代寫Research Paper參考：McDonalds' change process in supply chain management

代寫Research Paper參考-麥當(dāng)勞在供應(yīng)鏈管理中的變革過程。本文是一篇本站提供的research paper代寫參考范文，主要內(nèi)容是講述麥當(dāng)勞的組織及其供應(yīng)鏈管理的變革過程，以在印度市場(chǎng)取得成功。我們首先看一下我們公司的背景和變革的必要性，我們看到了它的優(yōu)勢(shì)和劣勢(shì)。我們還將看到它的主要競(jìng)爭(zhēng)對(duì)手以及他們的表現(xiàn)。在介紹完這一部分之后，我們將看到我們組織中的重要利益相關(guān)者，以及他們幫助組織執(zhí)行變更過程的方式。然后，我們應(yīng)用了力場(chǎng)模型和科特的三步模型來(lái)支持我們的主題。最后，我們使用8步模型來(lái)展示我們的組織為了具有競(jìng)爭(zhēng)力所需要的必要變革。下面就一起來(lái)看一下這篇research paper代寫范例的具體內(nèi)容。

Our project is based upon the organization McDonalds and their change process in supply chain management in order to succeed in Indian market. We first look to the background of our company and the need of change them we see its strengths and weaknesses. We will also see its major competitors and how they are doing. After this part is covered we will see the important stakeholders in our organization and the way they have helped the organization to execute the change process. Then we have applied the Force Field Model and 3 step model of Kotter’s to support our topic. And in the end we use 8 Step Model to show the necessary change our organization needs in order to be competitive.

我們的項(xiàng)目基于麥當(dāng)勞的組織及其供應(yīng)鏈管理的變革過程，以在印度市場(chǎng)取得成功。我們首先看一下我們公司的背景和變革的必要性，我們看到了它的優(yōu)勢(shì)和劣勢(shì)。我們還將看到它的主要競(jìng)爭(zhēng)對(duì)手以及他們的表現(xiàn)。在介紹完這一部分之后，我們將看到我們組織中的重要利益相關(guān)者，以及他們幫助組織執(zhí)行變更過程的方式。然后，我們應(yīng)用了力場(chǎng)模型和科特的三步模型來(lái)支持我們的主題。最后，我們使用8步模型來(lái)展示我們的組織為了具有競(jìng)爭(zhēng)力所需要的必要變革。

Introduction 介紹

In today’s world McDonalds is a tantamount in fast food industry. McDonalds is well known and renowned with a good brand image around whole globe. It has 120 restaurants that provide fast food all over the globe serving around fifty-four million customers every day and has its headquarters in US. The McDonalds serves its customers with burgers and other fast food variety products. It also serves other food products like French fries, Big Mac, Quarter Pounder, Chicken Nuggets and Egg McMuffin. It has a viewpoint of providing one world with one burger. It does maintain a very high standard in price and quality issues. Its name is the biggest in the world in fast food industry.

在當(dāng)今世界，麥當(dāng)勞在快餐業(yè)是一個(gè)不同凡響的存在。麥當(dāng)勞以其良好的品牌形象享譽(yù)全球。它在全球有120家提供快餐的餐廳，每天為約5400萬(wàn)顧客提供服務(wù)，總部設(shè)在美國(guó)。麥當(dāng)勞為顧客提供漢堡和其他各種快餐產(chǎn)品。它還提供其他食品，如炸薯?xiàng)l、巨無(wú)霸、四分之一磅、雞塊和蛋松餅。它的觀點(diǎn)是為一個(gè)世界提供一個(gè)漢堡。它在價(jià)格和質(zhì)量問題上確實(shí)保持著很高的標(biāo)準(zhǔn)。它的名字是世界上最大的快餐業(yè)。

The reason why I have selected McDonalds for change management process is because they are such vast and huge and do maintain a high standard that requires a very good supply chain management. Thus the change process of supply chain management will help them Hazard

我之所以選擇麥當(dāng)勞進(jìn)行變革管理，是因?yàn)樗鼈円?guī)模巨大，確實(shí)保持著高標(biāo)準(zhǔn)，需要非常好的供應(yīng)鏈管理。因此，供應(yīng)鏈管理的變革過程將有助于他們Hazard

Analysis Critical Control Point (HACCP) which is a systematic approach of saving them from food wastage. Controlling this can help them maintain good food and quality with pricing issue in the India.

分析關(guān)鍵控制點(diǎn)（HACCP）是一種系統(tǒng)的方法，可以避免食品浪費(fèi)。控制這種情況可以幫助他們?cè)谟《缺３至己玫氖称泛唾|(zhì)量，同時(shí)解決價(jià)格問題。

Task 1 （a）任務(wù)1（a）

Discuss the background to change that exists in today’s economy that motivated your organisation to consider Change.

討論當(dāng)今經(jīng)濟(jì)中存在的變革背景，這些背景促使您的組織考慮變革。

In today’s world all fast food industries want to have good service providing hygienic food with affordable price at good quality. In order to maintain this circumstance all fast food industry wants to have a very good inventory management. During the past few decades because of globalization, information technology and outsourcing have changed the way in which we look and maintain inventory. Traditionally the companies would focus on supply network inputs and outputs of the process. But because of globalization supply change management has been drastically been changed with concepts of Just in time, lead management and Agile manufacturing which has helped to reduce communication costs and transaction costs.

在當(dāng)今世界，所有快餐業(yè)都希望提供優(yōu)質(zhì)服務(wù)，提供價(jià)格實(shí)惠、質(zhì)量上乘的衛(wèi)生食品。為了維持這種情況，所有快餐業(yè)都希望有一個(gè)很好的庫(kù)存管理。在過去的幾十年里，由于全球化，信息技術(shù)和外包改變了我們查看和維護(hù)庫(kù)存的方式。傳統(tǒng)上，公司將專注于供應(yīng)網(wǎng)絡(luò)的輸入和輸出過程。但由于全球化，供應(yīng)變革管理已經(jīng)發(fā)生了巨大的變化，及時(shí)交貨、提前期管理和敏捷制造的概念有助于降低溝通成本和交易成本。

Hence McDonalds went for similar concept of using functions of supply change management. With McDonalds having such a vast reach globally needed to maintain its supply chain management and quality issues. By doing so they saved their costs considerably. Today’s supply chain management also contains concepts of customer relation management, Procurement, Product development and commercialization, Manufacturing flow management/support and many more which help the company maintaining good supply chain management in order to work efficiently.

因此，麥當(dāng)勞采用了類似的概念，使用供應(yīng)變化管理的功能。麥當(dāng)勞在全球擁有如此廣泛的影響力，需要維持其供應(yīng)鏈管理和質(zhì)量問題。通過這樣做，他們大大節(jié)省了成本。今天的供應(yīng)鏈管理還包括客戶關(guān)系管理、采購(gòu)、產(chǎn)品開發(fā)和商業(yè)化、制造流程管理/支持等概念，這些概念有助于公司保持良好的供應(yīng)鏈，以便高效工作。

Thus by following all these concepts of supply chain management McDonalds felt that they would grow at a faster rate with saving a lots of cash and getting more effective and efficient in Indian Market. In order to maintain successful supply chain management maintaining change would help them grow bigger and better. By following the method SCM and its quality management function of it has given them earn great profits in Indian Market.

因此，通過遵循所有這些供應(yīng)鏈管理概念，麥當(dāng)勞認(rèn)為他們將以更快的速度增長(zhǎng)，節(jié)省大量現(xiàn)金，并在印度市場(chǎng)變得更加有效和高效。為了保持供應(yīng)鏈管理的成功，保持變革將有助于他們成長(zhǎng)得更大更好。通過遵循供應(yīng)鏈管理方法及其質(zhì)量管理功能，他們?cè)谟《仁袌?chǎng)上獲得了巨大的利潤(rùn)。

Task 1(b) 任務(wù)1（b）

Theoretically Evaluate the strengths and weaknesses of bureaucratic organizations

從理論上評(píng)估官僚組織的優(yōu)勢(shì)和劣勢(shì)

Strengths of McDonalds 麥當(dāng)勞的優(yōu)勢(shì)

McDonalds has many advantages this is simply because it is the one of the oldest fast food industry which has a good reputation all over the world. Also the brand name of McDonalds is very good this is because of its specifications in providing fast food items. With McDonalds providing burgers, French fries, etc. and many more items which are well known and loved by the customers all over the world. It does also posses good staff and very good management team which is their strength. It also offers its customer with choice, at reasonable price and superb service.

麥當(dāng)勞有很多優(yōu)點(diǎn)，這僅僅是因?yàn)樗亲罟爬系目觳蜆I(yè)之一，在世界各地都享有良好的聲譽(yù)。麥當(dāng)勞的品牌名稱也很好，這是因?yàn)樗谔峁┛觳头矫娴囊?guī)格。麥當(dāng)勞提供漢堡、薯?xiàng)l等，以及更多為世界各地顧客所熟知和喜愛的商品。它也擁有優(yōu)秀的員工和非常優(yōu)秀的管理團(tuán)隊(duì)，這是他們的優(yōu)勢(shì)。它還以合理的價(jià)格和一流的服務(wù)為客戶提供選擇。

Also it is spread over all geographic locations of the world with a reputation of maintaining good quality and price. It does provide meals to its customers in different parts of globe according to the taste of the local people with its burgers and fries. Their innovation helps them in maintaining good customer relations and retaining them. Each and every McDonalds restaurant has duplication and systemization of products. They also serve only branded items like Dannon yogurt, Craft cheese, Nestle chocolate and many more.

此外，它還分布在世界各地，以保持良好的質(zhì)量和價(jià)格而聞名。它確實(shí)根據(jù)當(dāng)?shù)厝说目谖稙槿虿煌貐^(qū)的顧客提供漢堡和薯?xiàng)l。他們的創(chuàng)新有助于他們保持良好的客戶關(guān)系并留住他們。每家麥當(dāng)勞餐廳都有重復(fù)和系統(tǒng)化的產(chǎn)品。他們還只提供品牌產(chǎn)品，如丹農(nóng)酸奶、Craft奶酪、雀巢巧克力等。

McDonalds does provide a very good standard all over the world and it is been choose by the customers as their first priority to eat in a fast food restaurant. As it maintains a good standard all over the world it does enjoy in implementing changes very effectively. McDonalds has been ranked number one by Fortune magazine in years like 2005, 2008 and many more. Packard’s children hospital centre has mentioned that Children aged between 3 and 5 years choose to have food at McDonalds. They are also successful in adapting local cultures in different countries they have their restaurants. Their business operates around 87% of franchises and they are the number franchised company.

麥當(dāng)勞在世界各地都提供了非常好的標(biāo)準(zhǔn)，它被顧客選為他們?cè)诳觳偷暧貌偷牡谝灰獎(jiǎng)?wù)。由于它在世界各地都保持著良好的標(biāo)準(zhǔn)，它確實(shí)非常有效地實(shí)施了變革。麥當(dāng)勞在2005年、2008年等許多年都被《財(cái)富》雜志評(píng)為第一。帕卡德的兒童醫(yī)院中心提到，3至5歲的兒童選擇在麥當(dāng)勞用餐。他們還成功地適應(yīng)了不同國(guó)家的當(dāng)?shù)匚幕麄冇凶约旱牟蛷d。他們的業(yè)務(wù)經(jīng)營(yíng)著約87%的特許經(jīng)營(yíng)權(quán)，是特許經(jīng)營(yíng)權(quán)最多的公司。

Weakness of McDonalds 麥當(dāng)勞的弱點(diǎn)

Although being the most well known an trusted fast food industry their experiment of starting pizza failed and they were not able to compete with other fast food pizza operating chains. Since then they have never tried to compete for pizza’s. Every year there is a high employee turnover because of training given to their employees. Also they have made no entries into organic food categories. There core products are out of line and do not match the healthier lifestyles for adults and teenagers because it focuses mainly on burgers and fast food items.

盡管他們是最知名、最值得信賴的快餐行業(yè)，但他們創(chuàng)辦披薩的實(shí)驗(yàn)失敗了，無(wú)法與其他快餐披薩連鎖店競(jìng)爭(zhēng)。從那以后，他們?cè)僖矝]有嘗試過爭(zhēng)奪披薩。由于對(duì)員工進(jìn)行培訓(xùn)，每年的員工流動(dòng)率都很高。此外，他們沒有進(jìn)入有機(jī)食品類別。這些核心產(chǎn)品不符合成年人和青少年更健康的生活方式，因?yàn)樗饕獙Ｗ⒂跐h堡和快餐。

As McDonalds is 87% been managed by their Franchises and hence there is always a problem of quality control. As all franchise do not keep the quality maintained by the McDonalds. Also their relations with their investors are not been very good this is because of fluctuating operating and net profits over time. Every year there is a vast change in their income and thus its relations with its investors is not that good. As most of its restaurants are owned and managed by other man and woman there is big difference in standardization of products and price at which products are been served.

由于麥當(dāng)勞87%由其特許經(jīng)營(yíng)商管理，因此質(zhì)量控制總是存在問題。因?yàn)樗械奶卦S經(jīng)營(yíng)都無(wú)法保持麥當(dāng)勞所保持的質(zhì)量。此外，他們與投資者的關(guān)系也不太好，這是因?yàn)殡S著時(shí)間的推移，運(yùn)營(yíng)和凈利潤(rùn)波動(dòng)。他們的收入每年都有巨大的變化，因此與投資者的關(guān)系并不是那么好。由于它的大多數(shù)餐廳都是由其他男性和女性擁有和管理的，所以在產(chǎn)品標(biāo)準(zhǔn)化和服務(wù)價(jià)格方面存在很大差異。

Task 1 c) 任務(wù)1 c）

Theoretically compare alternative forms of organizational development.

從理論上比較組織發(fā)展的替代形式。

There are many more companies that are doing very good business in fast food industry. They are as follows KFC, Pizza Hut, Burger King etc. from all these companies McDonald faces toughest competition from KFC as their main focus is on fried Chicken items itself. KFC is world’s most popular chicken restaurant in the world. It has specialized extra crispy, grilled chicken, spicy wings, recipe strips and home- made chicken sandwiches. KFC owner Colonel started a concept of finger liking goods with 11 herbs and spices to start Kentucky Fried Chicken.

有更多的公司在快餐行業(yè)做得很好。它們分別是肯德基、必勝客、漢堡王等。在所有這些公司中，麥當(dāng)勞面臨著來(lái)自肯德基的最激烈競(jìng)爭(zhēng)，因?yàn)樗麄兊闹饕P(guān)注點(diǎn)是炸雞本身。肯德基是世界上最受歡迎的雞肉餐廳。它有專門的特脆烤雞、辣雞翅、食譜條和自制雞肉三明治。肯德基（KFC）的老板上校（Colonel）創(chuàng)立了一個(gè)概念，用11種香草和香料制作手指喜歡的商品，創(chuàng)立了肯德基（Kentucky Fried Chicken）。

KFC was introduced in UK in the year 1965 first US quick chain restaurant to be get started in UK. It operates around more than 700 KFC restaurants around UK and Ireland. KFC spends around 202 million pounds for its famous coating. Every day around 12 million customer around 109 countries of the globe are been served by KFC. It has around 5200 restaurants in US alone and operates more than 16,200 restaurants around the world. Recently it has reached a mark off 2.4 billion sales per year and has made increased profits around 25% in recent years.

肯德基于1965年在英國(guó)推出，這是美國(guó)第一家在英國(guó)開業(yè)的快餐連鎖餐廳。它在英國(guó)和愛爾蘭經(jīng)營(yíng)著大約700多家肯德基餐廳。肯德基花費(fèi)約2.02億英鎊購(gòu)買其著名的涂層。肯德基每天為全球109個(gè)國(guó)家約1200萬(wàn)名顧客提供服務(wù)。僅在美國(guó)，它就擁有約5200家餐廳，在全球經(jīng)營(yíng)著16200多家餐廳。最近，它的年銷售額達(dá)到了24億，近年來(lái)利潤(rùn)增長(zhǎng)了約25%。

McDonalds other competitor in fast food industry is Pizza Hut which was started by Frank and Dan Carney in 1950’s. As the name suggest Pizza hut specializes in making pizza’s all over the world currently operating around 10,000 and more restaurants in about more than 90 countries. It has around 6500 online ordering locations from which customers can get their pizza. Their pan pizza is been loved by all pizza eaters all over the world. And they offer yummy pizza with cheese which is been loved by all. Although McDonalds had tries to enter its shoes when they had started a similar concept to start giving Pizza’s in their own restaurants but they failed as they were not able to maintain it the way Pizza hut does.

麥當(dāng)勞在快餐業(yè)的另一個(gè)競(jìng)爭(zhēng)對(duì)手是必勝客，它是弗蘭克和丹·卡尼在20世紀(jì)50年代創(chuàng)辦的。顧名思義，必勝客在世界各地專門生產(chǎn)披薩，目前在大約90多個(gè)國(guó)家經(jīng)營(yíng)著大約10000多家餐廳。它有大約6500個(gè)在線訂購(gòu)點(diǎn)，顧客可以從那里獲得披薩。他們的平底披薩受到全世界所有吃披薩的人的喜愛。他們提供美味的披薩配奶酪，深受所有人的喜愛。盡管麥當(dāng)勞在開始類似的概念，開始在自己的餐廳里提供披薩時(shí)，也曾嘗試過進(jìn)入自己的位置，但他們失敗了，因?yàn)樗麄儫o(wú)法像必勝客那樣維持它。

Task 2(a) 任務(wù)2（a）

Identify the key Stakeholders in your organisation and Develop systems to involve those stakeholders in the introduction of change.

確定組織中的關(guān)鍵利益相關(guān)者，并開發(fā)系統(tǒng)，讓這些利益相關(guān)者參與變革的引入。

In McDonald’s business the key stakeholders are customers, business partners, employees and opinion leaders. Customers are the person’s who buy McDonald’s food items they range from very young to extremely old individuals. Business partners include both suppliers and other franchises. Employees are the person’s working in KFC and are a key part of the business as all duties of execution are in their hand. Opinion leaders are those groups of people that generate ideas for the business. They are media person, health professionals, environmental groups and other government.

在麥當(dāng)勞的業(yè)務(wù)中，主要利益相關(guān)者是客戶、業(yè)務(wù)合作伙伴、員工和意見領(lǐng)袖。顧客是購(gòu)買麥當(dāng)勞食品的人，他們的年齡從很小到很老。商業(yè)合作伙伴包括供應(yīng)商和其他特許經(jīng)營(yíng)權(quán)。員工是在肯德基工作的人，是業(yè)務(wù)的關(guān)鍵部分，因?yàn)樗袌?zhí)行職責(zé)都在他們手中。意見領(lǐng)袖是那些為企業(yè)產(chǎn)生想法的群體。他們是媒體人、衛(wèi)生專業(yè)人員、環(huán)保組織和其他政府機(jī)構(gòu)。

In India more than 50,000 Crore of food is been wasted every year because of lack of storage facilities and also because of transportation. With McDonalds aim to provide quality products to Indian people served at McDonalds they introduced the concept of “Cold Chain” which was been revised from supply chain management which was decision of stakeholders of McDonalds operating its restaurants in India. SCM is flow of materials from suppliers and all their upstream suppliers at all level, transformation of products into semi-finished goods and distribution of these goods to customers and their downstream at all levels. It operates around 20 quality checks in order to provide good quality of products to its customers in Cold Chain process of Supply chain management.

在印度，由于缺乏儲(chǔ)存設(shè)施和運(yùn)輸，每年有超過50000億的糧食被浪費(fèi)。由于麥當(dāng)勞的目標(biāo)是為在麥當(dāng)勞服務(wù)的印度人提供優(yōu)質(zhì)產(chǎn)品，他們引入了“冷鏈”的概念，該概念是從供應(yīng)鏈管理中修訂而來(lái)的，供應(yīng)鏈管理是麥當(dāng)勞在印度經(jīng)營(yíng)餐廳的利益相關(guān)者的決定。供應(yīng)鏈管理是指各級(jí)供應(yīng)商及其所有上游供應(yīng)商的物料流，將產(chǎn)品轉(zhuǎn)化為半成品，并將這些商品分銷給各級(jí)客戶及其下游。它進(jìn)行了大約20次質(zhì)量檢查，以便在供應(yīng)鏈管理的冷鏈過程中為客戶提供高質(zhì)量的產(chǎn)品。

In India all these stakeholders played an important role in managing supply chain management. McDonalds was always been looking to sourcing its major business requirements from suppliers and farmers. They always looked forward to maintain a good relationship with the local businesses which resulted and ensured its success is mirrored by its suppliers in India. They looked to those important stakeholders like suppliers who were keen in providing customers with high quality products to customers. With McDonalds looking for local business partners for its business in order to provide food is a very good opportunity for these local businesses to increase its businesses.

在印度，所有這些利益相關(guān)者在管理供應(yīng)鏈管理方面發(fā)揮了重要作用。麥當(dāng)勞一直在尋求從供應(yīng)商和農(nóng)民那里采購(gòu)其主要業(yè)務(wù)需求。他們一直期待著與當(dāng)?shù)仄髽I(yè)保持良好的關(guān)系，并確保其在印度的供應(yīng)商反映出其成功。他們關(guān)注那些重要的利益相關(guān)者，如熱衷于為客戶提供高質(zhì)量產(chǎn)品的供應(yīng)商。麥當(dāng)勞正在為其業(yè)務(wù)尋找當(dāng)?shù)厣虡I(yè)合作伙伴，以提供食品，這對(duì)這些當(dāng)?shù)仄髽I(yè)來(lái)說(shuō)是一個(gè)增加業(yè)務(wù)的好機(jī)會(huì)。

Task 2(b) 任務(wù)2（b）

Analyse and evaluate these systems which you had used to involve the key stakeholder in change process.

分析和評(píng)估這些系統(tǒng)，您曾使用這些系統(tǒng)讓關(guān)鍵利益相關(guān)者參與到變更過程中。

In our system of SCM at McDonalds in Indian market the involvement of key Stakeholders like suppliers and customers is very important from making decision how to manage the inventory and how do the supplies for products need to be arranged and what kind of menu should be placed according to the taste of the Indian public. In order to implement the change in the SCM process McDonalds selected the “Cold Chain” process for Indian Market and there was a keen part played by all the stakeholders on each and every process. Main steps that are been involved in Cold Chain are procurement, warehousing, transportation and retailing.

在我們印度市場(chǎng)麥當(dāng)勞的供應(yīng)鏈管理系統(tǒng)中，供應(yīng)商和客戶等關(guān)鍵利益相關(guān)者的參與對(duì)于決定如何管理庫(kù)存、如何安排產(chǎn)品供應(yīng)以及根據(jù)印度公眾的口味放置什么樣的菜單非常重要。為了實(shí)現(xiàn)供應(yīng)鏈管理流程的變革，麥當(dāng)勞為印度市場(chǎng)選擇了“冷鏈”流程，所有利益相關(guān)者在每個(gè)流程中都發(fā)揮了積極作用。冷鏈涉及的主要步驟是采購(gòu)、倉(cāng)儲(chǔ)、運(yùn)輸和零售。

The process of cold chain was very effective and essential for specially a market like India because it integrates food products from its suppliers and are been stored and transported in a standard manner in order to maintain products freshness and keep up the nutrition value of it. In Cold chain suppliers play an important role with the help of advanced technology in order to maintain good state of food. The supply chain management from its suppliers to warehouse and finally from the distribution channel to its stores was been maintained in by the concept of

冷鏈過程非常有效，對(duì)印度這樣的市場(chǎng)來(lái)說(shuō)非常重要，因?yàn)樗狭斯?yīng)商的食品，并以標(biāo)準(zhǔn)的方式儲(chǔ)存和運(yùn)輸，以保持產(chǎn)品的新鮮度和營(yíng)養(yǎng)價(jià)值。在冷鏈中，供應(yīng)商在先進(jìn)技術(shù)的幫助下發(fā)揮著重要作用，以保持食品的良好狀態(tài)。從供應(yīng)商到倉(cāng)庫(kù)，最后從分銷渠道到門店的供應(yīng)鏈管理一直由

“Cold Chain”. It considers all steps of SCM and keeps the food items at a controlled temperature.

“冷鏈”。它考慮了供應(yīng)鏈管理的所有步驟，并將食品保持在受控的溫度下。

The food items that are been served at restaurants in Indian McDonalds on daily basis were to be kept under the temperature between -18°Censisu to 4°Censius. Almost every product in the warehouse and during transportation should be kept under these temperatures for quality issues. If the quality of these food products is not been maintained them it would damage the reputation of the company. And hence strict rules and very skilled people are been employed in order to carry all these tasks.

印度麥當(dāng)勞餐廳每天供應(yīng)的食物應(yīng)保持在-18°Censisu至4°Censius之間的溫度下。由于質(zhì)量問題，倉(cāng)庫(kù)和運(yùn)輸過程中的幾乎每一種產(chǎn)品都應(yīng)保持在這些溫度下。如果這些食品的質(zhì)量得不到保證，就會(huì)損害公司的聲譽(yù)。因此，為了完成所有這些任務(wù)，雇傭了嚴(yán)格的規(guī)則和非常熟練的人員。

Hence McDonald’s stakeholders from supplier, distributors, employees and franchises made a good decision in order for the goods to be stored and transported properly and with a good standard. Also the necessary temperatures were maintained to provide the customers with a good food. Technology helped the business in order to maintain proper functioning of all stages of qualitative SCM. Thus, Cold Chain function of SCM (supply change management) helped the Stakeholders at McDonalds India to provide a system that would help them to generate profits by maintaining a good quality of products been served at their restaurants.

因此，來(lái)自供應(yīng)商、分銷商、員工和特許經(jīng)營(yíng)權(quán)的麥當(dāng)勞利益相關(guān)者做出了一個(gè)良好的決定，以便以良好的標(biāo)準(zhǔn)正確儲(chǔ)存和運(yùn)輸商品。此外，還保持了必要的溫度，為顧客提供了美味的食物。技術(shù)幫助企業(yè)維持了質(zhì)量供應(yīng)鏈管理各個(gè)階段的正常運(yùn)作。因此，供應(yīng)鏈管理（SCM）的冷鏈功能幫助印度麥當(dāng)勞的利益相關(guān)者提供了一個(gè)系統(tǒng)，該系統(tǒng)將幫助他們通過保持餐廳提供的產(chǎn)品的良好質(zhì)量來(lái)產(chǎn)生利潤(rùn)。

Task 3(a) 任務(wù)3（a）

Identify number of appropriate models for change that suites your organisation.

確定適合您的組織的適當(dāng)變革模型的數(shù)量。

FORCE FIELD ANALYSIS (DRIVING FORCES/ RESTIRTCING FORCES) on McDonalds 麥當(dāng)勞的力場(chǎng)分析（驅(qū)動(dòng)力/再驅(qū)動(dòng)力）

McDonalds supply chain process of Cold Chain was been followed in order to maintain change which would help them to be successful in Indian Continent. But in order to achieve it there are a number of driving forces that conflicting with restraining forces that go against it. For McDonalds to achieve success the driving force was adopting Cold Chain process of SCM that would help them gain success and conflicting with them was to maintain good quality that was tough to achieve in India. But to change the way in which they operate their business they had to maintain quality with supply chain management. This was been achieved by following these key steps:

麥當(dāng)勞遵循了冷鏈的供應(yīng)鏈流程，以保持變革，幫助他們?cè)谟《却箨懭〉贸晒Α５珵榱藢?shí)現(xiàn)這一目標(biāo)，有許多驅(qū)動(dòng)力與反對(duì)它的制約力相沖突。麥當(dāng)勞取得成功的驅(qū)動(dòng)力是采用供應(yīng)鏈管理的冷鏈流程，這將幫助他們?nèi)〉贸晒Γc之沖突的是保持在印度難以實(shí)現(xiàn)的良好質(zhì)量。但為了改變他們經(jīng)營(yíng)業(yè)務(wù)的方式，他們必須通過供應(yīng)鏈管理來(lái)保持質(zhì)量。這是通過以下關(guān)鍵步驟實(shí)現(xiàn)的：

Investigate the balance of power involved in an issue: The change process was to outsource its suppliers in India and also to maintain good food quality for its restaurants. This was been achieved by the process of Cold Chain in which standard temperatures were been maintained in order to achieve quality food products by the use of effective technology.

調(diào)查一個(gè)問題所涉及的權(quán)力平衡：變革過程是將其在印度的供應(yīng)商外包，同時(shí)也為其餐廳保持良好的食品質(zhì)量。這是通過冷鏈過程實(shí)現(xiàn)的，在冷鏈過程中保持標(biāo)準(zhǔn)溫度，以便通過使用有效的技術(shù)獲得高質(zhì)量的食品。

Identify the key stakeholders on the issue: The key stakeholders in our business are the customers, business partners, employees and opinion leaders. Customers are the people who are going to consume our products they range from young individuals to old age group. Business partners are the business partners and Franchises. Employees are those people that are going to work in our esteemed organization to maintain all its standards. And opinion leaders are government, media etc.

確定問題上的關(guān)鍵利益相關(guān)者：我們業(yè)務(wù)中的關(guān)鍵利益攸關(guān)者是客戶、業(yè)務(wù)合作伙伴、員工和意見領(lǐng)袖。客戶是將要消費(fèi)我們產(chǎn)品的人，他們從年輕人到老年人都有。商業(yè)合作伙伴是商業(yè)合作伙伴和特許經(jīng)營(yíng)。員工是那些將在我們尊敬的組織中工作以保持其所有標(biāo)準(zhǔn)的人。輿論領(lǐng)袖是政府、媒體等。

Identify opponents and allies: The major opponents of McDonalds are US fast food industry such as KFC, Pizza Hut, and Burger King. Amongst all these they face toughest competition from KFC as their main target is providing customers with Fried Crispy Chicken. And pizza hut specializing in providing Crispy pizzas. Both KFC and Pizza Hut have more than 10,000 restaurants around more than 90 countries in the world. As per the allies of McDonalds they have many Franchises in counties they operate their business.

識(shí)別對(duì)手和盟友：麥當(dāng)勞的主要對(duì)手是美國(guó)快餐業(yè)，如肯德基、必勝客和漢堡王。在所有這些中，他們面臨著來(lái)自肯德基的最激烈競(jìng)爭(zhēng)，因?yàn)樗麄兊闹饕繕?biāo)是為顧客提供炸脆皮雞。還有專門提供脆皮披薩的必勝客。肯德基和必勝客在全球90多個(gè)國(guó)家都有超過10000家餐廳。根據(jù)麥當(dāng)勞的盟友，他們?cè)诮?jīng)營(yíng)業(yè)務(wù)的縣有許多特許經(jīng)營(yíng)店。

Identify how to influence the target groups: According to McDonalds approach they approach to local suppliers in each country they operate their business and maintain a good relationship with them. Their main focus is to outsource all parts of their products in the countries they operate. While outsourcing all its products and maintain good relationship with them suppliers they can easily enter the market with changing their Menu according to the taste of the local people and thus enjoying profits.

確定如何影響目標(biāo)群體：根據(jù)麥當(dāng)勞的方法，他們與每個(gè)國(guó)家的當(dāng)?shù)毓?yīng)商接觸，并與他們保持良好的關(guān)系。他們的主要關(guān)注點(diǎn)是將其產(chǎn)品的所有部件外包到他們經(jīng)營(yíng)的國(guó)家。在外包所有產(chǎn)品并與供應(yīng)商保持良好關(guān)系的同時(shí)，他們可以很容易地進(jìn)入市場(chǎng)，根據(jù)當(dāng)?shù)厝说目谖陡牟藛危瑥亩硎芾麧?rùn)。

THE 3 STEP MODEL on McDonalds 麥當(dāng)勞的三步模式

By the use of Lewin’s 3 Step Model we are going to see the change process that McDonalds followed in order to enter the Indian Market successfully. McDonalds approach to achieve quality management in India through supply chain management process function of Cold Chain. By successful implementation of Cold Chain and key decisions made by stakeholders in outsourcing supplies were some key decisions that helped them achieve success in Indian market.

通過使用勒溫的三步模型，我們將看到麥當(dāng)勞成功進(jìn)入印度市場(chǎng)所遵循的變革過程。麥當(dāng)勞的方法是通過冷鏈的供應(yīng)鏈管理流程功能在印度實(shí)現(xiàn)質(zhì)量管理。通過冷鏈的成功實(shí)施和利益相關(guān)者在外包供應(yīng)方面做出的關(guān)鍵決策，幫助他們?cè)谟《仁袌?chǎng)取得了成功。

Stage 1: Unfreeze

第1階段：解凍

The first step to achieve change in Indian market was to study the Indian market and the lifestyle that was been followed by the people living in there. The first key step by McDonalds to start its business in India with change in way they operate was to outsource their supplies to local suppliers. They did so because local Indians knew the taste and choice of people which helped the McDonalds to prepare menu accordingly. The supply change was a key factor in Indian market because every year around 50,000 Crore worth of food was been wasted. To change this factor effectively it was very important in the way that McDonalds would set its Supply chain management. As they had a world -wide tag of being quality providing fast food company. And if this was not been handheld properly it would affect them diversely.

改變印度市場(chǎng)的第一步是研究印度市場(chǎng)以及生活在那里的人們所遵循的生活方式。麥當(dāng)勞改變經(jīng)營(yíng)方式，在印度開展業(yè)務(wù)的第一個(gè)關(guān)鍵步驟是將供應(yīng)外包給當(dāng)?shù)毓?yīng)商。他們這樣做是因?yàn)楫?dāng)?shù)赜《热酥廊藗兊目谖逗瓦x擇，這有助于麥當(dāng)勞相應(yīng)地準(zhǔn)備菜單。供應(yīng)變化是印度市場(chǎng)的一個(gè)關(guān)鍵因素，因?yàn)槊磕甏蠹s有價(jià)值5億盧比的食品被浪費(fèi)。為了有效地改變這一因素，麥當(dāng)勞制定供應(yīng)鏈管理的方式非常重要。因?yàn)樗麄冊(cè)谌蚍秶鷥?nèi)都有提供優(yōu)質(zhì)快餐的標(biāo)簽。如果這不是正確的手持設(shè)備，它會(huì)對(duì)他們產(chǎn)生不同的影響。

In order to come out of this they followed a simple function of supply chain management called as “Cold Chain” which helped them to maintain procurement, warehousing, transportation and retailing of their food products effectively. The change had to be supported by the technology in order to maintain products under normal temperature. In India to maintain such a level of quality was very difficult but McDonalds was successful for finding such suppliers who would provide their customers with the best product with best quality.

為了擺脫這種局面，他們遵循了一種被稱為“冷鏈”的簡(jiǎn)單供應(yīng)鏈管理功能，這有助于他們有效地維持食品的采購(gòu)、倉(cāng)儲(chǔ)、運(yùn)輸和零售。為了將產(chǎn)品保持在正常溫度下，這一變化必須得到技術(shù)的支持。在印度，保持這樣的質(zhì)量水平是非常困難的，但麥當(dāng)勞成功地找到了這樣的供應(yīng)商，他們將為客戶提供最好的產(chǎn)品和最好的質(zhì)量。

Stage 2: Transition

第2階段：過渡

Once the supply chain managements function “Cold Chain” was been adopted it was very necessary for McDonalds to approach the right suppliers that would provide them with good quality products and also maintain a very strong relationship with them in the upcoming future. Also they needed to check that the state of their warehouse was in a perfect condition in order for them to store their food products. Drip and sprinkler irrigation in raised farm beds with fertilizer mixing plant. It was not only the condition of warehouse in which the products were kept but it was to maintain those food products at the right temperature so that they are not been destroyed or been damaged. Pre-cooling room and a large cold room for post harvest handling. If so happened then it would cost them great losses.

一旦供應(yīng)鏈管理職能“冷鏈”被采用，麥當(dāng)勞就非常有必要找到合適的供應(yīng)商，為他們提供優(yōu)質(zhì)產(chǎn)品，并在未來(lái)與他們保持非常牢固的關(guān)系。此外，他們還需要檢查倉(cāng)庫(kù)的狀態(tài)是否完美，以便儲(chǔ)存食品。在帶肥料混合廠的凸起農(nóng)田中進(jìn)行滴灌和噴灌。這不僅是儲(chǔ)存產(chǎn)品的倉(cāng)庫(kù)條件，而且是為了將這些食品保持在合適的溫度下，以免它們被破壞或損壞。預(yù)冷室和用于收割后處理的大型冷藏室。如果發(fā)生這種情況，他們將遭受巨大損失。

After the food products were been properly stored at the warehouse the next stage was to safely take them back to stores when they were required. Once they were been off from warehouse and been getting transported in refrigerated trucks would help them to keep the right temperature. It was to be maintained properly so that they were not been spoiled during transportation. And also they had to make sure that they were been stocked properly in the stores at right temperature so that they could be of good quality. With good use of technology all these was been achieved by the McDonalds when they started their business in Indian Market.

食品在倉(cāng)庫(kù)中正確儲(chǔ)存后，下一階段是在需要時(shí)安全地將其帶回倉(cāng)庫(kù)。一旦它們從倉(cāng)庫(kù)出來(lái)，用冷藏車運(yùn)輸，將有助于它們保持合適的溫度。應(yīng)妥善維護(hù)，以免在運(yùn)輸過程中損壞。此外，他們還必須確保在合適的溫度下在商店里正確儲(chǔ)存，這樣才能保證它們的質(zhì)量。當(dāng)麥當(dāng)勞在印度市場(chǎng)開始營(yíng)業(yè)時(shí)，他們很好地利用了技術(shù)，實(shí)現(xiàn)了所有這些。

Although the change in supply chain management was totally different of the way in which McDonalds would do their business in other parts of the world. To get everything right at the first did took them time but they were successful in maintaining it. The most important factor for McDonalds was to get right people to be employed in their stores that could handle all type of customers and that would be able to solve and reply to customers efficiently. But at the end it was McDonalds that was able to achieve all that it wanted by taking SCM’s Cold Chain concept for its business organizations.

盡管供應(yīng)鏈管理的變化與麥當(dāng)勞在世界其他地區(qū)開展業(yè)務(wù)的方式完全不同。為了一開始就把一切都做好，他們確實(shí)花了時(shí)間，但他們成功地維持了下來(lái)。對(duì)麥當(dāng)勞來(lái)說(shuō)，最重要的因素是讓合適的人在他們的商店里工作，能夠處理所有類型的客戶，并能夠有效地解決和回復(fù)客戶。但最終，麥當(dāng)勞通過將供應(yīng)鏈管理的冷鏈概念應(yīng)用于其商業(yè)組織，實(shí)現(xiàn)了其想要的一切。

Stage 3: Refreeze

第3階段：重新冷凍

With McDonalds able to achieve success with its “Cold Chain” management process was done step by step. In beginning they were did well but as time went on they were able to better all their departments of supply chain management. They then were able to get good deals with suppliers and were able to force them to get food products as they were so big that suppliers could not effort to lose them. As McDonalds went buzzing with its Indian Menu that was made according to Indian people taste. They were able to get better people wanting to work with them and seek a better future with them.

麥當(dāng)勞能夠憑借其“冷鏈”管理流程一步一步取得成功。一開始他們做得很好，但隨著時(shí)間的推移，他們能夠更好地管理供應(yīng)鏈的所有部門。然后，他們能夠與供應(yīng)商達(dá)成良好的交易，并能夠迫使他們獲得食品，因?yàn)樗鼈兲罅耍?yīng)商無(wú)法努力失去它們。麥當(dāng)勞推出了根據(jù)印度人口味制作的印度菜單。他們能夠找到更好的人，希望與他們一起工作，并與他們一起尋求更美好的未來(lái)。

Thus it was able to achieve considerable increase after their initial success helped them to control quality and all hygiene factors that were important to their image which was been placed in minds of every individual all over the world. Technology to maintain and keep up all aspects of their business was also a critical success factor.

因此，在他們最初的成功幫助他們控制了質(zhì)量和所有對(duì)他們的形象很重要的衛(wèi)生因素后，它能夠?qū)崿F(xiàn)相當(dāng)大的增長(zhǎng)，這一形象在全世界每個(gè)人的心目中都很重要。維護(hù)和保持業(yè)務(wù)各個(gè)方面的技術(shù)也是一個(gè)關(guān)鍵的成功因素。

Task 3(b) 任務(wù)3（b）

How would you go ahead in implementing one or more model(s) in your chosen organisation and what improvements do you expect to achieve by implementing your chosen model(s).

你將如何在你選擇的組織中實(shí)施一個(gè)或多個(gè)模式，以及你希望通過實(shí)施你選擇的模式實(shí)現(xiàn)哪些改進(jìn)。

For our organization I would prefer 8 Step change Model for the following reasons:

對(duì)于我們的組織，我更喜歡8步變更模式，原因如下：

Step One: Create Urgency 第一步：創(chuàng)造緊迫感

The McDonalds wanted to change the way they operated their supply chain management in India because they saw India as a good market for their fast food industry and with a good supply change management they could earn massive profits with local taste. Indian market was been seen as a mass market an in order to achieve success in India they needed to pull out a good combination of market mix and supply chain to succeed.

麥當(dāng)勞希望改變他們?cè)谟《鹊墓?yīng)鏈管理方式，因?yàn)樗麄冋J(rèn)為印度是他們快餐業(yè)的一個(gè)好市場(chǎng)，通過良好的供應(yīng)變化管理，他們可以從當(dāng)?shù)乜谖吨匈嵢【揞~利潤(rùn)。印度市場(chǎng)被視為一個(gè)大眾市場(chǎng)，為了在印度取得成功，他們需要將市場(chǎng)組合和供應(yīng)鏈結(jié)合起來(lái)才能取得成功。

Step Two: Form a Powerful Coalition 第二步：組建一個(gè)強(qiáng)大的聯(lián)盟

Before making the inroads into Indian market there was a good research made about the Indian market and likes of the people. McDonalds wanted to grow its reach all over the world and in order to succeed in India they did require a good relationship with local suppliers from the beginning to launch fast food restaurants in India. Although this was not easy and they had to spent a lot of money and resources to understand the taste of Indian people and their lifestyle. But with a contract with suppliers to help them from beginning and outsource all products helped them make good inroads.

在進(jìn)軍印度市場(chǎng)之前，對(duì)印度市場(chǎng)和人們進(jìn)行了很好的研究。麥當(dāng)勞希望擴(kuò)大其在世界各地的影響力，為了在印度取得成功，他們從一開始就需要與當(dāng)?shù)毓?yīng)商建立良好的關(guān)系，才能在印度推出快餐店。盡管這并不容易，他們不得不花費(fèi)大量的金錢和資源來(lái)了解印度人的品味和生活方式。但通過與供應(yīng)商簽訂合同，從一開始就幫助他們，并將所有產(chǎn)品外包，幫助他們?nèi)〉昧肆己玫倪M(jìn)展。

Step Three: Create a Vision for Change 第三步：創(chuàng)造變革愿景

With the Vision to outsource all its products in India and to have good channel with agricultural farmers was a key step bringing a change to their business in Indian market. This vision to change their supply chain management through a process of Cold Chain in which all food products should be kept under -18 degree census to 4 degree census was their main Vision operating change to their business.

愿景是將其在印度的所有產(chǎn)品外包，并與農(nóng)業(yè)農(nóng)民建立良好的渠道，這是改變他們?cè)谟《仁袌?chǎng)業(yè)務(wù)的關(guān)鍵一步。通過冷鏈過程改變供應(yīng)鏈管理的愿景是他們業(yè)務(wù)的主要愿景，在冷鏈過程中，所有食品都應(yīng)保持在-18攝氏度至4攝氏度的普查之下。

Step Four: Communicate the Vision 第四步：傳達(dá)愿景

With the vision of having a good relationship with suppliers who are looking forward to provide good food products to its customers and maintaining standard temperatures for their food products on daily basis was their day to day strategy. With providing good supply chain meant there would be no waste of food products and close relationship with suppliers would help them to understand local tastes so that they could make Menu’s as per the taste of local crowds. Especially in Indian market where every year around 50,000 Crore of food is been wasted this was a good plan to start communicating with.

他們的日常戰(zhàn)略是與希望向客戶提供優(yōu)質(zhì)食品的供應(yīng)商建立良好關(guān)系，并每天保持食品的標(biāo)準(zhǔn)溫度。提供良好的供應(yīng)鏈意味著不會(huì)浪費(fèi)食品，與供應(yīng)商的密切關(guān)系將有助于他們了解當(dāng)?shù)氐目谖叮员闼麄兡軌蚋鶕?jù)當(dāng)?shù)厝巳旱目谖吨谱鞑藛巍Ｓ绕涫窃谟《仁袌?chǎng)，每年大約有5萬(wàn)噸食物被浪費(fèi)，這是一個(gè)很好的開始溝通的計(jì)劃。

Step Five: Remove Obstacles 第五步：消除障礙

After the successful implementation of its processed function of Cold Chain McDonalds was able to maintain food products at a standard temperature at which they would not be spoiled and good relationship with suppliers would maintain good day to day operation of their business. Although maintaining those suppliers for longer period and also maintaining a good skilled employed that would understand at what temperatures the food products should be preserved was very important. But they were successful in executing both functions properly by maintaining good relations with suppliers and recruiting and providing training to employees that could carry day to day operations of business properly and moving with great guns.

在成功實(shí)施其冷鏈加工功能后，麥當(dāng)勞能夠?qū)⑹称繁３衷跇?biāo)準(zhǔn)溫度下，使其不會(huì)變質(zhì)，與供應(yīng)商的良好關(guān)系將保持其業(yè)務(wù)的良好日常運(yùn)營(yíng)。盡管保持這些供應(yīng)商更長(zhǎng)的時(shí)間，并保持一名熟練的員工，了解食品應(yīng)該在什么溫度下保存，這是非常重要的。但他們成功地履行了這兩項(xiàng)職能，與供應(yīng)商保持了良好的關(guān)系，并為員工招聘和提供了培訓(xùn)，使其能夠正常開展日常業(yè)務(wù)，并能順利開展業(yè)務(wù)。

Step Six: Create Short-term Wins 第六步：創(chuàng)造短期勝利

Although the way that McDonalds had targeted Indian market for its fast food chain was long term but its short term goals like selecting right suppliers and employing and training skilled people for its day to day operations when they would began their fast food restaurants was very important. With its short term plan to cut out on food waste while transporting and employing right people with good skills gave the company great boosting success with its intro in Indian market. The help they got from suppliers to understand taste of local people in introducing Menu’s according to local tastes was important. And a long term goal to succeed in all departments.

盡管麥當(dāng)勞為其快餐連鎖店瞄準(zhǔn)印度市場(chǎng)的方式是長(zhǎng)期的，但其短期目標(biāo)非常重要，比如選擇合適的供應(yīng)商，在他們開設(shè)快餐店時(shí)為其日常運(yùn)營(yíng)雇傭和培訓(xùn)技術(shù)人員。該公司的短期計(jì)劃是減少食物浪費(fèi)，同時(shí)運(yùn)輸和雇傭具有良好技能的合適人員，這使該公司在印度市場(chǎng)的引入取得了巨大的成功。供應(yīng)商幫助他們了解當(dāng)?shù)厝说目谖叮鶕?jù)當(dāng)?shù)乜谖锻瞥鯩enu’s，這一點(diǎn)很重要。以及在所有部門取得成功的長(zhǎng)期目標(biāo)。

Step Seven: Build on the Change 第七步：建立在變革的基礎(chǔ)上

The McDonalds should keep on developing their business by introducing more restaurants and developing relations with more suppliers in order to be the fast food giant in Indian Market and put KFC, Pizza Hut and some local fast food chains like Dominos pizza and many more. E advanced technologies should be placed at workforce to provide its employees with latest machines to serve the customers on the till. They should keep in touch of the taste of the local people as the environment changes with the changing taste of people and their lifestyle. And should always try to provide customers with good deals that they would be satisfied and maintain their loyalty towards the McDonalds in India.

麥當(dāng)勞應(yīng)該繼續(xù)發(fā)展業(yè)務(wù)，引進(jìn)更多的餐廳，與更多的供應(yīng)商發(fā)展關(guān)系，以成為印度市場(chǎng)的快餐巨頭，并推出肯德基、必勝客和一些當(dāng)?shù)乜觳瓦B鎖店，如多明諾披薩等。E應(yīng)在員工隊(duì)伍中采用先進(jìn)技術(shù)，為員工提供最新的機(jī)器，為收銀臺(tái)上的客戶提供服務(wù)。當(dāng)環(huán)境隨著人們的品味和生活方式的變化而變化時(shí)，他們應(yīng)該與當(dāng)?shù)厝说钠肺侗３致?lián)系。并且應(yīng)該始終努力為顧客提供他們滿意的好交易，并保持他們對(duì)印度麥當(dāng)勞的忠誠(chéng)度。

Step Eight: Anchor the Changes in Corporate Culture 第八步：錨定企業(yè)文化的變革

Although McDonalds has expanded its business in more than 109 countries but it still follows its basic burgers and French fries to its customers all over the world. They might have different Menu’s in different countries to support the taste of the people but they have always kept their basic food items and also culture all over the globe to be the number fast food company.

盡管麥當(dāng)勞已經(jīng)在109多個(gè)國(guó)家擴(kuò)大了業(yè)務(wù)，但它仍然向世界各地的客戶提供基本的漢堡和薯?xiàng)l。他們可能在不同的國(guó)家有不同的菜單來(lái)支持人們的口味，但他們一直保留著自己的基本食物，并在全球范圍內(nèi)保持著成為頭號(hào)快餐公司的文化。

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