional fit of the solution, Manhattan’s position as leader in the global WMS space and the in-market support we knew we would receive from its local GeoPartner™, Supply Chain Junction. Because Manhattan SCALE could be integrated with, and complement, our existing enterprise systems, we appreciated that this would provide us with the total visibility and control we needed across our supply chain. We were confident the Manhattan solution would also enable us to drive operational efficiencies, help us optimise the service levels we provide to our stores and to our customers, and provide a platform for our future business growth.”




  • With reference from the case study, provide a discussion on Cambridge’s aggressive growth Provide relevant examples to support your discussion.
  • Explain the benefits of Manhattan SCALE systems integration for Cambridge’s business growth.
  • Suggest and explain the fundamental proficiency that Cambridge’s supply chain should possess to improve it business practice. Support each of the discussion with practical examples.




Systems analysis can be described as the process of studying a procedure or business in order to identify its goals and purposes and create systems and procedures that will achieve them in an efficient way. With regards to this information,


  • Compare and contrast the relations between systems analysis and logistics.
  • Discuss in detail, relevant steps to be followed during the systems analysis process.




Critically discuss the role of pricing as a supply chain driver in creating a strategic fit between strategic supply chain and competitive strategy.


Assignment 2




Scheduling is a method that is used to distribute valuable computing resources, usually processor time, bandwidth, and memory, to the various processes, threads, data flows and applications that need them.


Scheduling is done to balance the load on the system and ensure equal distribution of resources and give some prioritization according to set rules.


This ensures that a computer system is able to serve all requests and achieve a certain quality of service.


With this regard,


  • Explain the influence of supply and demand on scheduling.
  • Explain the influence of supply and demand on scheduling.




  • Discuss the role of forecasting in balancing the supply and demand.
  • Discuss the importance of qualitative forecasting in supply chain




  • Explain the concept of Lean production.
  • Discuss the possible causes of the following production waste:
  • Excessive inventory
  • Discuss how each of these production wastes stated in 2.2.1 could be reduced.




  • With the aid of examples, discuss five (5) different types of inventories present in the supply chain operations.
  • Describe the shortcomings of holding inventory within the supply chain.
  • Discuss the usefulness of utilising kanbans to lower the inventory in the supply chain.


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