: Case study: Purchasing and Inventory at Silvaro MotorsOrder DescriptionObjectives
This assessment task relates to course learning outcomes numbers 1 to 5.
Before starting this assessment read the marking criteria (below)The course website also provides useful information in regard to the development of this assessment item. In
particular, you must read the Assignment Writing Requirements document on the course website. This
document outlines course specific assignment requirements in some detail.
Purpose
The primary purpose of this assessment task is to help students develop skills in the use of OM principles,
theories and models in the analysis of the current operations of a service industry organisation. The
assignment requires you to analyse the current situation, identify the operational problems within the
organisation, and develop a set of recommendations that, when implemented, will overcome the identified
problems without creating new ones. In this assessment piece you are expected to provide a solution,
recommendations and action plan.
The secondary purpose of this assignment is to give students the opportunity to further develop analysis and
problem identification and problem solving skills, as well as skills in presenting an argument for change
within the framework of a business report.
Description
Assessment task 3 requires the writing of a business report. The report should explain what the current
situation is, what problems are in evidence and how those problems should be addressed. As a business
report it should be concise, accurate and actionable. At the same time, the report should be founded on
appropriate Operations Management principles and theories, and be supported by appropriate evidence and
discussion from relevant academic literature.
Details
The assessment item is based on the case study titled Silvaro Motors (a fictitious company). You should
read, and carefully analyse, the case and respond to the issues presented at the end of the case study within
the context of a short business report. The objective of the case study is to provide an operations
management situation that can be studied and analysed. You will need to put yourself in the role of a
management professional who is asked by the organisation to identify the nature of the problem(s), why or
how the problem happened or evolved, and make recommendations that will resolve it.
MGMT20085 2 Term 2, 2015
Case study: Purchasing and Inventory at Silvaro Motors
Helen Silvaro, CEO of Silvaro Motors, has just returned to her office after visiting the companys newly
acquired automotive dealership. The new dealership was the fourth Silvaro Motors dealership in a
network that served a metropolitan area of over two million people. Beyond the metropolitan area, but
within a 45-minute drive, was another half a million people. Each of the dealerships in the network
marketed a different make of car and historically had operated autonomously.
Silvaro was particularly excited about this new dealership because it was the first auto supermarket in
the network. Auto supermarkets differ from traditional car dealerships in that they sell multiple makes
of cars at the same location. The new dealership sold a line of Daewoos from Korea, Mahindras from
India and Cherys from China. This brought the total number of brands sold by the group to six.
Since the purchase of a bankrupt Mitsubishi dealership 15 years ago, Silvaro Motors had grown
steadily. As the city was relatively small, it was difficult to expand within a single brand, so eventually
Silvaro purchased a rundown Mazda dealership, and shortly afterwards, a small Hyundai dealership as
well. Under her direction, all three dealerships saw rapidly improving sales figures and the Silvaro
Motors network grew in strength and reputation.
Silvaro attributed this success to three highly interdependent factors. The first was volume. By
maintaining a high volume of vehicle sales and turning over inventory rapidly, economies of scale could
be achieved, which reduced costs and provided customers with a large selection. The second factor was
a marketing approach called the hassle-free buying experience. Listed on each automobile was the
one pricelowest price. Customers came in, browsed, and compared prices without being
approached by pushy salespeople. If they had questions or were ready to buy, a walk to a customer
service desk produced a knowledgeable sales person to assist them. Finally, and Silvaro thought perhaps
the most important, was the after sales service. Silvaro Motors had established a solid reputation for
servicing, diagnosing, and repairing vehicles correctly and in a timely mannerthe service divisions
motto was do it once, do it right.
High-quality service after the sale depended on three essential components. First was the presence of a
highly qualified, well-trained staff of service technicians. Second was the use of the latest tools and
technologies to support diagnosis and repair activities. And third was the availability of the full range of
parts and materials necessary to complete the service and repairs without delay. Silvaro invested in
training and equipment to ensure that the fully trained personnel and the latest technology were
available at all sites. What she worried about, as Silvaro Motors grew, was the continued availability of
the right parts and materials. She knew there was a fine line between too much and too little stock. With
the new dealership, the complexity of inventory control had increased dramatically. This concern
caused her to focus on the purchasing function and management of service parts, accessories and
materials flows at both a supply chain level, and as an internal function.
Silvaro thought back on the stories in the newspapers business pages describing the failure of
companies that had not planned appropriately for growth. These companies outgrew their existing
policies, procedures, and control systems. Lacking a plan to update their systems, the companies
experienced myriad problems that led to inefficiencies and an inability to compete effectively. She did
not want that to happen to Silvaro Motors.
Each of the four dealerships purchased its own service parts and materials. Each location had its own
purchasing officer and parts manager. Purchases were based on forecasts derived from historical
demand data, which accounted for factors such as seasonality. Batteries and alternators had a high
failure rate in the winter, and air-conditioner parts were in great demand during the summer. Similarly,
coolant was needed in the spring to service air-conditioners for the summer months, whereas antifreeze
was needed in the autumn to winterise cars. Forecasts were also adjusted for special vehicle sales and
service promotions, which increased the need for materials used to prepare new cars and to service
other vehicles.
One thing that made the purchase of service parts and materials so difficult was the tremendous number
of different parts that had to be kept on hand. Some of these parts would be used to service customer
MGMT20085 3 Term 2, 2015
vehicles, others would be sold over the counter to retail customers, whilst others (particularly genuine
replacement parts) were on-sold to wholesale trade customers. Some had to be purchased from the car
manufacturers (genuine replacement parts and accessories), to support, for example, the guaranteed
genuine parts promotion or because that was the only source of supply. Non-genuine replacement parts
and accessories were purchased from a variety of suppliers and other parts and materials such as oils,
lubricants, fan belts and other generic service parts and materials, could be purchased from any number
of suppliers. The purchasing department had to remember that the success of the dealership depended
on (1) lowering costs to support the hassle-free, one pricelowest price concept, and (2) providing the
right parts at the right time to support fast, reliable after-sales service.
As Silvaro thought about the purchasing of parts and materials, two things kept going through her mind:
the amount of space available for parts storage and the level of financial resources available to invest in
parts and materials. The acquisition of the auto supermarket dealership put an increased strain on both
finances and space, with the need to support three different car lines at the same facility. Investment
dollars were becoming scarce, and space across all the locations was at a premium. Silvaro wanted a
whole of organisation approach, and wondered what could be done in the purchasing, supply chain,
and inventory areas to address some of these concerns and alleviate some of the pressures.
Task
As a newly appointed Purchasing Manager at Silvaro Motors you are required to prepare a report for Ms
Silvaro that addresses the following questions:
1. How might purchasing and inventory management policies and procedures differ because of the
different types of service parts and materials purchased by the dealerships (e.g. lubricants, nongenuine
parts versus genuine parts) from different types of suppliers?
2. What appear to be the main weaknesses of current purchasing and inventory management practices
at Silvaro Motors, and how could these weaknesses be affected by the new acquisition?
3. How can supply-chain and inventory management concepts help Silvaro Motors reduce investment
and space requirements whilst maintaining adequate service levels?
4. What recommendations would you make to Ms Silvaro with respect to restructuring the purchasing
and inventory functions for the Silvaro Motors dealership network?
The report should be a confidential report for the CEO, and be presented as a suitably professional
document. It is expected that your discussion will refer to appropriate models and theories covered in this
course, but your research should extend the theoretical discussion beyond the course material. The
assessment criteria should give you a clear indication of what you need to include in this assignment. The
report should include an effective introduction and conclusion; an executive summary of no more than one
page to preface the report; and a table of contents to give guidance to the reader.
This assessment item involves researching your assigned topic to enhance your understanding of Operations
Management concepts and utilisation of academic literature. If you are not familiar with the retail motor
industry, some field and/or desk research would be advisable. Whilst you should AVOID using only
textbooks, the prescribed textbook for the course must be cited in regard to broad operations management
principles highlighted by the case. You are expected to present information and evidence from, and cite, at
LEAST eight (8) relevant peer-reviewed, academic journal articles (minimum requirement). Refer to your
recommended readings for examples of academic journals. While you can cite these articles, you must find
at least eight (8) peer reviewed journal articles not listed in the course materials. The quality and number of
citations will demonstrate the breadth and depth of the literature used to formulate your argument. Your
marker is interested in the analysis that you have developed from YOUR review of the literature and how
well you use the literature to respond to the topic. AVOID presenting a descriptive account ONLY of your
readings. What is required in this assessment is a critical evaluation of the evidence in the case and the
academic literature as it relates to the specific details of the case study.
MGMT20085 4 Term 2, 2015
MGMT20130 OPERATIONS MANAGEMENT
Assessment task 2 Marking criteria for analytical report (Alt. B)
Reports will be assessed on the extent to which they meet each of the following criteria:
CONTENT: Does your case study analysis demonstrate: Marks
a thorough knowledge and critical analysis of the problem(s) identified in case study expressed within
a well developed business report?
15%
a critical review of the academic literature relevant to the problem(s) identified in case study?
(Should be embedded in the discussion, not presented as a separate section.)
15%
appropriateness of evidence-based responses to, and analysis of, the problem the case study topic
question(s) including an effective analysis of the situation along with relevant discussion of
alternative solutions?
15%
a well structured, concise and clear presentation of appropriate recommendations based on theory
and evidence from the literature?
15%
appropriate use of argument within the paper, including a properly structured introduction and
comprehensive conclusion?
10%
relevant and accurate use of the literature? (minimum to pass this criterion is EIGHT (8) relevant
academic journal articles and appropriate reference to the prescribed textbook)
15%
PRESENTATION: Does your case study analysis demonstrate:
clarity of expression/grammar and correct spelling using Australian English 5%
strict conformity to referencing style of the Author-date system of referencing as set out in the
Australian Government Publishing Service 2002, Style Manual for Authors, Editors and Printers, 6th
edn, AGPS, Canberra? (Refer to the Abridged Harvard Referencing Guide)
5%
appropriate presentation (short business report) formatted as required by the Assignment Writing
Requirements document and presented within the limit of 2000 10% words.
5%

: Case study: Purchasing and Inventory at Silvaro Motors

Order Description

Objectives
This assessment task relates to course learning outcomes numbers 1 to 5.
Before starting this assessment read the marking criteria (below)

The course website also provides useful information in regard to the development of this assessment item. In
particular, you must read the Assignment Writing Requirements document on the course website. This
document outlines course specific assignment requirements in some detail.
Purpose
The primary purpose of this assessment task is to help students develop skills in the use of OM principles,
theories and models in the analysis of the current operations of a service industry organisation. The
assignment requires you to analyse the current situation, identify the operational problems within the
organisation, and develop a set of recommendations that, when implemented, will overcome the identified
problems without creating new ones. In this assessment piece you are expected to provide a solution,
recommendations and action plan.
The secondary purpose of this assignment is to give students the opportunity to further develop analysis and
problem identification and problem solving skills, as well as skills in presenting an argument for change
within the framework of a business report.
Description
Assessment task 3 requires the writing of a business report. The report should explain what the current
situation is, what problems are in evidence and how those problems should be addressed. As a business
report it should be concise, accurate and actionable. At the same time, the report should be founded on
appropriate Operations Management principles and theories, and be supported by appropriate evidence and
discussion from relevant academic literature.
Details
The assessment item is based on the case study titled Silvaro Motors (a fictitious company). You should
read, and carefully analyse, the case and respond to the issues presented at the end of the case study within
the context of a short business report. The objective of the case study is to provide an operations
management situation that can be studied and analysed. You will need to put yourself in the role of a
management professional who is asked by the organisation to identify the nature of the problem(s), why or
how the problem happened or evolved, and make recommendations that will resolve it.
MGMT20085 2 Term 2, 2015
Case study: Purchasing and Inventory at Silvaro Motors
Helen Silvaro, CEO of Silvaro Motors, has just returned to her office after visiting the company’s newly
acquired automotive dealership. The new dealership was the fourth Silvaro Motors dealership in a
network that served a metropolitan area of over two million people. Beyond the metropolitan area, but
within a 45-minute drive, was another half a million people. Each of the dealerships in the network
marketed a different make of car and historically had operated autonomously.
Silvaro was particularly excited about this new dealership because it was the first “auto supermarket” in
the network. Auto supermarkets differ from traditional car dealerships in that they sell multiple makes
of cars at the same location. The new dealership sold a line of Daewoos from Korea, Mahindras from
India and Cherys from China. This brought the total number of brands sold by the group to six.
Since the purchase of a bankrupt Mitsubishi dealership 15 years ago, Silvaro Motors had grown
steadily. As the city was relatively small, it was difficult to expand within a single brand, so eventually
Silvaro purchased a rundown Mazda dealership, and shortly afterwards, a small Hyundai dealership as
well. Under her direction, all three dealerships saw rapidly improving sales figures and the Silvaro
Motors network grew in strength and reputation.
Silvaro attributed this success to three highly interdependent factors. The first was volume. By
maintaining a high volume of vehicle sales and turning over inventory rapidly, economies of scale could
be achieved, which reduced costs and provided customers with a large selection. The second factor was
a marketing approach called the “hassle-free buying experience.” Listed on each automobile was the
“one price—lowest price.” Customers came in, browsed, and compared prices without being
approached by pushy salespeople. If they had questions or were ready to buy, a walk to a customer
service desk produced a knowledgeable sales person to assist them. Finally, and Silvaro thought perhaps
the most important, was the after sales service. Silvaro Motors had established a solid reputation for
servicing, diagnosing, and repairing vehicles correctly and in a timely manner—the service division’s
motto was “do it once, do it right”.
High-quality service after the sale depended on three essential components. First was the presence of a
highly qualified, well-trained staff of service technicians. Second was the use of the latest tools and
technologies to support diagnosis and repair activities. And third was the availability of the full range of
parts and materials necessary to complete the service and repairs without delay. Silvaro invested in
training and equipment to ensure that the fully trained personnel and the latest technology were
available at all sites. What she worried about, as Silvaro Motors grew, was the continued availability of
the right parts and materials. She knew there was a fine line between too much and too little stock. With
the new dealership, the complexity of inventory control had increased dramatically. This concern
caused her to focus on the purchasing function and management of service parts, accessories and
materials flows at both a supply chain level, and as an internal function.
Silvaro thought back on the stories in the newspaper’s business pages describing the failure of
companies that had not planned appropriately for growth. These companies outgrew their existing
policies, procedures, and control systems. Lacking a plan to update their systems, the companies
experienced myriad problems that led to inefficiencies and an inability to compete effectively. She did
not want that to happen to Silvaro Motors.
Each of the four dealerships purchased its own service parts and materials. Each location had its own
purchasing officer and parts manager. Purchases were based on forecasts derived from historical
demand data, which accounted for factors such as seasonality. Batteries and alternators had a high
failure rate in the winter, and air-conditioner parts were in great demand during the summer. Similarly,
coolant was needed in the spring to service air-conditioners for the summer months, whereas antifreeze
was needed in the autumn to winterise cars. Forecasts were also adjusted for special vehicle sales and
service promotions, which increased the need for materials used to prepare new cars and to service
other vehicles.
One thing that made the purchase of service parts and materials so difficult was the tremendous number
of different parts that had to be kept on hand. Some of these parts would be used to service customer
MGMT20085 3 Term 2, 2015
vehicles, others would be sold over the counter to retail customers, whilst others (particularly genuine
replacement parts) were on-sold to wholesale trade customers. Some had to be purchased from the car
manufacturers (genuine replacement parts and accessories), to support, for example, the “guaranteed
genuine parts” promotion or because that was the only source of supply. Non-genuine replacement parts
and accessories were purchased from a variety of suppliers and other parts and materials such as oils,
lubricants, fan belts and other generic service parts and materials, could be purchased from any number
of suppliers. The purchasing department had to remember that the success of the dealership depended
on (1) lowering costs to support the hassle-free, one price—lowest price concept, and (2) providing the
right parts at the right time to support fast, reliable after-sales service.
As Silvaro thought about the purchasing of parts and materials, two things kept going through her mind:
the amount of space available for parts storage and the level of financial resources available to invest in
parts and materials. The acquisition of the auto supermarket dealership put an increased strain on both
finances and space, with the need to support three different car lines at the same facility. Investment
dollars were becoming scarce, and space across all the locations was at a premium. Silvaro wanted a
‘whole of organisation’ approach, and wondered what could be done in the purchasing, supply chain,
and inventory areas to address some of these concerns and alleviate some of the pressures.
Task
As a newly appointed Purchasing Manager at Silvaro Motors you are required to prepare a report for Ms
Silvaro that addresses the following questions:
1. How might purchasing and inventory management policies and procedures differ because of the
different types of service parts and materials purchased by the dealerships (e.g. lubricants, nongenuine
parts versus genuine parts) from different types of suppliers?
2. What appear to be the main weaknesses of current purchasing and inventory management practices
at Silvaro Motors, and how could these weaknesses be affected by the new acquisition?
3. How can supply-chain and inventory management concepts help Silvaro Motors reduce investment
and space requirements whilst maintaining adequate service levels?
4. What recommendations would you make to Ms Silvaro with respect to restructuring the purchasing
and inventory functions for the Silvaro Motors dealership network?
The report should be a confidential report for the CEO, and be presented as a suitably professional
document. It is expected that your discussion will refer to appropriate models and theories covered in this
course, but your research should extend the theoretical discussion beyond the course material. The
assessment criteria should give you a clear indication of what you need to include in this assignment. The
report should include an effective introduction and conclusion; an executive summary of no more than one
page to preface the report; and a table of contents to give guidance to the reader.
This assessment item involves researching your assigned topic to enhance your understanding of Operations
Management concepts and utilisation of academic literature. If you are not familiar with the retail motor
industry, some field and/or desk research would be advisable. Whilst you should AVOID using only
textbooks, the prescribed textbook for the course must be cited in regard to broad operations management
principles highlighted by the case. You are expected to present information and evidence from, and cite, at
LEAST eight (8) relevant peer-reviewed, academic journal articles (minimum requirement). Refer to your
recommended readings for examples of academic journals. While you can cite these articles, you must find
at least eight (8) peer reviewed journal articles not listed in the course materials. The quality and number of
citations will demonstrate the breadth and depth of the literature used to formulate your argument. Your
marker is interested in the analysis that you have developed from YOUR review of the literature and how
well you use the literature to respond to the topic. AVOID presenting a descriptive account ONLY of your
readings. What is required in this assessment is a critical evaluation of the evidence in the case and the
academic literature as it relates to the specific details of the case study.
MGMT20085 4 Term 2, 2015
MGMT20130 – OPERATIONS MANAGEMENT
Assessment task 2 – Marking criteria for analytical report (Alt. B)
Reports will be assessed on the extent to which they meet each of the following criteria:
CONTENT: Does your case study analysis demonstrate: Marks
a thorough knowledge and critical analysis of the problem(s) identified in case study expressed within
a well developed business report?
15%
a critical review of the academic literature relevant to the problem(s) identified in case study?
(Should be embedded in the discussion, not presented as a separate section.)
15%
appropriateness of evidence-based responses to, and analysis of, the problem the case study topic
question(s) including an effective analysis of the situation along with relevant discussion of
alternative solutions?
15%
a well structured, concise and clear presentation of appropriate recommendations based on theory
and evidence from the literature?
15%
appropriate use of argument within the paper, including a properly structured introduction and
comprehensive conclusion?
10%
relevant and accurate use of the literature? (minimum to pass this criterion is EIGHT (8) relevant
academic journal articles and appropriate reference to the prescribed textbook)
15%
PRESENTATION: Does your case study analysis demonstrate:
clarity of expression/grammar and correct spelling using Australian English 5%
strict conformity to referencing style of the Author-date system of referencing as set out in the
Australian Government Publishing Service 2002, Style Manual for Authors, Editors and Printers, 6th
edn, AGPS, Canberra? (Refer to the Abridged Harvard Referencing Guide)
5%
appropriate presentation (short business report) formatted as required by the Assignment Writing
Requirements document and presented within the limit of 2000 ±10% words.
5%

: Case study: Purchasing and Inventory at Silvaro Motors

Order Description

Objectives
This assessment task relates to course learning outcomes numbers 1 to 5.
Before starting this assessment read the marking criteria (below)

The course website also provides useful information in regard to the development of this assessment item. In
particular, you must read the Assignment Writing Requirements document on the course website. This
document outlines course specific assignment requirements in some detail.
Purpose
The primary purpose of this assessment task is to help students develop skills in the use of OM principles,
theories and models in the analysis of the current operations of a service industry organisation. The
assignment requires you to analyse the current situation, identify the operational problems within the
organisation, and develop a set of recommendations that, when implemented, will overcome the identified
problems without creating new ones. In this assessment piece you are expected to provide a solution,
recommendations and action plan.
The secondary purpose of this assignment is to give students the opportunity to further develop analysis and
problem identification and problem solving skills, as well as skills in presenting an argument for change
within the framework of a business report.
Description
Assessment task 3 requires the writing of a business report. The report should explain what the current
situation is, what problems are in evidence and how those problems should be addressed. As a business
report it should be concise, accurate and actionable. At the same time, the report should be founded on
appropriate Operations Management principles and theories, and be supported by appropriate evidence and
discussion from relevant academic literature.
Details
The assessment item is based on the case study titled Silvaro Motors (a fictitious company). You should
read, and carefully analyse, the case and respond to the issues presented at the end of the case study within
the context of a short business report. The objective of the case study is to provide an operations
management situation that can be studied and analysed. You will need to put yourself in the role of a
management professional who is asked by the organisation to identify the nature of the problem(s), why or
how the problem happened or evolved, and make recommendations that will resolve it.
MGMT20085 2 Term 2, 2015
Case study: Purchasing and Inventory at Silvaro Motors
Helen Silvaro, CEO of Silvaro Motors, has just returned to her office after visiting the company’s newly
acquired automotive dealership. The new dealership was the fourth Silvaro Motors dealership in a
network that served a metropolitan area of over two million people. Beyond the metropolitan area, but
within a 45-minute drive, was another half a million people. Each of the dealerships in the network
marketed a different make of car and historically had operated autonomously.
Silvaro was particularly excited about this new dealership because it was the first “auto supermarket” in
the network. Auto supermarkets differ from traditional car dealerships in that they sell multiple makes
of cars at the same location. The new dealership sold a line of Daewoos from Korea, Mahindras from
India and Cherys from China. This brought the total number of brands sold by the group to six.
Since the purchase of a bankrupt Mitsubishi dealership 15 years ago, Silvaro Motors had grown
steadily. As the city was relatively small, it was difficult to expand within a single brand, so eventually
Silvaro purchased a rundown Mazda dealership, and shortly afterwards, a small Hyundai dealership as
well. Under her direction, all three dealerships saw rapidly improving sales figures and the Silvaro
Motors network grew in strength and reputation.
Silvaro attributed this success to three highly interdependent factors. The first was volume. By
maintaining a high volume of vehicle sales and turning over inventory rapidly, economies of scale could
be achieved, which reduced costs and provided customers with a large selection. The second factor was
a marketing approach called the “hassle-free buying experience.” Listed on each automobile was the
“one price—lowest price.” Customers came in, browsed, and compared prices without being
approached by pushy salespeople. If they had questions or were ready to buy, a walk to a customer
service desk produced a knowledgeable sales person to assist them. Finally, and Silvaro thought perhaps
the most important, was the after sales service. Silvaro Motors had established a solid reputation for
servicing, diagnosing, and repairing vehicles correctly and in a timely manner—the service division’s
motto was “do it once, do it right”.
High-quality service after the sale depended on three essential components. First was the presence of a
highly qualified, well-trained staff of service technicians. Second was the use of the latest tools and
technologies to support diagnosis and repair activities. And third was the availability of the full range of
parts and materials necessary to complete the service and repairs without delay. Silvaro invested in
training and equipment to ensure that the fully trained personnel and the latest technology were
available at all sites. What she worried about, as Silvaro Motors grew, was the continued availability of
the right parts and materials. She knew there was a fine line between too much and too little stock. With
the new dealership, the complexity of inventory control had increased dramatically. This concern
caused her to focus on the purchasing function and management of service parts, accessories and
materials flows at both a supply chain level, and as an internal function.
Silvaro thought back on the stories in the newspaper’s business pages describing the failure of
companies that had not planned appropriately for growth. These companies outgrew their existing
policies, procedures, and control systems. Lacking a plan to update their systems, the companies
experienced myriad problems that led to inefficiencies and an inability to compete effectively. She did
not want that to happen to Silvaro Motors.
Each of the four dealerships purchased its own service parts and materials. Each location had its own
purchasing officer and parts manager. Purchases were based on forecasts derived from historical
demand data, which accounted for factors such as seasonality. Batteries and alternators had a high
failure rate in the winter, and air-conditioner parts were in great demand during the summer. Similarly,
coolant was needed in the spring to service air-conditioners for the summer months, whereas antifreeze
was needed in the autumn to winterise cars. Forecasts were also adjusted for special vehicle sales and
service promotions, which increased the need for materials used to prepare new cars and to service
other vehicles.
One thing that made the purchase of service parts and materials so difficult was the tremendous number
of different parts that had to be kept on hand. Some of these parts would be used to service customer
MGMT20085 3 Term 2, 2015
vehicles, others would be sold over the counter to retail customers, whilst others (particularly genuine
replacement parts) were on-sold to wholesale trade customers. Some had to be purchased from the car
manufacturers (genuine replacement parts and accessories), to support, for example, the “guaranteed
genuine parts” promotion or because that was the only source of supply. Non-genuine replacement parts
and accessories were purchased from a variety of suppliers and other parts and materials such as oils,
lubricants, fan belts and other generic service parts and materials, could be purchased from any number
of suppliers. The purchasing department had to remember that the success of the dealership depended
on (1) lowering costs to support the hassle-free, one price—lowest price concept, and (2) providing the
right parts at the right time to support fast, reliable after-sales service.
As Silvaro thought about the purchasing of parts and materials, two things kept going through her mind:
the amount of space available for parts storage and the level of financial resources available to invest in
parts and materials. The acquisition of the auto supermarket dealership put an increased strain on both
finances and space, with the need to support three different car lines at the same facility. Investment
dollars were becoming scarce, and space across all the locations was at a premium. Silvaro wanted a
‘whole of organisation’ approach, and wondered what could be done in the purchasing, supply chain,
and inventory areas to address some of these concerns and alleviate some of the pressures.
Task
As a newly appointed Purchasing Manager at Silvaro Motors you are required to prepare a report for Ms
Silvaro that addresses the following questions:
1. How might purchasing and inventory management policies and procedures differ because of the
different types of service parts and materials purchased by the dealerships (e.g. lubricants, nongenuine
parts versus genuine parts) from different types of suppliers?
2. What appear to be the main weaknesses of current purchasing and inventory management practices
at Silvaro Motors, and how could these weaknesses be affected by the new acquisition?
3. How can supply-chain and inventory management concepts help Silvaro Motors reduce investment
and space requirements whilst maintaining adequate service levels?
4. What recommendations would you make to Ms Silvaro with respect to restructuring the purchasing
and inventory functions for the Silvaro Motors dealership network?
The report should be a confidential report for the CEO, and be presented as a suitably professional
document. It is expected that your discussion will refer to appropriate models and theories covered in this
course, but your research should extend the theoretical discussion beyond the course material. The
assessment criteria should give you a clear indication of what you need to include in this assignment. The
report should include an effective introduction and conclusion; an executive summary of no more than one
page to preface the report; and a table of contents to give guidance to the reader.
This assessment item involves researching your assigned topic to enhance your understanding of Operations
Management concepts and utilisation of academic literature. If you are not familiar with the retail motor
industry, some field and/or desk research would be advisable. Whilst you should AVOID using only
textbooks, the prescribed textbook for the course must be cited in regard to broad operations management
principles highlighted by the case. You are expected to present information and evidence from, and cite, at
LEAST eight (8) relevant peer-reviewed, academic journal articles (minimum requirement). Refer to your
recommended readings for examples of academic journals. While you can cite these articles, you must find
at least eight (8) peer reviewed journal articles not listed in the course materials. The quality and number of
citations will demonstrate the breadth and depth of the literature used to formulate your argument. Your
marker is interested in the analysis that you have developed from YOUR review of the literature and how
well you use the literature to respond to the topic. AVOID presenting a descriptive account ONLY of your
readings. What is required in this assessment is a critical evaluation of the evidence in the case and the
academic literature as it relates to the specific details of the case study.
MGMT20085 4 Term 2, 2015
MGMT20130 – OPERATIONS MANAGEMENT
Assessment task 2 – Marking criteria for analytical report (Alt. B)
Reports will be assessed on the extent to which they meet each of the following criteria:
CONTENT: Does your case study analysis demonstrate: Marks
a thorough knowledge and critical analysis of the problem(s) identified in case study expressed within
a well developed business report?
15%
a critical review of the academic literature relevant to the problem(s) identified in case study?
(Should be embedded in the discussion, not presented as a separate section.)
15%
appropriateness of evidence-based responses to, and analysis of, the problem the case study topic
question(s) including an effective analysis of the situation along with relevant discussion of
alternative solutions?
15%
a well structured, concise and clear presentation of appropriate recommendations based on theory
and evidence from the literature?
15%
appropriate use of argument within the paper, including a properly structured introduction and
comprehensive conclusion?
10%
relevant and accurate use of the literature? (minimum to pass this criterion is EIGHT (8) relevant
academic journal articles and appropriate reference to the prescribed textbook)
15%
PRESENTATION: Does your case study analysis demonstrate:
clarity of expression/grammar and correct spelling using Australian English 5%
strict conformity to referencing style of the Author-date system of referencing as set out in the
Australian Government Publishing Service 2002, Style Manual for Authors, Editors and Printers, 6th
edn, AGPS, Canberra? (Refer to the Abridged Harvard Referencing Guide)
5%
appropriate presentation (short business report) formatted as required by the Assignment Writing
Requirements document and presented within the limit of 2000 ±10% words.
5%