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Abstract

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This paper details the concepts in the following readings the way they relate to project management: Schwalbe, K. (2009). An introduction to project management (2nd Ed.), Boston: Course Technology, chapters 5-8, Appendix A and Shister, N. (2004), Managing global relationships in the extended supply chain, World Trade, 17(1). The report also examines the way the concepts in the above readings can be applied to the work environment.

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Table of Contents

Introduction. 4

The Concepts in the Readings and How They Apply to Project Management 4

How the Concepts can be Applied to the Workplace. 5

Conclusion. 5

References. 7

Introduction
It is usually very difficult to account for human factors in advance especially in the management of any project or in the management of global supply chains. This is because the inputs needed for effective supply chain management has an effect on the business relationships, more so at the initial stages (Shister 2004). Viewed from a general perspective, international supply chains are likely to pursue cost differentials.

The Concepts in the Readings and How They Apply to Project Management
At the beginning stages of managing global relationships in the extended supply chains, several concepts such as time zones, currencies and language would need to be examined (Shister 2004). Similarly it would be important to consider the cultural issues which are even more challenging in the management of global supply chains (Francesco, & Gold 2005). Therefore, cultural issues, time zones, currencies and language are some of the concepts which would need to be considered in managing any project which entails extended supply chains.

            Risk is another important concept when it comes to global supply chain management (Russell & Taylor, 2006, pp. 359-407). Global supply chains need to recognize that the international arena is comes with a different experience which the business organizations may not be accustomed to (Shister 2004). The implication in this case is that an organization could be very good at capitalism although the same my not be said of the organizations it will be dealing with at the international front.

            When it comes to global supply chain management, the concept of core competencies is very important. One element of core competency is a great deal of patience (Shister 2004). Patience would be very important because the learning curves in those organizations will invariably be steeper than expected. The concept of core competencies applies to project management in the sense that it is similar to the critical success factors of any project (Schwalbe 2009). The other concept is that of problem reporting, which another important concept in both global supply chain and risk managements.

How the Concepts can be Applied to the Workplace
Cultural issues, time zones, currencies and language are very important when it comes to the workplace (Shister 2004). Culture, language and time zone influences the way communication takes place in the organization (Francesco, & Gold 2005). It should be noted that a miscommunication can cause unintended disagreements. Therefore, within the context of an organizational workplace, it is important that global supply chains consider the most appropriate cultures, currencies, language and time zones within which they can effectively conduct their businesses.

            The more specialized the global supply chains, the more detrimental the demerits of the local culture (Shister 2004). This would therefore imply that global supply chains undertake a thorough planning in order to ensure that they have adequate transport capacity for all the products they deal in. Just like successful project managers do, managers of supply chain organizations need to recognize and exploit their critical success factors if they are to remain competitive in the international front with their supply chain projects (Russell & Taylor, 2006, pp. 359-407).

Conclusion
All these factors point to the fact that managing extended global supply chains to their points of profitability, managers would need to firstly consider all the aspects of the organization before eventually considering the concept of human capital (Shister 2004). The implication in this case is that paying lower wages will not in real sense reduce the labor costs, mopes so in the event that the goods being produced are those which require a lot of skill.

References
Francesco, A. M., & Gold, B. A. (2005). International Organization Behavior,

(2nd ed) Pearson Prentice Hall: Upper Saddle River, New Jersey.

Russell, R., & Taylor, B. (2006). Operations Management: Quality and

Competitiveness in Global Environment, 5th Ed., Hoboken, New Jersey: John Wiley & Sons, pp. 359-407.

Schwalbe, K. (2009). An Introduction to Project Management (2nd Ed.). Boston:

Course Technology. Chapters 5-8, Appendix A

Shister, N. (2004). Managing Global Relationships in the Extended

Supply Chain. World Trade, 17(1). (A). Retrieved June 3, 2009 from http://www.worldtrademag.com/Articles/Cover_Story/09618e96f8af7010VgnVCM100000f932a8c0____

 

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