Integration - Causal Chains and Strategy SLP - Essay Example

Integration - Causal Chains and Strategy SLP Integration - Causal Chains and Strategy SLP The purpose of this paper is to investigate the integration causal chains and strategy SLP. Additionally, it looks on the effects of business goals, objective, and strategies on the general performance of a business enterprise. Integration - Causal Chains and Strategy SLP In business scenario regular follow ups the financial and accounting strategies are very essential if the firm is to experience a significant growth and the consequent high profits margin.

Additionally, an integration of the causal chains and the SLP strategies should constantly evaluated to elevate the performance of the business (Krajewski etal, 2013). Although, the specific objectives of a business firm solely depend on the production stage that the firm falls within business life cycle, a business enterprise should always on the fore front innovatively formulating calculated financial strategies. The business shareholders should constantly address the issue of financial stability in order to achieve the desired goals and objectives.

In addition, the firm should target adjustments that successfully integrate the causal chain strategies. The control should go further to design a supply chain, produce and distributes company’s’ products. The unique chain strategies should cover small batches of production and distribution, warehousing, design self management, logistics and distribution functions, and stock out usage to elevate revenues (Pioch, N. J., 2006). In contrast, the firm should have greater flexibility control over the production and logistics functions have as compared to the target strategies.

Adoption of closed communication loops should be of high priority to facilitate the acquisition of valuable and potential customers alongside enhanced quality transport networking operation. Many business organizations pursue strategic goals planning as they are very vital for the performance of the business (Zhang, J. 2010). The concept has provided solutions to many business problems. It is in fact, the chief product of many enterprises. The importance of business strategies, is that help connect valuable and potential customers to the business.

The following are the business strategies in focus: Offering customers quality products within the shortest time possible to their door step. Targeting valuable and potential customers to purchase the goods and services. Maintaining an efficient and effective distribution system. Producing high quality products cost effectively thereby making affordable to even low income earners. Maintaining the competence of the staff to ensure production of quality products. Besides forming the causal strategies, the firm should consider the objectives that facilitate continuous business growth.

The organizational performance aligns the goals and objectives with strategy that enhance productivity (Krajewski etal, 2013). This has serve as the greatest management solutions to performance challenges by implementing these objectives. Most firms has a problem aligning and relating the objectives with the operational strategies, enterprise architecture, the business processes and the information systems, business organizational structure, service development, and customer needs and retention.

A good linkage enhances implementation of business needs, assets evaluation, policies formulation, sound decision making, and human resource development. Despite the sound formulation of business objectives and strategies, there exist some causal gaps. The model may lack flexibility thereby forcing management team to adopt a given causal model which may not be practically possible. The purpose of working with a team is to formulate and not a follow a particular forma (Pioch, N. J., 2006). Additionally, the business may allow certain issues to fall of the model.

Sometimes the business suffer complications as it is not able a particular outcome of the model. Choosing to ignore outcome of the causal model potentially fatal to the business. Sound objectives for example, formation a logical framework designs that help look for solutions of the pitfalls rather than ignoring them. The objective to maintain infrastructure for the long the term growth of the business do not support strategic goals development. This is so because some of these objectives are unrealistic.

Additional strategic goals should be formulated to help achieve business objectives. The business should constantly interact with the government alongside other business companies to enable it have a pool of resources and business ideas (Zhang, J. 2010). We can briefly summarize the various causal strategic action plans as follows: The business firm should identify and define the problem facing the business after a causal model can formed. A thorough analysis of the identified problem will determine the type causal model.

The business team after forming the causal model should work the possible solutions. It is upon the management team to come up with clear objectives that would facilitate selection methods of possible solutions. Evaluation procedures should reflect the basis of the causal model to come up concise solutions. The business should develop an action plan depending on the objectives and strategies that formulated the model The model is applied into the business perspective through implementation to facilitate product evaluation.

The business management team should allocate duties to the business staffs to harmoniously achieve the desired goals and objectives. Business decisions should involve all the staffs to enable work towards a common aim (Zhang, J. 2010). In my opinion, the application of the balanced scorecard approach is beneficial to an organization. This is through my overall experience of the score model. The model point’s clarity of the business goals and strategies and business is able to view its performance alongside the objectives formulated in the model.

In conclusion, a causal model is very essential for the continuous growth of the business. It acts as a mirror where the business to can look and weigh the productivity as formulated in the model. References Krajewski, L. J., & Ritzman, L. P. (2013). Operations management: processes and supply chains (10th ed.). Upper Saddle River, N.J.: Pearson. Pioch, N. J. (2006). Continuous Strategy Development for Effects-Based Operations. Ft. Belvoir: Defense Technical Information Center. Zhang, J. (2010).

ICLEM 2010 logistics for sustained economic development : infrastructure, information, integration : proceedings of the 2010 International Conference of Logistics Engineering and Management : October 8-10, 2010, Chengdu, China. Reston, Va.: American Society of Civil Engineers.