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Assignment-1 Rubrics Criterion/Achievement Excellent (1Marks) 100% Good (0.75 marks) 75% Average (0.50mark) 50% Satisfactory (0.5 0.25 Marks) 25% Poor (00)mark 00% Summary (1 marks) Perfect explanation relevant Explanation not clear with relevant information Some information No information is given Background Information (1 marks) Perfect explanation relevant Explanation not clear with relevant information Some information No information is given Problem discussion (1 marks) Stated clearly 2 objectives Stated with some relevant 1 objective clear with relevant 1 Some information relevant 1 No information is given Result with example (1 marks) Explaining reason with example some relevant reason with example Not relevant reason but given example Any example No example Reference (1 Marks) >, = to7 >,= to 5 <,= to No reference Mar 31, 2020,04:25pm EDT The Impact Of The Coronavirus On HR And The New Normal Of Work.

Jeanne Meister Contributor. Leadership Strategy. I write about Trends Shaping The Future of Work The New Normal of Work SHUTTERSTOCK / GAUDILAB For the past decade I have been writing and speaking about the disruptions in the way we work, learn and communicate. In my article, Humans, Gigs and Robots Are The New Blended Workforce, I saw an increase in full time workers working side by side with gig workers and bots or digital assistants. I went on to say: the pace of change has never been this fast, yet it will never be this slow again!

What I did not envision is we would be working exclusively from our homes while juggling home schooling and trying to figure out how to conduct three Zoom sessions at the same time: one for our own meeting, one for our spouse or partner’s meeting, and one for our child learning at home! The Covid-19 coronavirus is becoming the accelerator for one of the greatest workplace transformations of our lifetime. How we work, exercise, shop, learn, communicate, and of course, where we work, will be changed forever! The term VUCA (volatile, uncertain, complex and ambiguous) first appeared in the media in 1987 by the Army War College. It has taken just a few weeks for the Covid-19 coronavirus to shut down most restaurants, bars, shops, and gyms, as well as mandate or encourage 88% of workers to work from home, regardless of whether or not they are showing symptoms of coronavirus (according to Gartner), trigger hiring freezes, and, as of last week, a record of 3.3 million Americans have applied for unemployment benefits.

But the larger question is: how will this massive transformation impact the workplace, you, your team, and your organization? Future Workplace’s recent survey, entitled The Impact of the Coronavirus in the Workplace, was conducted among 350 HR leaders in the USA to explore this question. I will share some insights on how this new normal of work is evolving within organizations. 1) Ramp up Training and Investment in Remote Working Across the globe, companies are dealing with the Covid-19 coronavirus pandemic by mandating or encouraging employees work from home. As the coronavirus spreads, working from home is the new normal for workers.

We are hearing comments like: “It’s the first day of both working from home and home schooling... I never signed up to be a teacher and now I believe teachers should be paid like CEOs!†What are companies doing to prepare for one of the largest work from home experiments ever? Our research examined the various ways companies are dealing with remote working and one way is training. Our Future Workplace survey, The Impact of the Coronavirus in the Workplace, asked, “In what ways does your company offer training on how to successfully work from home?†The responses ranged from offering both worker training and manager training, to mentoring, coaching, and even launching Employee Resource Groups targeted to remote workers and their families.

See Figure 1: Figure 1 FUTURE WORKPLACE Microsoft is going one step further. They created a Guide to Working From Home During COVID-19. This guide was shared with the Microsoft global workforce and a version was made available to customers as an editable document to use with their own organizations. The link to the customizable version is here: Rachel Russell, one of the architects of this document and the Flexible Work Lead at Microsoft says, “We designed the document to support our employees working from home during this outbreak, some for the first time and many with others at home as well. Our guidance ranges from setting up your physical and virtual workspace to managing your time and wellbeing, as well as specific guidance for managers.

Everyone’s experience is different, and we continue to offer learning resources and community spaces, like Yammer groups, where employees can ask questions, share anecdotes, and brainstorm ideas for staying healthy, engaged, and productive.†The Guide to Working From Home balances the mechanics of working from home with the emotional implications of managing it all: work, home, children, and importantly, your own self- care. Future Workplace summarized the list of successful strategies for remote working following our recent Future Workplace Virtual Summit, and interviewing both Rachel Russell and Stacy Elliot, Senior Director of Communications at Microsoft, a pioneer in remote working for the last 17 years.

Tips for Working Remotely MICROSOFT'S GUIDE TO WORKING FROM HOME AND FUTURE WORKPLACE 2) The Future of Work Is the Future of Worker Wellbeing My Forbes column, Top Ten HR Trends That Matter Most in the 2020 Workplace, details how companies that focus on the future of work are consumed by the impending disruption of jobs, automation, and changing workforce demographics. All of these are important, but we also need to make worker wellbeing a priority! Today more than ever, the future of work is the future of worker wellbeing. With the growth of the digital economy, our ‘always on’ way of working, the stresses in managing work-life integration, and now dealing with the coronavirus, assisting workers with their wellbeing has never been more important.

As Cecilia Tse, Wellbeing Strategy Leader, PwC says, “We are committed to helping build our people’s wellbeing and we define this to include their physical, emotional, mental, and spiritual well-being. But we are going beyond viewing wellbeing as a perk, we are being prescriptive to provide our people guidance and suggestions for habits they can consider forming in each of these areas on our PwC Be well, work well Habit Bank.†This focus on worker wellbeing is especially important, as workers experience anxiety in dealing with the coronavirus. Our Future Workplace survey asked the question, How is your organization dealing with increased anxiety during the coronavirus pandemic? Our list of suggestions are outlined below in Figure 2.

Figure 2 FUTURE WORKPLACE 3) The Coronavirus Can be an Opportunity to Re-define Your Business The coronavirus pandemic is fundamentally shifting how we live and do business and will accelerate the Fourth Industrial Revolution, fueled by smart technologies such as Artificial Intelligence and mobile supercomputing. The Future Workplace Survey asked HR leaders, How could the Coronavirus be advantageous to your business? Figure 3 shows the range of responses where some HR leaders saw the coronavirus as an opportunity. Figure 3 FUTURE WORKPLACE Many survey respondents commented on how the coronavirus could be an opportunity to re- think assumptions on their products, services and business model as well as cross training and creating new products to be better prepared for the next pandemic.

As I toward 2021, I see the coronavirus as an accelerator for defining the role of the corporation, remote working, re-skilling, skills based hiring, and the transformation of corporate learning. CEOs Will Be Bold in Protecting and Investing in Their People On August, 19, 2019 the Business Roundtable released a statement signed by 181 CEOs acknowledging all of a corporation’s stakeholders- workers, communities, partners- were as valuable as their investor shareholders. This statement now looks to be prescient. In the past few weeks, there have been numerous examples of corporations proving they meant what they acknowledged back in August, 2019. • Microsoft announced that they will keep paying the hourly workers who support their campus during this period of reduced service needs. • Starbucks, identifying the anxiety of this crisis, has extended its mental health benefits and extended therapy sessions to all U.S. based employees and their eligible family members starting April 6th, 2020. • StopTheSpread.org, the blog on Medium authored by Ken Chenault, former CEO of American Express, and Rachel Romer Carlson, CEO and co-Founder of Guild Education, asks CEOs to stand together to support coronavirus recovery by funding national healthcare needs such as ventilators, respirators and hospital supplies.

There Will Be a Surge in Remote Working after the Coronavirus In 2017, FlexJobs and Global Workplace Analytics estimated the number of people working remotely increased 159% between 2005 and 2017, with a 44% rate of growth in the last five years of that span. That was only the beginning. Remote work is here to stay! The coronavirus is making companies, employees and their managers more comfortable with working from home. From now on, we will question taking that flight to see a client if we can communicate on a new project using Zoom.

Face time will no longer be the measure of worker productivity. Instead we will finally focus on results! With the benefits of tapping into a geographically and ethnically diverse talent pool, managers will increasingly explore how to make remote working part of their culture. Skills-based Hiring Will Move from The New Normal to The Normal More companies will move from hiring based on degree pedigree to hiring based on skills and more apprenticeship jobs will surge. I spoke with Ravi Kumar, President of Infosys Ltd, on how the coronavirus will impact businesses.

Ravi wrote his point of view in an inspirational LinkedIn article, Thinking Out Loud, on the confluence of opposites born in unprecedented times, such as an increased need for collaboration while we work remotely or the need to reap benefits of global interconnectedness along with local resilience. Organizations, even as they deal with the challenges of the here and now, are putting into place plans for their post-COVID recovery. Transforming their talent models and digitizing their talent value chains will be a big focus area. Kumar predicts a surge in skills-based hiring as more companies outsource routine tasks to machines and humans focus on uniquely human skills of creativity and critical thinking.

Kumar says, “I see a future where machines will handle problem solving and humans will focus on problem finding.†That vision has committed Infosys to be a leader in the skills-based hiring movement, where the company focuses on recruiting candidates with the skills and capabilities they need rather than on their degree pedigree. Infosys partners with various community colleges in the country to hire for the right skills. In anticipation of the large scale digitization of workplaces, Infosys is stepping up its effort accelerating this with the recently launched Digital Apprentice program for community college students to learn-earn-work in order to land digital backbone jobs. Learning Will Be Radically Transformed This new normal of working will drive new ways to learn online.

Research and Markets has forecast the e-learning market to triple by 2025 to reach 5 billion. That was before the coronavirus. This estimate will only increase as companies have no choice but to launch a radical transformation of corporate learning. We already saw this happening with: • Walmart is partnering with Strivr to use Virtual Reality to prepare Walmart workers for Black Friday in store shopping; • Best Western Hotels is partnering with Mursion to use virtual reality to train front desk clerks in problem solving skills; • Home Depot built a mobile app to train new hires while they are on the job, sharing product information to reduce the need for face to face training. All of these experiments will be accelerated as business leaders disrupt their old practices which relied heavily on face to face learning and pivot to developing proof of concepts for learning on- the-job using the latest consumer technologies.

Chris Pirie, former CLO of Microsoft and lead faculty for online course Radical Transformation of Learning believes business leaders must find new ways to create engaging experiences which are experiential and fun. That means incorporating more gamification, virtual reality, and augmented reality for corporate learning. Organizations will Double Down on Re-Skilling Workers While some organizations like Amazon, SAP, Walmart, AT&T, PwC and Guardian Life Insurance have already announced plans to re-skill large segments of their workforce, the challenge for more companies will be to go beyond designing one-off training programs. This challenge will be much bigger than any one program. Instead, companies will create an ecosystem devoted to creating an AI powered skills inventory, reskilling and and exploring new private partnerships with traditional and non-traditional institutions of learning, as well as ed tech startups.

Welcome to the new normal of work. What is clear is none of us can afford to operate as we have in the past. In the words of Shunryu Suzuki, author of Zen Mind, Beginners Mind, "In the beginner’s mind, there are many possibilities, in the expert's mind, there are few." As business leaders we need to see all the possibilities, challenge our perceptions, and lead this disruption of work. This is our opportunity to show how we lead in a crisis as we navigate the unprecedented journey in the coming weeks and months. College of Administrative and Financial Sciences Assignment 1 Deadline: 6/3/2021 @ 23:59 Course Name: Logistics Management Student’s Name: Course Code: MGT322 Student’s ID Number: Semester: II CRN: Academic Year: 1441/1442 H For Instructor’s Use only Instructor’s Name: Students’ Grade: Level of Marks: Instructions – PLEASE READ THEM CAREFULLY · The Assignment must be submitted on Blackboard ( WORD format only ) via allocated folder. · Assignments submitted through email will not be accepted. · Students are advised to make their work clear and well presented, marks may be reduced for poor presentation.

This includes filling your information on the cover page. · Students must mention question number clearly in their answer. · Late submission will NOT be accepted. · Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. · All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). · Submissions without this cover page will NOT be accepted. Logistics Management ASSIGNMENT -1 Submission Date by students: Before the end of Week- 7th Place of Submission: Students Grade Centre Weight: 05 Marks Learning Outcome : 1.

Demonstrate a deep understanding of the logistic function concepts and theories as well as supply chain management strategies. 2. Demonstrate the ability to understand complex issues pertaining to supply chain integration and strategic supply chain partnership. Assignment Workload: This assignment is an individual assignment. Critical Writing The purpose of this assignment is to identify and apply Logistics and Supply Chain Management concepts/tools to suggest logistics performance priorities.

To this purpose, you should search and review about these companies through secondary available information. Think about how you can apply the concepts/tools that you learned in this course. Suggest logistics performance priorities for any ONE of the following; explain why you have come to your conclusions: 1) A low fare Airline FLYNAS (Service) OR 2) A fast food chain Such as Dominos (Product) The Answer must follow the outline points below: 1. Executive summary (1Mark, word count rage ) - Summarize what is logistics performance priorities, what Logistics and Supply Chain Management concepts/tools applied to achieve the company’s objective. 2.

Background information (1Mark, word count rage ) - Briefly introduce the company background (e.g., name, products, business size, location, internal/external interesting facts, etc). 3. Problem Description (1Marks, word count rage ) - Describe the objectives clearly and specifically. - The objective may involve either logistics decision-making or process improvement. 4. Results by using application of logistics and SCM concepts/tools that applied (1Mark) - Describe what specific logistics and Supply Chain Management concepts/tools be applied to achieve the objective.

This section should make it clear that you understand the concepts/tools you are about to use. 5. References (1 Marks) Note: The Answer should be of each point in the range of 300 to- 500 word counts. Each point carrying 1 Mark. Use APA style of referencing

Paper for above instructions

Executive Summary

Logistics performance priorities encompass a broad range of strategic operations focused on enhancing efficiency, response time, and customer satisfaction in supply chain management. This report examines the logistics framework of Flynas, a low-cost airline headquartered in Riyadh, Saudi Arabia. The application of concepts from logistics and supply chain management—such as demand forecasting, inventory management, and transportation optimization—will be pivotal in achieving competitive advantages for Flynas. Given the volatile nature of the airline industry, especially accentuated by the COVID-19 pandemic, establishing these logistics priorities is vital for Flynas to ensure sustainable operations, customer loyalty, and market growth. By adopting an innovative approach to logistics performance, Flynas can streamline its operations and deliver enhanced service quality while keeping operational costs low.

Background Information

Flynas is a budget airline that was established in 2007, and it operates both domestic and international flights. Based in Riyadh, it serves 35 destinations, catering primarily to passengers seeking economical travel options. Despite being a relatively young airline, Flynas has achieved significant growth, boasting a fleet of over 35 aircraft and handling millions of passengers annually. One of the standout facts about Flynas is its commitment to affordability without sacrificing service quality; it operates with a vision to provide a comfortable transportation experience while maintaining competitive pricing. Moreover, Flynas has shown resilience and adaptability in the face of market disruptions, particularly during the COVID-19 pandemic, which heavily impacted airline operations globally, leading it to explore innovative logistics solutions and strategic partnerships.

Problem Description

In an era where agility is essential, Flynas faces two critical objectives:
1. Improvement of Demand Forecasting: Given the fluctuating nature of air travel demand—especially post-COVID—accurate demand forecasting is essential to match capacity with market needs. Inaccurate forecasts can lead to overcapacity or undercapacity, both of which have significant financial and operational implications.
2. Optimization of Route Planning and Fleet Management: To improve operational efficiency and reduce costs, Flynas needs to streamline its route planning and fleet management decision-making processes. This involves using data analytics to assess and define optimal flight paths, frequency, and aircraft utilization to maximize revenue.
These objectives are not only relevant but critical in positioning Flynas competitively and sustaining its operations in an increasingly aggressive market where customer safety and satisfaction are paramount.

Results Using Logistics and SCM Concepts/Tools

To tackle the aforementioned objectives effectively, Flynas can employ several logistics and supply chain management frameworks:
1. Demand Forecasting Tools: Utilizing advanced data analytics and machine learning algorithms can enhance the accuracy of demand forecasting. For instance, implementing software like IBM’s Planning Analytics can provide Flynas with insights into historical booking data, seasonal trends, and even external factors (e.g., fuel prices, economic indicators) to project demand accurately.
2. Just-in-Time (JIT) Inventory Systems: Implementing JIT inventory management will ensure that Flynas minimizes its stock on hand while being able to respond swiftly to the demand for spare parts for aircraft maintenance. This system reduces holding costs and mitigates waste, essential in an industry where aircraft servicing is critical to operational continuity.
3. Transportation Management Systems (TMS): A robust TMS can optimize route planning, helping Flynas achieve more efficient fuel usage and less turnaround time at airports. Tools like SAP Transportation Management can help analyze historical flight data and optimize flight schedules based on demand and operational constraints.
4. Collaborative Supply Chain Partnerships: Building partnerships with local suppliers for fuel, maintenance, and other logistics services can create a more resilient supply chain. Collaborating with firms specializing in air transport logistics can provide Flynas with innovative logistics solutions tailored to the unique challenges of airline operations.
5. Customer Relationship Management (CRM): Employing a CRM system tailored for the airline sector can further strengthen customer relationships by providing timely information about flights, cancellations, and rebooking processes. A superior customer experience adds value to Flynas and creates loyalty in a highly competitive market.
By leveraging these logistics and supply chain management concepts and tools, Flynas can significantly enhance its operational performance, reduce costs, and improve service delivery, which will ultimately lead to higher customer satisfaction.

Conclusion

In conclusion, the logistics performance priorities of Flynas revolve around improving demand forecasting and optimizing route planning and fleet management. By adopting robust logistics and supply chain management tools and concepts such as demand forecasting software, JIT inventory systems, and transportation management systems, Flynas can position itself advantageously within the airline industry. Furthermore, through strategic partnerships and customer-focused initiatives, Flynas can enhance its service quality while maintaining operational efficiency. These strategies will not only help sustain its competitive edge in the evolving landscape post-pandemic but will also align with the overarching goal of providing affordable and efficient air travel options.

References

1. Meister, J. (2020). The Impact Of The Coronavirus On HR And The New Normal Of Work. Forbes. Retrieved from https://forbes.com
2. Research and Markets. (2020). E-Learning Market by Technology, Delivery Mode, Content, and Geography - Global Forecast to 2025. Research and Markets.
3. Gartner, Inc. (2020). The Impact of the Coronavirus in the Workplace. Retrieved from https://gartner.com
4. PwC. (2020). Wellbeing Strategy Leader, Employee Wellness Pursuits. Retrieved from https://pwc.com
5. FlexJobs. (2017). Remote Work Statistics. Retrieved from https://flexjobs.com
6. SAP. (2020). Optimize Transportation Management. Retrieved from https://sap.com/products/transportation-management
7. IBM. (2020). Planning Analytics. Retrieved from https://ibm.com/products/planning-analytics
8. Home Depot. (2020). Mobile App Training for On-the-job Skills. Retrieved from https://homedepot.com
9. Infosys. (2020). Digital Apprentice Program Overview. Retrieved from https://infosys.com
10. Best Western Hotels. (2020). Partnership with Mursion for Training Solutions. Retrieved from https://bestwestern.com
This assignment illustrates the modern logistics challenges faced by Flynas and presents actionable strategies to enhance its operational performance and achieve competitive differentiation in the airline sector.