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• ISO 14000 Series: This set of standards provides practical tools for companies and organizations looking to manage their environmental responsibilities.
• ISO 14001: Specifies requirements for an environmental management system (EMS) to help organizations improve their environmental performance through more efficient use of resources and reduction of waste.
• Purpose: These standards are designed to help organizations comply with environmental legislation and regulatory requirements.
• Explanation of Choice:

References:

• International Organization for Standardization (ISO). (2015). ISO 14001: Environmental Management Systems - Requirements with Guidance for Use. ISO.
• Epstein, M. J., & Buhovac, A. R. (2014). Making Sustainability Work: Best Practices in Managing and Measuring Corporate Social, Environmental, and Economic Impacts. Berrett-Koehler Publishers.

• Supplier Performance Monitoring: Regularly tracking supplier performance is crucial for identifying potential risks early.
• Flood Damage Disclosure: When the supplier disclosed the flood damage, it indicated a high risk of continued disruptions.
• Shifting Sourcing: The company’s ability to quickly switch to a new supplier minimized the impact on sales, showing a prepared and proactive approach.
• Risk Strategy:
• Conclusion: The company’s actions reflect an investment in redundancy by maintaining alternative suppliers to ensure supply continuity in case of disruptions.

References:

• Sheffi, Y. (2005). The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage. MIT Press.
• Tang, C. S. (2006). Robust Strategies for Mitigating Supply Chain Disruptions. International Journal of Logistics, 9(1), 33-45.

Transitioning from a business-to-business (B2B) model to a business-to-consumer (B2C) model typically results in an increased number of customer orders. B2C transactions generally involve smaller order sizes but higher order volumes compared to B2B transactions. The company will need to manage a larger number of individual orders, which may also necessitate adjustments in logistics, inventory management, and customer service processes to accommodate the higher volume of transactions.References:

• "E-Business and Supply Chain Integration" by Ozlem Bak
• "Supply Chain Management: From Vision to Implementation" by Stanley E. Fawcett, Lisa M. Ellram, and Jeffrey A. Ogden

In a continuous replenishment strategy, the customer remains the sole decision-maker regarding order quantities. This strategy involves the supplier continuously replenishing inventory based on actual sales data provided by the customer, such as point-of-sale data. While the supplier manages the timing and quantity of replenishments to ensure that inventory levels are maintained, the ultimate decision on how much to order rests with the customer. This ensures that the customer's needs and preferences are directly reflected in the inventory levels.References:

• "Supply Chain Management: Strategy, Planning, and Operation" by Sunil Chopra and Peter Meindl
• "Logistics and Supply Chain Management" by Martin Christopher