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Reflection

Institution Affiliation

Name

Date of Submission
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Table of Contents
Introduction................................................................................................................................................2
Section 1- Operational Business & Strategic Decisions..............................................................................2
Section 2: Supply Chain choices and Responsibilities................................................................................4
Section 3: Forecasting and Contracts.........................................................................................................5
Section 4: Human resources and Capacity Planning..................................................................................8
Conclusion and Recommendation..............................................................................................................9
References................................................................................................................................................11
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Introduction
The role that I played in the game was chief executive officer. The main roles include
formulating and implementing the company's strategic plan, allocating resources, and assembling
and supervising the executive team. Other main duties and roles include leading the simulation
team development and implementing the overall team strategy. I was evaluating the team success
of the organization in reaching the set goal hence looking for potential acquisition or any
circumstance that might enhance the value of the team simulation. The company then I came
across was a clothing company and the main role was representing the organization in
professional responsibilities and activities of the local community and state (Farooq et al., 2021).
Another main responsibility was participating in industry-related events and associations that
enhanced my leadership skills as CEO.

Section 1- Operational Business & Strategic Decisions

From the simulation program, I have learned that strategic decision is developing and
updating the management plan for long-term growth. Decisions at the operational level concern
the specifics of putting your strategic strategy into action. Production management is the process
of practicing management's main activities that have the originality of manufacturing. Simulation
is considered a subfield of management concerned with developing and enforcing the best
procedures for running a company to maximize productivity. Making the most money possible
from transforming inputs like raw materials and human labor into final products is the game's
name. The main theories I learned from the game simulation include Business process
management (Farooq et al., 2021). From the week one game simulation program, I learned this
theory as an action that operates continually through reviewing, analysis and optimization.
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This theory helped me in the simulation game by enabling me to design a process on

paper where I can understand and visualize the key steps of the game, analyze the productivity of
the game, I have been able to monitor the key success and the outcome of the errors which it
gives the customer satisfaction. Also, I have learned how to provide ideas to my team member
through automatic implementation and improvement, maximizing the game's efficiency. Another
theory that I apply in my game simulation is business process reengineering (Luz Martín‐Peña et
al., 2018). This theory entails a radical redesigning of the key and core business processes used
to achieve dramatic improvement in productivity, Quality, and cycle times.

Using the theory enabled me to play a simulation game in section 2 by starting the game
using a blank sheet of paper and rethinking existing key values of the game or process in
delivering more valuable game ideas to my teammates. The main impact of the theory on my
simulation game includes it reduces the amount of the cost to the customer, helps me in creating
a clear process of retention, increases the faster gaming time, and it provides an interactive
platform for the team members to share their ideas on how to improve the customer satisfaction.
With the application of the theory on the simulation game below, compared with the module one
game screenshot in figure 1, the level of the financial history increases due to low cost (Luz
Martín‐Peña et al., 2018). Another reason that causes the increase in revenue during the
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simulation process of the clotting company includes the increase of the cycle times by
eliminating unproductive activities.

Another theory I used in the game simulation program is the six sigma theory, which
focuses on gaming simulation. With the application of clothing companies, the six sigma theory
was the key theory that I applied. These methods helped me create the six references of the
control limits replaced by the six standard deviation processes from the normal distribution
mean. When employees and departments within an organization are all pulling in the same
direction, they are more likely to succeed (Luz Martín‐Peña et al., 2018). Organizations that
aren't on the same page strategically struggle to determine what's most important make poor
judgments, and have more arguments.

The main impact of investing in Quality to increase effectiveness and efficiency in the
delivery of goods and manufacturing includes procurement and supply chain experts often using
the management concept of "Supplier Relationship Management." Developing transparent,
quantifiable methods for assessing each supplier is becoming more important as supply networks
get more complex (Vendrell‐Herrero et al., 2018). Utilizing SRM, a company may assess its
suppliers' positive and negative effects on their operations.

Section 2: Supply Chain choices and Responsibilities

From the simulation game, I have learned the main impact of investing in Quality to
increase efficiency in the manufacturing and delivery of goods. This impact includes workplace
skill improvement aided by participation in the manufacturing sector. Skills ranging from routine
shop floor work to complex technical and administrative abilities are all required during the
production process (Nasiri et al., 2020). While the analysis acknowledges that more advanced
technical and managerial abilities take longer to acquire, it indicates that the manufacturing
sector favors skill generation among shop floor employees.
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Section 3: Forecasting and Contracts

Theoretical foundations for forecasting tools, such as methodologies and models, are
taken as read. I will apply the forecasting technique theory, which refers to certain procedures
that may be followed to provide predictions for upcoming intervals. While not all forecasting
techniques have matching stochastic models that provide identical point predictions, many do. In
addition to single-value predictions, a stochastic model's data-generation process allows for the
generation of interval predictions and complete prediction distributions. Expectations are made
in every stochastic model of a process and its corresponding probability distributions (Ivanov et
al., 2019). If a way of forecasting relies on a stochastic model, that model may be used by other
methods as well.

The main importance of the collaboration between marketing and operations that I gained
from the game simulation includes a company that can't thrive without close cooperation
between its marketing and operations departments. However, in most organizations, these
departments have very unfriendly and confrontational relationships with one another. Outside of
the context of huge corporations and the industrial sector, existing research has not adequately
explored approaches for changing this predicament. This research aims to remedy this deficiency
by exploring solutions for fostering more effective cross-departmental collaboration in SME and
service settings. There are five examples of firms with very strong connections between their
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marketing and operations departments (Ivanov et al., 2019). Using this comparison, we can pick
out the most important ideas and methods that foster and sustain productive partnerships across
departments.

Organizations of any size may benefit greatly from strengthening the bonds between their
marketing and operations departments to better align their resources with the needs of their target
markets and increase their likelihood of retaining happy customers. In most organizations,
marketing and operations departments have very poor working relationships. Since small and
medium-sized enterprises (SMEs) often have fewer resources and less room for waste, it is even
more crucial that they have strong working relationships throughout their departments to make
the most of their available resources (Vendrell‐Herrero et al., 2018). The benefits of cross-
boundary collaboration for small and medium-sized enterprises (SMEs) include increased
productivity, better quality products, and happier employees.

Since then, a lot of studies have shown how beneficial cross-departmental connections
are, yet, three major concerns still need to be addressed in more depth. Secondly, there has been
the practically little empirical exploration of what strengthens partnerships in practice, despite a
plethora of literature emphasizing the relevance of cross-functional links. There is a lack of
information about implementing requests for organizational change (Nasiri et al., 2020). Second,
while cross-functional coordination and cooperation are just as crucial in the service industry as
in manufacturing, most existing research has concentrated on manufacturing rather than the
emerging service economy. Using the screenshot below
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According to simulation impact, the diversity of each department's employees is another

source of friction. Cross-functional collaboration is difficult if employees from different
departments lack a shared history or an appreciation for one another's roles. In order to
collaborate effectively, it will be important to have strong interpersonal bonds, a shared value
system, and a common language. Functionalization has left an enduring legacy of dividing an
organization's marketing and operations departments (Vendrell‐Herrero et al., 2018). When
people in different departments work in silos, are paid differently, and have nothing in common,
they'll inevitably play political games with one another to advance their careers and get more
recognition inside the company.

The leader of an organization is responsible for communicating the company's strategic

direction to lower-level employees. Leaders play a crucial role in ensuring all employees of an
organization understand and strive to achieve the company's most important strategic objectives.
Leaders' efforts are crucial, as they must reach out to employees at all levels of the organization
and motivate them to follow their example (Holmström et al., 2019). The leader is responsible
for establishing and maintaining the cultural artifacts and norms that shape employee conduct
inside an organization. Changing the culture at major corporations like GM has relied heavily on
the skillful use of such artifacts.
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Section 4: Human resources and Capacity Planning

From human resource and capacity planning, I can learn performance management and
the impact of technology to increase efficiency and customer satisfaction. Using the screenshot
below,

Throughout the game simulation, managers and their subordinates engage in a dialogue
on how each employee is doing in service of achieving the business's long-term goals. The
communication process includes expectation formulation, goal identification, feedback
provision, and outcome evaluation. There is a strong emphasis on intangible assets in creating
value for businesses in the knowledge economy. Therefore, it is critical to monitor employee
performance individually, and there is a compelling commercial rationale for creating a system
to track and enhance performance (Holmström et al., 2019). The investment of management time
and energy into performance enhancement not only achieves this objective but also reduces
employee turnover.

Reducing the duration of customer support conversations while maintaining high levels
of customer satisfaction; enhancing communication and interactions via online technologies like
screen sharing; creating and refining a superior mobile experience for customers; using analytical
techniques to provide top-notch. The way we live, work, interact, and consume has all been
revolutionized by technological advancements. The rate of technological progress and the effects
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of that change on society are two of the most startling features of modern technological life. As a
result of technological advancements, there has been a dramatic shift in the dynamic between
businesses and their clientele (Hacioglu, 2020). There are several instances in which
technological advancements have influenced such partnerships.

It will help if you give your consumers a lot of attention as a company since they are the
reason you are successful. Thus, if you use the correct technology for customer care, you may
improve your efficiency and delight your clientele. In-store customer service may be improved
with the use of technology. More customers will be attracted to your business if you update your
customer care methods to make use of modern technologies. Businesses that use technology to
improve their customer service operations will likely tell you that doing so has positively
impacted their bottom line (Hacioglu, 2020). When it comes to meeting client needs and
expanding your company, technology is a crucial tool.

Conclusion and Recommendation

In conclusion, in analyzing the gaming process of the simulation, I can conclude that they
were consistent with theory, the amount of post-training self-efficiency was about 30% higher
compared to the day-to-day gaming operation, the declarative knowledge was 25% higher, and
the retention was about 10% higher from my teammates. The main benefits that I gained from
the simulation program include creating an active engagement, promoting adaptability, gaining
the experience of self-paced, and acquiring standardization. From the gaming process, I can learn
that to learn, analyze, anticipate, or just have fun, and you may play a simulation game, a kind of
video game that tries to replicate a real-world activity (Agrawal and Narain, 2018). Rather than
having predetermined objectives, the player is often given unrestricted reign over the game's
protagonist or setting.

I learned how to apply different business process theories in supply chain management in
sections one to four. The theories' main advantages include increasing and creating a better
environment for collaboration with suppliers, increasing the quality control of activities,
increasing the shipping estimation, and reducing inventory and overhead costs. Sustainability has
evolved into a strategic focus for many companies worldwide (Agrawal and Narain, 2018). An
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organization's capacity to compete in the modern business world is enhanced by adopting

sustainability as a means of distinction.

However, there are still obstacles to environmental preservation in clothing industries of

supply chain management, despite an overall trend toward more sustainable methods. This
simulation examines the link between sustainable supply chain strategies and competitive
advantages, with a focus on the moderating effect of sustainability inhibitors and the mediating
function of sustainable supply chain practices. Sustainability barriers should be considered to
strengthen the connection between a sustainable supply chain strategy and sustainable supply
chain behavior in the future (Agrawal and Narain, 2018). The simulation aided business leaders
in creating sustainable supply chain management techniques that have a long-term influence on
corporate success.
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References
Agrawal, P. and Narain, R., 2018, December. Digital supply chain management: An Overview.
In IOP Conference Series: Materials Science and Engineering (Vol. 455, No. 1, p.
012074). IOP Publishing.

Farooq, M.U., Hussain, A., Masood, T. and Habib, M.S., 2021. Supply chain operations
management in pandemics: a state-of-the-art review inspired by COVID-
19. Sustainability, 13(5), p.2504.

Hacioglu, U., 2020. Digital business strategies in blockchain ecosystems. Springer International
Publishing, DOI, 10, pp.978-3.

Holmström, J., Holweg, M., Lawson, B., Pil, F.K. and Wagner, S.M., 2019. The digitalization of
operations and supply chain management: Theoretical and methodological
implications. Journal of Operations Management, 65(8), pp.728-734.

Ivanov, D., Tsipoulanidis, A. and Schönberger, J., 2019. Digital supply chain, smart operations
and industry 4.0. In Global Supply Chain and Operations Management (pp. 481-526).
Springer, Cham.

Luz Martín‐Peña, M., Díaz‐Garrido, E. and Sánchez‐López, J.M., 2018. The digitalization and
servitization of manufacturing: A review on digital business models. Strategic
Change, 27(2), pp.91-99.

Nasiri, M., Ukko, J., Saunila, M. and Rantala, T., 2020. Managing the digital supply chain: The
role of smart technologies. Technovation, 96, p.102121.

Vendrell‐Herrero, F., Parry, G., Bustinza, O.F. and Gomes, E., 2018. Digital business models:
Taxonomy and future research avenues. Strategic Change, 27(2), pp.87-90.