SG7001 Managing Strategy, Operations and Partnerships
Activity 1
| Vision | The vision of the company is to excel in its core activities of manufacturing sugar and maintain its positioning as a leading sugar brand in Uganda. | ||
| Quality | Evaluation | Description & Justification | Implications |
| Volume | Moderate | Currently, the company is running on the crushing capacity of 6000 Tons Cane per day and producing 150000 tons of sugar per year which is a moderate figure and can be improved further. | The company is initially involved in supplying the final goods in Uganda and East Africa and with the support of grants and programs, this capacity s continuously increasing. |
| Variety | Low | The company Kakira Sugar Ltd has been operating since 1985 as a JV between Madhvani Group and the Government of Uganda where the variety of products is still limited to sugar (Clegg, 2019). | The expansion, as well as co-generation project in this company, are formulated in order to produce one more variety which is bio-diesel. |
| Variation | High | There is expected a positive variation in demand as there are chances of population increase by 103 million by 2050 and per capita consumption of sugar is 12 kg. | There will be continuous increment in the production of the sugar and the company will also expand its business units regionally (Zhang, et al., 2020). |
| Visibility | High | As there is a standard process of manufacturing sugar used by this company, there is higher visibility for the end consumers regarding the product (Yiu, et al., 2020). | The company is clearly stating the figures related to its crushing capacities, manufacturing process as well as expansion plans to the consumers. |
| Speed | Low | As identified from the case company, the company approximately takes 10.5 months for the crushing capacity of 6000 tons Cane per year and this time needs to be minimized. | The company is looking further to invest in its own nucleus estate to increase the speed of production. |
| Quality | High | The quality of the sugar offered by the company is quite high as compared to other brands and the vision of the company is also to maintain the leading position in the market and it is possible because of affordable prices and supreme quality. | The company is involved in the natural processing of sugar and this is extracted from the cane grown on lush plantations on the shores of Lake Victoria (Benjaafar and Hu, 2020). |
| Dependability | Low | The company has low dependability for the raw materials as well as the processing of the canes as it has established its own nurseries of sugarcane and the in-house manufacturing of the product is being done. | The company is in a joint venture with the government of Uganda and there is the support of grants from the government to expand the business operations. |
| Flexibility | Low | The supply chain model of the company is not flexible as there is higher operational control as well as the tight contribution of the parent company to this subsidiary company. | There is centralized control of the parent company as well as the government of Uganda on the manufacturing process of the company as well as its distribution channels hence the lack of flexibility can be a concern. |
| Cost | Moderate | The costs of manufacturing, as well as distribution, are moderate for the company as it has its own nurseries as well as manufacturing facilities. The company is also getting grants from the government. On the other side, the company is also focused on its CSR responsibilities and philanthropic activities. | There is a low variety of products and the production is made on a large scale which offers the benefit of economies of scale to the company while producing sugar for regional distribution. |
Activity 2
Introduction
The report enlightens the main focus on the given topic “A critical evaluation of relationships with the businesses which are directly related to the operations and manner which business units are integrated with the organisations”. The report also gains the focus on how Kakira Sugar Works is dependent on its supply chain partners, logistics, raw materials, marketing, warehouse, and technology.
Overview of company
The company was mainly formed in the year 1985 as the Joint Venture between the Uganda Government and Madhavi group for taking over the assets of the Sugar work Ltd by Madhavi which was the main group flagship in 1972. The company is more focused on supplying the customers of Uganda with the top-quality products, and affordable prices. The company’s key strategies include utilising the local natural resources, building on its strengths, contributing to Uganda’s development, and developing the products complementary (Kakirasugar, 2022).
Supply chain management of the company
The supply chain is mainly defined as more than three organisations that are directly linked by more than one or more service, finances, information, and products from the sources to the customers. Kakira Sugar Works has different departments which include repairs and maintenance, accounting, procurement, engineering, sales, and others. The procurement department of the company focuses on carrying out all the purchasing functions both internationally and nationally including the functions of disposal (Pettit et al, 2019).
The supply chain department is focusing on the major key responsibility that focuses on providing services and goods continuously as arising need without the disruption of operations of the company. The following can be achieved by:
- Providing effective data of inventory of the stocks
- Utilising the data of inventory for the proactive requirements of requisitioning
- Effecting and developing the plan for procurement for procurement which is prudent
- Utilising the modern technique of supply chain in management of the company stocks and business supporting (Koberg and Longoni, 2019)
Procurement is considered as the important element considering supply chain and also gaining the attention on the different factors which have a direct relation with the
company. This includes the focus on the relationship with the partners, sharing of information, and integration of the supply chain in the system.
The internal management of the supply chain of the company includes production, distribution, and sourcing. The sourcing of the company is responsible for the selection of suppliers, negotiation of the contracts, processing orders, and formulation of the purchasing process. Production is essential for the transformation of raw materials, components, and parts to the product.
While distribution is considered to be essential for the management of finished and material goods inventory flow from manufacturers to the customers (Saberi et al, 2019). Effective supply chain management includes the focus on optimization and systematisation of the needs which should be known from the suppliers and the timeline for putting materials on the production line.
Supply chain management is directly related to the company as it helps in the growth of the company and gaining the management effectiveness by following the growth and production requirements for the same (Cole et al, 2019). Therefore, there should be an effective focus on managing the other units of the company’s as well and also considering the operational chain which helps in increasing the flow of goods and services.
Conclusion
In unison, the report concludes that there should be an effective focus on managing the inventory and supply chain functions of Kakira Sugar Works. This includes that the supply chain management, production, technology, inventory management, and production process have a direct relationship with the company as they affect the growth and success of the company. It concludes that the supply chain should be closely monitored with all the other operations of the company.
Activity 3
| Identification of the industry in question. | The misalignment of supply and demand in the sugar markets bodes well for the long-term health of the business in the nation.
According to predictions, sugar prices are projected to rise in the future as a consequence of the tesa agreement (assuming a no vote). Furthermore, it is anticipated that less planting will be done in the next years as a consequence of tes. According to projections, a rise of a quarter of a percentage point will occur. |
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| Political | Consequently, firms with low EBITDA/per tone of cane crushed could anticipate significant improvements in their operational performance as well as significant increases in the value of their stock holdings | Recent heavy rains in major sugar cane producing states are expected to have a negative influence on cane output in the coming months, according to forecasts |
| Economical | As planned by the federal government, the maximum ethanol mix will be increased from 5 percent to 10 percent in the next fiscal year, which will begin in January. According to industry sources, the sugar sector expects to see a considerable rise in demand for ethanol as a result of the new law, which will result in higher sugar prices. | Sugar mills are being pushed to increase their ethanol production capacity by the government, which is granting loans of up to 40% of the total cost of the project to help them do so |
| Social | The price of ethanol has risen to INR 43-45 per litre, which is a significant increase from the previous value of$33-35 per litre, which is based on the current exchange rate. | In addition, the agreement calls for the establishment of a “attractive ex-depot price for ethanol” as well as the repeal of some tariffs levied on the transfer of ethanol to oil marketing organisations. |
| Technical | Because of the increase in the price of ethanol, the sugar sector will see an increase in the margins it earns from the sale of ethanol. | The predicted rise in sugar prices, along with the continued stability of sugarcane prices, suggests that increasing the delta from$1-3 to$3-5 might result in an increase of as much as 200 basis points in margins, depending on the exact conditions (bps). |
| Porter’s Force | Strength | Justification/ Reasons for your decision about the strength |
| New entry | Sugar companies have been identified as potential long- term investment prospects for you as a consequence of the favourable outlook for the sugar sector. Please review the following information. | The outcome is that fewer seeds are planted, and yields for SSFY16-17 will be lower as a result of the reduction in seed availability during this time. In light of our forecast for consumption growth of 2.5 percent each year between fiscal years 2016 and 2019 (Gopinath,2018), |
| Substitute | They were chosen from a pool of 25 sugar companies with a | we believe that the country will continue to be in deficit until the fiscal year 2019. In |
| total market valuation of $1.5 billion by the experts because they have a trustworthy financial statement and are handled cane arrears stocks, according to the experts. | spite of the favourable outlook for sugar production in the Hern Belt, it is anticipated that excessively high temperatures will cause sugar output in other sugar-producing states to plummet, as well as a decrease in the recovery of sugar. (Bedir,2021) | |
| Buying Power | Cane Arrears did its own assessment into the operational load in order to calculate its own operational burden. | Of light of the anticipated reduction in buffer stocks, it is anticipated that the inventory position will become increasingly constrained in the next years. Prices for argon have already increased by
62 percent (since their lows) as global supplies continue to be depleted |
| Bargaining power of suppliers | Calculate the financial burden by generating a profit and loss account for each tonne of cane crushed and checking the correctness of the figures in the account | . Prices are expected to grow even higher in the next years, according to projections. Because of the predicted supply deficit, it is expected that the global price of commodities would rise, which might have a favourable influence on local pricing (Meghana,2020). |
| Bargaining power of Customer | A stock’s value may be estimated using ROCE in order to calculate operational EV/EBITDA, which can then be used to estimate the stock’s value as a measure of its worth as a gauge for its worth. | It is likely that growing demand for bioethanol, in conjunction with increased government support for the sugar sector, may result in higher revenues for the industry as a whole in the future (Rajaeifar,2021). |
| Stage in the industry life cycle (just its title) | Also important was determining if the probability of margin growth will increase as a consequence of the five-year relationship between the 25 enterprises.
To clarify, delta is a statistical metric that is used in this context to compare the amount of sugar produced per kilogramme of sugarcane and the cost of generating that sugar per kilogramme of sugarcane. In order to arrive at this amount, the sugarcane income are split by the cost of sugarcane production. |
| Implications | According to the study that has been done so far in this area, a 200 basis point increase in the delta value from$1 to$2 would result in a 200 basis point increase in the margin from$1 to$2. Combining the strengths of Sugar industry , both of which have low EBITDA per tonne of cane crushed, the two companies might emerge as dark horses in the race if their current growth rates are kept up. |
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Activity 4
An evaluation of opportunities and threats posed by megatrends.
| Megatrend | Key issues affecting the industry | Impact and Implication |
| restrictions on the selling of sugar-free products | The sugar business originated, which together accounted for more than 60% of total sugar output in 1960, according to the World Sugar Association.
Performing cost-benefit evaluations of the manufacturing process is essential. |
During this time period, the proportions of Uttar Pradesh (60 percent) and Bihar (28 percent) decreased, whilst the proportions of Maharashtra (31 percent), Andhra Pradesh (31 percent), and Tamil Nadu (31%). Following the implementation of this training, the proportion of women in the workforce increases from 31% to about 60% in that year, with the prospect of a further shift in regional distribution. |
| Production | It has been demonstrated that regional production patterns are illogical in their natural environment. Sugar mills must be strategically located near their raw materials since the sucrose | The states are no longer needed to be considered as possible server locations due to increased server competition from other regions. |
| concentration of sugar cane decreases after it has been harvested, necessitating their proximity to their raw materials. | 4) The following are some examples of the relevance of the cooperative sector:
Co-operative Sugar Factories, which have gained in prominence in recent years, produce more than 60% of all sugar used globally, according to the International Sugar Organization. |
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| Export | As a result, efforts were made to locate a new can-making facility in one of the states where cans are already manufactured, but these efforts were ultimately unsuccessful, according to the report. | There are a total of 211 co-operative sugar plants located throughout the United States and Canada. A number of benefits exist for sugar mills that are owned and run cooperatively in comparison to their competitors. |
Development of survival and success factors
| Issue | Survival factor | Success factor |
| The Co-operative Sugar Mills are the largest producer of sugar cane in the world, in part because practically all sugar cane growers are members of the organization. In contrast to the situation that exists in much of North America, where co-revenues are allocated among a small | Productivity per hectare has grown significantly since 2003, when sugar cane yields per hectare reached an all-time high of 33 tones, according to USDA statistics (Solomon2019) | Sugar cane productivity in other countries has ranged from 50 to 80 tones per hectare in 2007, down from 134 tones per hectare (subtropical regions) in 1950-51 and 70 tones per hectare between 2000 and 2007. |
| number of “Sugar Barons,” its co-revenues are dispersed among its members across the organization. | ||
| A further development of cans is absolutely necessary, and this is an imperative need.
Sugar cane yield is a vital factor in the growth of the global sugar industry, and it is expanding at an alarming rate. |
The productive capacity of the United States varies greatly.
The term “tropical” refers to a certain type of weather or climate. Indian sugar cane yields per acre are at their lowest levels ever, and the proportion of sources that can be harvested is at its lowest level ever as well, according to the latest available data. It is possible that sugar cane yields might be improved by as much as threefold provided the proper circumstances are fulfilled. |
Between 1950 and 1951, sugar cane productivity in subtropical regions was 134 tones per hectare, and between 2000 and 2007, it was 70 tones per hectare (in subtropical areas).
From 134 tones per hectare (subtropical areas) in 1950-51 to 70 tones per hectare in 2000-07, and 80 tones per hectare in 2007. |
Activity 5
Introduction
Corporate strategy is hugely defined as a multidimensional strategy that any organization has applied to specify its objectives and working structure to attain ownself goals. It all depends upon the size, nature, type, function, structure, and other factors of an organization the corporate strategies are created to gain more profit. It is also helpful in growing the business into a new segment globally (Feldman, 2020).
According to a recent study, Kakira Sugar Works’ corporate strategy is supposed to be applied for the next ten years. While considering this, all other proper and related thing to the corporate strategy is widely described in this report. It covers the evaluation of competitive advantage, issue development regarding success factors, proposal development, corporate strategy options, assessment of options, and many more.
Critical Assessment of Competitive Advantage stemming from strategy
Evaluation of Competitive Advantage factors
In this section of the report, Kakira Sugar Works’ competitive benefits elements have been evaluated through the practical application of Porter’s five forces.
Figure 1: Porter’s Five Forces Model
(Source: Porter’s Five Forces Analysis, Wikipedia, 2022)
- The threat of New Entrants [Medium]: New company and its entry into the sugar industry of Africa can affect the growth of Kakira sugar company. This threat turns into high competition in the market. Kakira has focused on using new and creative technology while proving its price policies. It has focused on reducing costs while adding more value to its product. The organization must be ready to deal with such heavy competition while maintaining its effects on the objectives (Bruijl, 2018). Proper research H and development have also helped the company manage these threats easily and quickly.
- Bargaining Power of Suppliers [High]: The majority of the companies in South Africa have purchased all their raw materials from some fixed trades, which has increased the factor of bargaining in the Kakira company area. They play a dominant role in decreasing the profit and revue of the company while increasing their own as there is a limit of supply. They try to make more money from different t company in the same industry. The high power of bargaining in the suppliers has made a low level of generating review for the company.
- Bargaining Power of Buyers [Medium]: In this scenario, it has been noticed that this factor is having a moderate effect on the company’s growth because of the high demand. The company should bring up some effective orders while providing reasonable prices. It may turn into force Kikira company to generate revenue in the long term. It has been evaluated that a small customer base holds the company’s significant bragging power (Saebi al. 2017). These bargaining factors have also forced the company to introduce more customer offers and discounts. It also has spotlighted the factors like fast creativity in products, retaining the existing customers, and others.
- Rivalry among Competitors [High]: This threat has been evaluated as having a high intensity on the whole sugar industry of Africa. This is the only reason Kikira company has lowered the price of all the products, affecting their profit and industrial growth. This company also gives tough competition to other forms of the industry. A high level of competition is a significant threat that can affect the company’s profitability in the long run. The scale of measuring the profits, integrating with the competitors, and other elements
are highlighted in this case.
- The Threat of Substitute Products [Moderate]: In this threat, it has been determined that there are few subsidiaries of sugar in every area of South Africa. This is why the other products are highly traded compared to sugar. Sometimes the whole industry suffers because of the low demand for sugar (Mweru and Maina, 2016). Kakira company has focused on making a different product to deal with his situation.
Issues’ Development regarding Success Factors
It is based on the positive elements of Kikira Sugar Works as represented in Task1, which has undergone some problems, which have been discussed as follows:
- An increase in the production cost has been applied to the sugarcane, which affects the organization’s primary activities (Arend al. 2017). Concerning this element, the non-economic procedure of the manufacturing, including high excise duty cost, has a profound impact on the manufacturing cost.
- Due to improper information and outdated technology, the majority of the sugar mills in Africa might stop sugar production. Additionally, it has also been continued to impact the business environment negatively. These mills have reduced size with a capacity worth 1,000 to 1,500 tons per day and failed to take competitive benefit in the market environment afterward.
- Additionally, it has also been evaluated that sugar manufacturing has forced an essential and negative effect on the environment (Nadikattu, 2020). There was a lot of pollution, which may lead to severe health issues for the workers of Kakira Sugar Works. Therefore, in this case, it has also been evaluated that there are uncountable efforts that have focused on decreasing the effect in the market afterward.
Proposal Development
Issues’ Prioritization and Identification
Here are some highly reported problems which Kakira sugar workers face:
- Firstly, t has been determined that the business environment has positively impacted the proof of sugarcane and the piece. Other food items like cotton, oilseeds, and rice have a high competition with this product (Mukherjee and Sen, 2019). It has also changed sugar prices because of the time to deal with the manufacturer due to low prices.
- The second reason was an increase in production cost, which has given rise to cases like insufficient technology and innovation, heavy taxes, and the non-economic procedure of production obstructing the seamless manufacture of sugar. The imposition of various government rules and regulations has triggered the sugar stock’s limit and inefficient metrological rules and regulations (Ottoo, 2020). There are a few other impacts like unproductive prices of sugar, less ability to expand the sugar mills, and some other problems that have been arisen in the same region
Options for Corporate Strategy
There are three options that are determined to apply the correct corporate strategy in Kakira sugar mills for the next ten years are defined below:
Corporate Growth: The following strategies are in the form of market and product making with a horizontal combination which has been majority evaluated. In this way, the sugar organization can grow internally while enhancing its sales with new sugar-related products and services.
According to the horizontal combination in business, many businesses must be created with the help of effective distribution channels and intermediaries (Frank and Sanati, 2021). It can also focus on building healthy customer-supplier relationships in the organization. External business growth can also be expanded with the help of more profits, increased market share, suitable brand image, and more.
Stability in Business: This strategy helps develop the sugar company’s best and most effective corporate strategy. It is very important to maintain a healthy and peaceful environment to get the work done effectively and efficiently. It adds value to the job of the employees while satisfying the customers afterward (Varadarajan, 2020).
Besides that, it has also been evaluated that stable, once in a quarter environmental organization meetings focused on setting up an unsustainable business environment. A hygienic business environment applies the healthiest and effective concept related to sugar production.
Combination Strategies in Business: Applying combination strategy in the business environment of Kakira sugar mills, which has been highly determined to create an effective corporate structure. As an introductory section of ore business strategy, the UNEP cleaner production program 2002 helped introduce the smooth manufacturing process and business activities with an adequate level of profitability and productivity of sugar (Holmes al. 2018). Apart from this, the company also aims to manufacture sugarcane with the help of healthy, stable, and favorable environment kind of managerial practices.
Assessment of Options
According to this report, the above topics have been evaluated that is helpful for building an effective, efficient, and manageable corporate strategy for the Kakira Sugar Work for the next ten years. In this scenario, corporate growth and productivity, production, product research and development, horizontal and vertical business practices, and many more are considered here (Massa et. al. 2017).
Besides that, in the case of business suitability artefacts, it has also been highly emphasized that vast concerns of the company for wetlands, river zones, steep slopes, and shallow soils must help it guarantee sustainable sugar production with a diverse range of positive results and advantages altogether. Apart from this, as an introductory section of the combination strategy for the business growth and expansion of the company, effective and efficient manners of business improvement are needed afterward.
Final Choice of Option with Justification and Impact on Stakeholders
In this particular context of the recent study, it has been highly evaluated that all the elements related to corporate growth have been needed to create, develop, and maintain an effective corporate strategy for Kakira Sugar Work. In the same manner, the effects of strategy on stakeholders have been described below:
Corporate growth has affected business expansion and puts efforts into enhancing employee benefits and advantages. Companies providing different products to the customers will help them lead in the market while delivering high satisfaction to consumers and suppliers (Golembiewski, 2019).
Additionally, effective development of the product and internal organizational development has played a massive role in encouraging the employee commitment and satisfaction relating to the providing the effective work performance with different types of results and benefits at the same time and workplace.
Another critical aspect of the company is its customers, as they are the essential asset of its growth. Corporate growth can be enhanced with the help of high satisfaction of the customers and providing them with the best products (Leonidou al. 2020). Effective market development while including the horizontal; integration which enhances the benefits and advantages of the customer.
The last aspect is related to the stakeholders of the company. Effective differentiation in the business must have some positive impact on the organization’s growth. In this manner, the level of effective investment can also be increased, which must have efficient support for the further development and growth of the company (Andriof and Waddock, 2017). It leads to various outcomes, positive results, advantages, and other aspects.
Reflection
According to this report section, a detailed reflection has been created and developed, presenting some fundamental stages. This has also been considered while performing this assessment effectively and efficiently. Additionally, optimistic business outcomes have also been informed as a case of purpose, which has also been needed to guarantee that the proposal is strong enough for further use (Rugman and Verbeke, 2017). This part from that the practical understanding has also been evaluated in the essential teaching procedure in the module at a similar timing.
Recently, it has been highly echoed that at the point of the first assessment, I knew about various stages that have been considered in this particular assessment. In this manner, in the first and foremost stage, I have determined the different terms regarding various working tools that help evaluate the range of competitive benefits with effective contribution and efficient impact.
It is very important to use the tools properly to achieve organizational goals effectively and efficiently. While solving this study, it has been noticed that five porter forces are used to determine, analyze and evaluate different essential comparative elements of the company, including the whole sugar industry of Africa. Besides that, it is also helpful in gaining knowledge about every section’s weaknesses, strengths, opportunities, and various threats and their impact on the growth of the different companies in the sugar industry (Hernandez and Menon, 2021).
In other words, it can be said that Porters five forces are highly used to maintain and at the working structure of the company with the primary objective of creating an effective corporate strategy at the right time. It helps carry out all the business and managerial functions appropriately while dealing with the high level of competition in the market.
On the other side of the assessment, it has been evaluated that some fundamental problems are identified, and it is also essential for the Kakira sugar work and has an impact on its success elements according to the factors covered in Task1.
According to the particular segment, it has also been highlighted that I have aimed at fundamental issues that might increase with the negative impacts on the sugar industry and related companies. It covers various problems like improper management, ineffective technology and innovation, production cost, selling prices, and other things (Basu, 2017). Additionally, I have also decided to make different categories of these specific problems according to the depth of their impact on the growth and expansion of the business after that.
According to the following part of the assessment, it is necessary to create an effective corporate strategy, and all the identified issues need to be categorized with an effective way of selection. That’s why it can be concluded that after prioritizing all the problems, good practical problems can be determined, which can be further considered for creating the corporate strategy for the company for the upcoming next ten years.
Afterward, it can also be evaluated that three main options are determined for choosing the corporate system from prioritizing different issues. While choosing from the available options, my main motive was to apply theoretical and model0based knowledge more than other irrelevant concepts (Espahbodi et. al. 2019). Three basic strategies contain corporate growth strategies, stable business strategies, and combination strategies that have been suggested, which must help shape corporate strategy for the sugar company for the next ten years.
Additionally, while setting the corporate system for any business cooperation, it is also evaluated that it is needed to consider other options like market share, product development, and more, which are also very beneficial in regards to the corporate strategy.
Afterward, it has also been evaluated that I have the knowledge of those options for setting the corporate strategy of the business organization, which is made with the successful creation of a compelling proposal for the fundamental business entity. In the end, I have concluded with selecting the most appropriate option applied in the whole matter of corporate strategy and setting it up for the next ten years.
Moreover, terms like stakeholder management, involvement in the company’s activities, and effective capabilities to deal with market areas (Puranam and Vanneste, 2016). In the same manner, the primary effect of the option or choice of corporate strategy building on these three stakeholders has also been described with possible results and findings at a similar position. At last, a small and practical introduction and conclusion with recommendations have also been described in this report.
Conclusion
The corporate strategy of any company is highly responsible for achieving the goals effectively and efficiently. It provided suitable development to the firm for the next ten years. It uses practical working tools in the company while gaining the competitive benefit, shown in Kakira Sugar Work with a motive of highlighting various points regarding the issues and identifying the success elements of the company. The multiple cases have been prioritized according to their impact, which has created a need for corporate strategy in the organization. Various implications for stakeholders are also covered in this report.
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