Strategic feasibility and development of supply chain optimisation in a storage solutions organisation

Author: Gerard Boesley

Supervisors: Henk Roodt James Harrison

---

31 August 2024

Boesley, G. (2024). Strategic feasibility and development of supply chain optimisation in a storage solutions organisation [Masters' thesis, Otago Polytechnic].

 

Abstract

This study addresses the strategic response to the volatile market conditions following the COVID-19 pandemic and an unfolding of complex disruptive forces in the Fourth Industrial Age.  Using tools like the Business Model Canvas, SWOT Analysis and Value Chain Disruption frameworks amongst others, it identifies challenges and opportunity with the storage solutions industry. This research highlights the importance of technological integration and strategic partnerships in overcoming supply chain disruptions and fluctuating and uncertain material costs.

The focus of this research project was a storage solutions organisation which operates within the New Zealand storage solutions market.  They were seeking to enhance its supply chain and operational efficiency in the face of recent global challenges.  The storage solutions sector is in a state of flux after the COVID-19 pandemic, which introduces complexities like increased material costs and logistical hurdles. Despite these challenges, there existed a significant opportunity for them to redefine as a comprehensive service provider.  The required strategic shift involved integrating advanced technology and fostering strategic partnerships to better serve the changing needs of the market. 

The research project delved into various facets of the industry, focusing on overcoming obstacles such as supply chain disruptions, fluctuating maternal costs, and evolving customer expectations. The goal to position the organisation as a leader by innovating and adapting to the changing landscape.

The strategic maps turning them into a turnkey provider, which required shared understanding of supply chain dynamics and proactive management of potential risks.  Emphasising flexibility and resilience, the strategy involved managing large-scale projects efficiency without disproportionately expanding workforce or infrastructure.  Collaboration with established third-party logistics partners is suggested to maintain scalability and operational agility.  A large, single page workflow strategic map was developed and is in use by the executive team to identify and map potential and real disruptions.

The organisation is ready to adapt to industry changes with an agile and openly shared approach that incorporates ongoing technological advancements.  By adopting the strategy workflow canvas, the organisation aims to secure their position in the market.

Issue/Design Question:

How might a company in New Zealand operating in a supply chain and storage solutions space deal at a strategic and operations level with market uncertainty and disruption in the Forth Industrial Age (Industry 4.0)?

Methodology:

Insider reflexive action-based research.

Conclusions and Recommendations:

Key recommendations include adopting local manufacturing and leveraging third-party logistics to enhance operational flexibility.  The findings aim to position the organisation as a leader in the market by emphasising innovation, customer satisfaction, and agile business practices.

Benefits: 

A workflow was established that allows the organisation to use a single page strategic canvas to deal with disruptive events.

Limitations:

The workflow and outcomes were developed within a specific logistics and supply chain sector.  Although the flow elements can be universally applied, the details must be discovered through several iterations of co-creation and action – based research.

 

Keywords

supply chain, storage solutions, disruption, business model, strategy

 

Licence

This thesis is not publicly available.