Introduction:
This individual assignment will be assessed by means of a 3,000 word report. The assignment has been designed to allow you to develop and use your knowledge and skills in understanding key strategic issues relating to the global transportation and logistics industry. You will be required to apply the strategic concepts and analytical techniques studied in this module. All the learning outcomes below will be assessed:
1. Ability to analyse the complexity of organisations and their environments
2. Demonstrate an understanding of the complexity of the relationships between an organisation and its environment
3. Ability to evaluate existing models against practices of real organisations
The assignment will be marked and moderated by:
Dr Augustus Osseo-Asare, Derek Harwood, and Michael Cassop-Thompson
Please note:
1. All work must adhere to the University regulations on ‘Cheating, Collusion and Plagiarism’ which are provided as an Appendix in your Programme handbook. See your Tutor for useful guide on ‘Harvard Referencing Style’ and on how to avoid ‘Plagiarism’.
2. A hard copy and an electronic copy on CD of the assignment must be handed into your local Study Centre on or before the submission date under cover of the Sunderland Business School (SBS) Feedback Sheet.
3. Issue Date: Friday, 14 May 2010
4. Submission Date: Friday 9th July 2010
Task
Your task is to carry out a critical analysis and evaluation of strategy development in the global transportation and logistics industry, using the information provided and other materials researched. You will be expected to select and apply appropriate theories, techniques and models studied during the module whilst having regard to the practical aspects of strategy development.
Your assignment should be presented in a business report format and should be 3,000 words maximum (excluding executive summary, references and relevant appendices). The report should include a title page and executive summary and be fully and consistently referenced, using Harvard Referencing style. You must also submit a CD containing an electronic version of the report. This should be clearly labelled with your name, your course and the name of the case study.
It is recommended that you research information additional to the case study to support your arguments. This may be obtained from a diverse range of sources and you are encouraged to research the issues in whichever way you deem appropriate.
Assessment Criteria
In the event of failing this individual assignment, normal referral / deferral procedures will apply. This assignment carries a weighting of 100%. The assessment will focus on the level of ANALYSIS carried out. That is, the application of THEORETICAL CONCEPTS studied in the module to the ‘practical’ case study presented. In other words, you should proceed beyond a DESCRIPTION of the company and its actions. You should be analysing ‘why’ rather then describing ‘what’. The assignment will be assessed and moderated by three members of staff in accordance with the marks allocated to each of the questions detailed below. 10% of the marks are set aside for the ‘presentation’ criteria.
Academic Rigour
· your ability to isolate the key strategic issues
· the coherence and depth of the analysis of those issues
· the ability to analyse the strategy context within which companies operate
· the ability to critically review and evaluate strategic decisions made by companies
Methodology
· the use of relevant evidence, from material provided and personal research to support any statements made
· the appropriateness of the methods used and theoretical models and frameworks applied
· the breadth and depth of research undertaken
Evaluation of data
· the ability to make sound recommendations or conclusions arising from the analysis
· the soundness of arguments put forward
Presentation
· the summary of arguments
· report layout and format
· use of illustrative material and evidence to support arguments
· the appropriateness of length
· the quantity and accuracy of referencing
FedEx Corporation - Structural transformation through e-business
Today, Federal Express or FedEx Corporation provides strategic direction for the operating companies that compete collectively under the FedEx name worldwide (www.fedex.com). Since its inception in 1973, FedEx Corporation had transformed itself from an express delivery company to a global logistics and supply-chain company (De Wit and Meyer, 2004). FedEx built on the strength of its famous express delivery service and created a more diversified company that included a portfolio of different but related businesses (http://about.fedex.designcdt.com/our_company/).
Instructions:
· ANSWER ALL THREE QUESTIONS
· You are expected to use the information in the case study ‘FedEx Corporation: transformation through e-business’ by Farhoomand, A. F. and Ng, P. cited in De Wit, B. and Meyer, R. (2004) Strategy: Process, Content, Context. An International Perspective: Thomson Learning, London
· Your answer should be based on critical ‘industry’ and ‘competitor’ analyses using appropriate analytical techniques.
Question One:
a) In the context of the process of strategic management, outline what Porter’s Five Forces and Porter’s Value Chain techniques are, and explain their practical relevance to strategic planners at FedEx Corporation. (15 marks)
b) Identify the core competencies and capabilities which brought about strategic transformation at FedEx Corporation between 1973 and 2000. (10 marks)
c) Explain the main advantages and disadvantages of international trade to FedEx Corporation.
(15 marks)
[40 % marks]
Question Two:
a) Explain your understanding of Whittington’s ‘Classical’ and ‘Evolutionary’ Schools of Thought in the context of strategy development at FedEx Corporation from 1973 to 2000. (15 marks)
b) Critically evaluate how you might apply the two Schools of Thought to FedEx Corporation. Explain and explore which school of thought you prefer, and why. (10 marks) (25 marks)
Question Three:
“Stacey’s (1996) integrated model of decision-making and control comprises of four loops: the rational; the overt politics; the covert politics; and the culture and cognition.” (Stacey, R. D. (1996) Strategic Management and Organisational Dynamics, Second Edition, Pitman, London; cited in SIM336 Module Workbook, 2010, Unit 6, page 156)
Using your understanding of the ‘Processual School of Thought’, critically evaluate the implications for strategic management of each of the four loops. (25 marks)
Note: 10% marks is allocated for presentation
