Supply Chain Management

Muhammad Ismail Hossain (), Nasrin Akter () and Abureza M. Muzareba ()
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Muhammad Ismail Hossain: Universal College Bangladesh
Nasrin Akter: University of Dhaka
Abureza M. Muzareba: University of Dhaka

Chapter Chapter 9 in Marketing in a Transition Economy, 2024, pp 299-324 from Springer

Abstract: Abstract The cases of supply chain management (SCM) exhibit the chain as an interdependent system in the context of Bangladesh and beyond. The cases of this section focus on a few major issues involved in managing a competitive supply chain including supply chain integration, distribution, and reverse logistics. The first case is about an ethnic wear market known locally and internationally as Banarasi Polli which has a glorious, rich, and ancient tradition of producing and selling sophisticated needlework-based woven silk sharis. Despite its magnificent history of producing Banarasi shari, it is increasingly losing market attractiveness. This case explores the factors behind such downfall by looking at different drivers of the supply chain of the Banarasi shari. It provides insights into how the labor-intensive Banarasi shari production process, lack of required facilities, high dependence on foreign sourcing, and intuitive forecasting system are draining its competitiveness and sustainability. Banarasi Polli’s points of differences and supply chain strengths are also discussed to explore the extent to which it can reintegrate its disintegrated loops of the supply chain. The second case is about Deligram—the first omnichannel distribution-based e-commerce platform that was born out of the distribution-based idiosyncrasies in the Bangladesh market. This case highlights how the collaboration of technology-based distribution with traditional distribution is conceptualized to reach the unreachable rural market of Bangladesh through effective last-mile delivery. This case also highlights the challenges Deligram faced in implementing its omnichannel retailing strategies and the reasons behind its shifting e-commerce focus from B2C to B2B. How the vision of Deligram contributes to the development of the e-commerce ecosystem in Bangladesh by shifting its business focus to a backward supply chain is also discussed in the case. The last case presents the reverse supply chain practices in an informal electronic waste (e-waste) recycling market. This case is on Azizu Recycling & E-Waste Company which is one of the very few authorized e-waste recycling companies in Bangladesh, capable of managing a considerable amount of e-waste in a scientific, regulated, and environment-friendly way. Roughly four million tonnes of e-waste are generated every year in Bangladesh and most of that e-waste stream is recycled by an unskilled, deregulated, unstructured, and informal recycling sector. To what extent Azizu can maintain the scientific and authorized method of e-waste collection, recycling, and disposal are discussed in the case. The case also discusses how diverse challenges such as multi-party and multi-level e-waste collection, disproportionate return on investment compared to the costs of adhering to legal requirements, and bureaucratic process of getting e-waste recycling approval are damaging the formal e-waste recycling in Bangladesh.

Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-97-3553-2_9

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DOI: 10.1007/978-981-97-3553-2_9

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