i dont understand this assignment! please help if possible 06/02/23

Module 03--Ch. 03: Leadership and Supplier Diversity in the Utility Industry (p. 100): - Due Jun 3,2023 11:59 PM Global Sourcing in SCM XLS Group COB09202303 Summer Semester 2023 CO Questions: 1. Please critique the results of the survey of the utility companies. 2. What are the lessons for future managers? Sourcing Snapshot Leadership and Supplier Diversity in the Utility Industry A recent survey of best practices in establishing a diverse supply base was discussed in a blog by the A recent suivey of best practices in establishing a diverse supply base was discomertant and common method for driving diversity ebjec- Supply Chain Resource Cooperative. The most important tives in the survey (in 73 percent of firms) involves explicitly building in diversity as an objective into sourcing processes. It is not uncommon to find that sourcing managers do not view diversity as a pricr. ity. Companies need to develop a culture of buy in and support of the SDP goals that reaches frem top management all the way through the supply chain. Senior leadership needs to emphasize that diveridy is an important objective, and also provide measures that establish how diversity cutcomes are tracied over time. There are several ways to measure an organization's commitment toward suppler diseriacing of firms in the utility industry. it The study involved conducting benchrmarsing across a subample of firms in the utlity industry ide identify how supplier diversity was measured. First, a cominunity metn in isis case was 45 percent, with the norm of spend that goes to diverse suppliers. The best levol in this case was 4 pertant to note that every single-sourcing category has being around 10 - 12 percent. It is also important to note that every single-sourcias catedery has some level of diversity spending, and none are exemp of isey A diects as they conclude, as diversity suppliers ceme is there is continuous monitoring of large projects as they conclude, as dive contracts with others over time. the end of their contract, there are new objecters continuous improvement in diversity Next, the Process dimension assesses the extent to which contis efforts to align training of supeliers objectives are pursued. This involves establish with new sourcing requirements. As noted in an interiew with a dives going on to continuously improve this outeome that there are always multiple inis elements that are arising in the supply chain function-iry first thought. "When I see competitive elements that are arising in the suppl chain function prepared. For example, we had an initiative where we is to enable diverse suppliers so they can be prepared. For example, we had an competitive factor-and so we developed a training progran knew going green was going to be a competitive factor -and so we dereloped a trainging pogate whether suppliers are reducing greenhouse gas around how to set goals, and how to demonstrate whether suppliers are redig thing was Safety - that was our mantra. So we began a progan and water usage. The aext big thing was Safety that was our mantra se involving how to set up a safety program, how to measure it-and to "Diverse Suppiers are Saie", iavolving how to set up a safety pompetitive response in the RfP's on the safety element." Next, the people dimension assesses the degree to which there is an investment in people, both from a headcount perspective, and representation on supplier's board. One company has a significantly larger group of supplier staff working on diversity initiatives (13), compared to the others. despite lower revenues. Finally, the leadership element tracks the highest level of commitment to supplier diversity, in the form of an active presence of the senior leadership on a Supplief Diversity Council. Such a council is tasked with building commitment and support for inclusion of minority and diverse suppiers in on-going capital projects, on-going sourcing activities, and major projects. There is also a strong corporate commitment to diversity at companies with the CEO representing the enterprise on the council, which is a core factor that supports their high level of diverse spending. Source: Supply Chain Resource Cooperative blog, https:l/scm.ncsu edu/scm-articles/article/a-divery -supply-base-isnt-about-procurement-its-a-teadership-issue