– Revision 2024

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 Last Assessment Opportunity + Supplementary Exam

DATE: 16 October
TIME: 14:00 to 17:00
Venue: E Ring 205 and 206
READING TIME = 15 minutes
CASE STUDY = 50 marks based on Daistruk (90 minutes)
UPLOADING = 5 minutes
OTQs = 50 marks
• divided according to the CIMA syllabus (4-5 questions per chapter)
• 25 OTQs will be based on Diastruk
• (90 minutes)

SUPPLEMENTARY EXAMS ARE AWARDED ON DISCRETION

AWARDED ONLY TO STUDENTS WHO PASSED AT LEAST TWO MODULES

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Strategic Implication

• 5 Areas to consider when a question asks to discuss the strategic implications of an option
• Impact on Strategy (Suitability)
• Generic Strategy
• CSFs
• Objectives
• Financial Impact
• Income statement (profitability) (acceptability)
• Funding (feasibility)
• Competition/Competitive position/Capacity (suitability)
• Stakeholders (acceptability)
• Staff (also feasibility)
• Customers
• Suppliers
• Environment
• Society

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Daistruk

Go through the strategic analysis

Understand what 3PL is and how it creates value for its customers
o Provide an outsourced logistics service
o Switching cost is high
o Investment

The better you know the company the better you will be able to answer the questions
Study purposefully

Familiarise yourself with all video material posted

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 Rational model
Chapter 6
• Resource audit
Chapter 5 • Competencies
• Strategic Networks • CSFs
• Supply chain management Chapter 10&11
• Value chain
• Impact and context
of change
Internal Chapter 8 • Culture
• Strategic options • Resistance
Environment • Generic strategies • Models
• BCG • Kotters’ 8 steps
Chapter 1: • Ansoff (growth) • Leadership
Overall Strategy - CL, Diff, Focus • SAF
Levels of strategy
Strategic planning models Review
Source of Competitive adv? – Mission and Position Strategic Evaluation Implementation and
Position vs Resource based view
objectives Appraisal Options and Choice Control
Chapter 2, Mission, vision,
SWOT
Chapter 3 – Ethics NB NB Chapter 7 Chapter 12&13
Stakeholders • Corporate appraisal Chapter 9
• Governance • Technologies
• Measure options against overall • Measures
• CSR • Value drivers • Leadership
objectives • GAP analysis • Models (BSC,
• Ethics – Business and responsibilities
• Mendelow’s stakeholder mapping pyramid, buildings
professionall • Forecasting
• Game theory block)
• Shareholder based
External measures
• Problems
Environment Global markets PEST • Triple bottom line
5 Forces • IR
Industry Porters’
Chapter 4 lifecycle Competitor analysis Diamond
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Drivers of change
 CSFs

CSFs
• Efficiency – Speed, cost-effective (automation)
• Mission “Get things done”
• Reliability
• Customer service
• Innovation
• Security
• IT
• Health and safety
• Experienced/skilled staff
• Sustainability
• See vision statement

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Key stakeholders - Ethics
Suppliers (Sea Freight companies)
Customers
o Large corporate clients who outsource their logistics function
o Diverse clientele (Motor company, supermarket)
o Switching cost is high
o Investment
Staff
• 22 000 and 7 000 drivers
• Objectives:
• Acts with integrity
• Trust, respect
• Provide safe working environment
• Risk of job losses due to automation?
• Knowledge and skills - Expertise (Knowledge workers)
Pressure groups (Sustainability)
• Ethics in terms of sustainable business practices
Government 7
 Daistruk – Other key issues
 Key issues
• Investment in Digital technologies
• Automation
• Block chain
• AI
• Cyber security
• Growth
• Market saturation (p 20)
• ESG and Ethics
• 4PL (Acquisition)
• Investment in Rail

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Final sermon

• Starting your career

• Success comes through hard work
• Financial advice
• Be helped and help others

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THE END

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