Supply Chain Management For Dimos Furniture Company Sample Paper

1.0 Introduction

Dimos Furniture Company is an established furniture manufacturing and retail business that has been in operation for over 30 years. The company is headquartered in the United States but has operations in many other countries across the globe. The company has a strong presence in the furniture industry and is known for its quality products and customer service. Dimos Furniture company is committed to delivering quality products and services to its customers, and it is essential to manage its supply chain to meet customer needs effectively (Stolten et al., 2021).

1.1 Definition of Supply Chain Networks (SCN)

A supply chain network (SCN) is a system of interdependent and interconnected organizations, activities, processes, and resources involved in producing, distributing, and delivering products and services from supplier to customer. The SCN of Dimos Furniture Company involves the coordination of suppliers, manufacturers, distributors, retailers, and customers to meet customer needs in a timely and cost-effective manner (Stephenson, 2020).

2.0 Departmental Store and International Partnership with La Maison Expo

To ensure that DIMOS Furniture stays ahead of its competition, the company has established a departmental store and international partnership with La Maison Expo. The partnership with La Maison Expo allows DIMOS to display its products in various international trade shows, exhibitions, and other events. By doing so, DIMOS can showcase its products to a wider audience and gain global recognition (Stephenson, 2020).

In addition, the partnership with La Maison Expo allows DIMOS to stay on top of the latest trends and ensure its products stay ahead of the competition. The partnership also allows DIMOS to benefit from La Maison Expo’s expertise in marketing, design, and production.

The partnership with La Maison Expo also allows DIMOS to manage the supply chain more efficiently. Using La Maison Expo’s global network of suppliers, DIMOS can source high-quality raw materials and ensure its products are produced promptly. This helps DIMOS to maintain a competitive edge in the market and increase customer satisfaction.

At DIMOS, managing across organizational and cultural boundaries is essential for success. We strive to build strong relationships with our partners and customers and to ensure that our products are of the highest quality. With our commitment to quality and strategic partnerships, we are confident that we can continue providing our customers with exceptional products and services (Stephenson, 2020).

3.0 Supply Chain Collaboration

In order to ensure successful supply chain management, Dimos Furniture will mobilize, involve, empower, and embrace the members of its supply chain. This will involve internal and external partners, ranging from suppliers and manufacturers to customers and other stakeholders. Dimos Furniture will ensure that all partners are updated on organizational changes and developments and have the necessary resources and knowledge to collaborate effectively.

3.1 Mobilizing Members

DIMOS must mobilize its members to work together towards a common goal to ensure a successful supply chain collaboration. This could include training, setting up meetings, and offering incentives for members to get involved. DIMOS should also set up a platform where members can easily communicate and share ideas (Stephenson, 2020).

3.2. Involving Members

DIMOS must involve its members in the decision-making process to ensure that the supply chain collaboration is effective. This could include having members participate in the design and implementation of the supply chain collaboration. Additionally, DIMOS should ensure that its members are informed of any changes or updates that may occur furniture (Urbano et al., 2019).

3.3. Empowering Members

DIMOS must empower its members to take ownership of their roles to ensure a successful supply chain collaboration. This could include providing autonomy over decision-making, providing feedback on performance, and offering rewards for successful contributions. Additionally, DIMOS should ensure its members can access the necessary resources to do their job effectively (Urbano et al., 2019).

3.4. Embracing Members

DIMOS must embrace its members and make them feel valued to ensure a successful supply chain collaboration. This could include recognizing their contributions, offering rewards for successful collaborations, and celebrating successes. Additionally, DIMOS should ensure that it provides members with the necessary support and resources to succeed (Stephenson, 2020).

4.0 Cultural Challenges in the Collaboration between Dimos Furniture Company and La Maison Expo

The collaboration between Dimos Furniture Company and La Maison Expo entails two different cultural backgrounds and business practices. As such, both companies need to understand how each company operates and the cultural nuances of both cultures. This will enable them to ensure that they can effectively collaborate and maximize their potential.

The following are some of the cultural challenges that both companies will need to address:

Language Barrier: Dimos Furniture company is based in Saudi Arabia, while La Maison Expo is based in France; there is likely a potential language barrier between the two collaborating parties (Stephenson, 2020). This can lead to miscommunication and misunderstandings, which can affect the smooth running of the collaboration.

Diversity: As Dimos Furniture is based in the Middle East, and La Maison Expo is based in Europe, the two companies come from different cultural backgrounds and have different business cultures in furniture (Urbano et al., 2019). This can lead to different expectations and approaches to work, which can take time to manage.

Cultural Sensitivity: Dimos Furniture and La Maison Expo must know each other’s cultural sensitivities and beliefs. This is especially important in marketing and advertising campaigns, as some images and words can be perceived differently in different cultures’ furniture (Urbano et al., 2019).

Social Responsibility: Dimos Furniture and La Maison Expo are obligated to ensure that their collaboration is socially responsible (Stephenson, 2020). This means that they must consider their actions’ environmental impact and ensure they are not engaging in unethical business practices.

5.0 Actions to be Taken in Tackling the Cultural Challenges

Dimos Furniture company operates in a highly competitive and globalized market. As the company continues to expand its operations across various countries, it faces numerous cultural challenges. Therefore, the company must manage its supply chain across organizational and cultural boundaries. Below are the various steps that can be taken to address the cultural challenges faced by the company and ensure successful supply chain management.

5.1 Managerial Intervention

Managers of Dimos Furniture Company should be trained to understand the company’s various cultural and organizational boundaries. This can be done by providing them with training on the different cultural and organizational norms in each country the company operates. The training should include communication styles, negotiation strategies, and cultural sensitivities furniture (Urbano et al., 2019). This will enable the managers to understand better the needs and expectations of the different stakeholders and customers.

5.2 Structural Intervention

Dimos Furniture Company should also consider implementing structural interventions that can improve the efficiency of the supply chain. This includes implementing a unified supply chain management system across all countries and ensuring the relevant technology and resources are in place to facilitate cross-border operations (Loll et al., 2022). This will enable the company to manage better and control its operations, reducing the risks associated with cultural and organizational boundaries.

5.3 Adaptation

The company should also consider adapting its operations to different countries and cultures. This can be done by incorporating local practices and customs into the company’s operations. For example, the company can hire local staff to manage its supply chain operations in different countries and ensure that the products and services provided meet the local needs and standards of furniture (Urbano et al., 2019). This will help the company better understand the local culture and ensure its operations are tailored to the local market.

5.4 Exit

In some cases, it may be necessary for the company to exit certain markets if the cultural differences are too significant. This could involve closing down operations in a particular country or reducing the scope of its operations (Loll et al., 2022). This should only be done as a last resort, as it can adversely affect the company’s reputation and operations.

In summary, managing across organizational and cultural boundaries is essential for Dimos Furniture Company to ensure successful supply chain management. While this can be challenging, it can be achieved by implementing the various steps discussed in this paper, including managerial intervention, structural intervention, adaptation, and exit (Loll et al., 2022). By following these steps, the company can ensure that its operations align with local cultures and that its supply chain is efficient and effective.

6.0 Goal Compatibility

Goal compatibility is the process of aligning the goals of different organizations or cultures in order to achieve a common outcome. In the Dimos Furniture Company context, goal compatibility is essential for successfully managing cross-organizational and cultural boundaries. The company aims to provide customers with quality furniture at an affordable price. To achieve this goal, the company must cooperate with suppliers, distributors, and other organizations (Loll et al., 2022). By ensuring that all stakeholders have the same goal of providing quality furniture at an affordable price, Dimos Furniture Company will be able to manage organizational and cultural boundaries more effectively.

6.1 Goal Incompatibility

Goal incompatibility is the opposite of goal compatibility. It occurs when the goals of two or more organizations or cultures need to be aligned or have a different outcome in mind. In the Dimos Furniture Company context, goal incompatibility can lead to conflict between the company and its stakeholders (Zhou et al., 2019). This can result in inefficient supply chain management, decreased customer satisfaction, and higher costs. Therefore, the company needs to identify any incompatible goals and take steps to align them to ensure successful management across organizational and cultural boundaries.

7.0 Coercive Power

Coercive power is the use of force or threats to influence the behavior of another person or organization. In the Dimos Furniture Company context, coercive power could be used if the company wants to ensure that its suppliers or distributors comply with its terms and conditions. For example, the company could threaten to withhold payments or impose fines if the suppliers or distributors do not meet their deadlines or provide the desired furniture quality. Although coercive power can be effective in certain situations, it can also lead to resentment and hostility between the company and its stakeholders, making it difficult to manage cross-organizational and cultural boundaries (Zuhge et al., 2021, September).

7.1 Non-Coercive Power

Non-coercive power is the use of persuasion, negotiation, and other methods to influence the behavior of another person or organization. In the Dimos Furniture Company context, non-coercive power can be used to ensure that suppliers and distributors meet the company’s terms and conditions. For example, the company could offer incentives or rewards to suppliers and distributors who meet their deadlines or provide the desired furniture quality (Urbano et al., 2019). This can build trust and cooperation between the company and its stakeholders, leading to successful management across organizational and cultural boundaries.

8.0 Conclusion

Dimos Furniture Company’s supply chain management success depends on its ability to manage across organizational and cultural boundaries. This involves aligning the goals of all stakeholders, managing any conflict between them, and ensuring that the company’s operations are tailored to different cultures and markets. To achieve this, the company should consider implementing managerial, structural, and adaptation interventions and using coercive and non-coercive power. By following these steps, Dimos Furniture Company can ensure that its supply chain is efficient and effective and that its customers receive quality products at an affordable prices.

9.0 References

Guerrero, M., Herrera, F., & Urbano, D. (2019). Strategic knowledge management within subsidized entrepreneurial university-industry partnerships. Management Decision.

Kashansky, V., Saurabh, N., Prodan, R., Validi, A., Olaverri-Monreal, C., Burian, R., … & Zuhge, H. (2021, September). The ADAPT project: Adaptive and autonomous data performance connectivity and decentralized transport network. In Proceedings of the Conference on Information Technology for Social Good (pp. 115-120).

Liu, B., Zhang, J., Zhang, X., Zhang, W., Yu, C., & Zhou, Y. (2019). Furnishing your room by what you see: An end-to-end furniture set retrieval framework with a rich annotated benchmark dataset. arXiv preprint arXiv:1911.09299.

Prem, S., Helmer, C. P., Dimos, N., Himpich, S., Brück, T., Garbe, D., & Loll, B. (2022). Towards an understanding of oleate hydratases and their application in industrial processes. Microbial Cell Factories21(1), 1-15.

Reuß, M., Dimos, P., Léon, A., Grube, T., Robinius, M., & Stolten, D. (2021). Hydrogen road transport analysis in the energy system: A case study for Germany through 2050. Energies14(11), 3166.

Stephenson, A. W. (2020). Using the Net Promoter System Methodology to Deliver Cultural Change in Retail Organisations: Impacting Customer and Employee Experience (Doctoral dissertation, Staffordshire University).

The Impact Of Scientific Management On Employment Practices, Work Processes, Management Decisions And Societal Impact On Ford Motor Company Free Sample


Modern management techniques owe a great deal to the ideas presented in Scientific Management, commonly known as Taylorism (Merkle, 2022). Ford Motor Company’s adoption of Scientific Management ideas in the early 20th century influenced employment policies, work procedures, managerial judgments, and societal norms (Cullinane & Cushen, 2019). This study investigates how Scientific Management has affected these four facets of Ford Motor Company. The research will examine the pros and cons of Scientific Management in terms of organizational structures, methods of production, managerial judgments, and repercussions on society at large. Insight into the strengths and weaknesses of Scientific Management as a corporate practice, as well as avenues for future study and development, will be gained through this investigation. The lessons learned through analyzing the results of Scientific Management at Ford Motor Company may be used to improve many other types of businesses.

Impact on Employment Practices

Overview of Scientific Management’s Impact on Employment Practices

Scientific management had both positive and negative effects on employment practices. According to Tomac, Radonja & Bonato (2019), Piece-rate pay, which compensated employees depending on the quantity of labor they did, encouraged employees to work quicker and more efficiently, benefitting both the organization and the employees. Also, according to Tomac, Radonja & Bonato (2019), time and motion studies were used to identify work processes and find inefficiencies that could be removed to improve productivity. The development of the assembly line allowed automobile manufacturing to be divided into smaller jobs, with each worker performing a specialized duty, resulting in speedier manufacturing and decreased time needed to build an automobile. However, the influence of Scientific Management on employment practices could have been more favorable; some employees reported poor job satisfaction and high turnover rates due to the monotony of their specialized responsibilities Tomac, Radonja & Bonato (2019).

Examples of Employment Practices at Ford Influenced by Scientific Management

According to Chen et al. (2020), Ford Motor Company significantly impacted their employment practices with Scientific Management. They introduced piece-rate wages to motivate workers to work faster and increase productivity, benefiting both the company and the workers. The company also used time and motion studies to optimize work processes, reducing inefficiencies such as the time it took to change a tire on an assembly line. Additionally, the assembly line enabled the production of cars to be broken down into smaller tasks, with each worker performing a specific function (Chen et al., 2020).

Examining the Impacts on Employment Practices

The impact of Scientific Management on employment practices at Ford Motor Company was positive and negative. According to Kraiger and Ford (2021), on the positive side, job specialization increased productivity and efficiency, while standardized procedures and methods reduced errors and improved quality control. Piece-rate wages also motivated workers to work faster and increase productivity. Conversely, job specialization could lead to boredom and monotony for employees, resulting in low job gratification and high turnover rates. Standardization could also smother originality and novelty, leading to a need for more flexibility in changing market environments. Also, the introduction of piece-rate wages could lead to manipulation and partial treatment of employees (Kraiger & Ford, 2021).

Impact on Work Processes

Overview of Scientific Management’s Impact on work processes

As Kraiger and Ford (2021) argue, scientific management sought to improve work processes by breaking them down into smaller and simpler components, which were standardized and optimized to improve efficiency. The use of Scientific Management at Ford Motor Company significantly influenced labor operations. This strategy yielded innovative processes and technology that boosted efficiency and production while lowering costs. Managers are encouraged by scientific management to examine work processes, uncover inefficiencies, and make changes to improve work processes (Kraiger & Ford, 2021).

Specific Examples of Work Processes Influenced by Scientific Management at Ford

Kraiger and Ford (2021) argue that scientific management significantly impacted work processes at Ford Motor Company. The assembly line is one of the most significant examples. Since every worker on the assembly line had a specific job, the production time was cut significantly. Time and motion studies can improve workflows and weed out inefficiencies. This method has enabled the company to do so (Kraiger & Ford, 2021).

Analysis of the Positive and Negative Impact on Work Processes

Kraiger and Ford (2021) further argue that the influence of Scientific Management on Ford Motor Company’s work procedures was mixed. On the positive side, implementing Scientific Management resulted in considerable advances in efficiency and production, enabling Ford to make more vehicles at a cheaper cost. For example, the assembly line helped Ford produce automobiles considerably quicker, increasing revenues. Furthermore, piloting time and motion studies assisted in identifying and eliminating inefficiencies in labor processes (Kraiger & Ford, 2021).

On the other hand, Kraiger and Ford (2021) affirm that applying Scientific Management has a detrimental influence on work processes. Employees often had to do repetitive and tedious tasks, which caused low morale and dissatisfaction with work. This could lead to high turnover and decreased productivity in the long run. Additionally, focusing on efficiency could make people feel like robots instead of humans, creating tension between labor and management (Kraiger & Ford, 2021).

Impact on Management Decisions

Overview of Scientific Management’s Impact on Management Decisions

According to Latypov, Chumak, and Yadransky (2020), scientific management, emphasizing efficiency and production, greatly affected Ford Motor Company’s management choices. The use of time and motion studies resulted in the creation of standard operating procedures and practices, which reduced variability in work operations. Managers might then make choices based on data-driven insights rather than intuition or guesswork. The scientific management concepts also advocated a top-down management style, with higher management passing decisions down to lower levels. Because of this hierarchical structure, the company’s centralized decision-making prioritized efficiency and production above worker autonomy and engagement (Latypov, Chumak, & Yadransky, 2020).

Specific Examples of Ford Management Decisions

Latypov, Chumak, & Yadransky (2020) argues that scientific management impacted many management choices at Ford, including the invention of the assembly line. The assembly line was created to boost efficiency by breaking down the manufacturing process into smaller, repetitive jobs that could be performed by less-skilled personnel. This enabled Ford to make vehicles quicker and cheaper than rivals, making automobiles more accessible to the ordinary person. Furthermore, time studies allow managers to discover the most effective method to do each activity, resulting in the standardization of work procedures and eliminating needless moves. This, in turn, resulted in lower labor expenses and higher production (Latypov, Chumak, & Yadransky, 2020).

An Analysis of the Positive and Negative Impacts on Management Decisions

As Latypov, Chumak, & Yadransky (2020), at Ford, Scientific Management’s impact on management choices was primarily favorable, as it enabled managers to make data-driven decisions, resulting in enhanced productivity and efficiency. On the other hand, the company’s reliance on a few managers to make all the tough decisions could have improved morale and productivity and contributed to a high turnover rate. Furthermore, prioritizing productivity and efficiency caused numerous accidents (Latypov, Chumak, & Yadransky, 2020).

Societal Impact

Overview of Scientific Management’s Impact on Society

According to Cruz and Suarez-Paba (2019), there have been good and bad results from implementing Scientific Management, making its effect on society complicated. On the one hand, implementing Scientific Management concepts in the manufacturing and production sectors led to dramatic improvements in effectiveness, productivity, and cost-effectiveness. This resulted in widespread manufacturing, which lowered prices for consumers. The manufacturing process reduced employees to interchangeable parts, dehumanizing them and disregarding their wants and skills (Cruz & Suarez-Paba, 2019).

 Specific Examples of Societal Impact at Ford Influenced by Scientific Management

According to Tomac, Radonja, & Bonato (2019), at Ford Motor Company, scientific management revolutionized manufacturing and brought automobiles within reach of middle-class families. The assembly line made assembling goods cheaper, and buyers benefited from the savings. As a result, more individuals could afford automobiles as demand rose. However, the development of the vehicle sector that served the growing auto market has had severe adverse effects on the environment, including increasing air pollution and greenhouse gas emissions (Tomac, Radonja, & Bonato, 2019).

Analysis of the Positive and Negative Societal Impact

As Tomac, Radonja, & Bonato (2019) argue, scientific management has beneficial and harmful effects on society. On the positive side, it boosted production, reduced costs, and made more products available to the general public. Conversely, it contributed to problems like worker dehumanization, ecological deterioration, and broadening societal discrepancies. Since then, other segments, including healthcare, education, and government, have embraced scientific management’s tenets with predictable outcomes. Hence, distinguishing the benefits and negatives of scientific management is crucial for making future long-term, socially responsible decisions (Tomac, Radonja,& Bonato, 2019).


The impact of Scientific Management on employment practices, work processes, management decisions, and society was significant, complex, and far-reaching. While it increased efficiency, productivity, and affordability, it also had negative consequences, such as worker dehumanization, environmental degradation, and social inequality. Ford Motor Company’s adoption of Scientific Management was a prime example of its impact. Despite its drawbacks, Scientific Management remains a fundamental approach to management and has laid the foundation for modern management practices. Therefore, organizations and policymakers must recognize its limitations and work towards addressing its negative consequences while harnessing its benefits.


Chen, H., Richard, O. C., Boncoeur, O. D., & Ford Jr, D. L. (2020). Work engagement, emotional exhaustion, and counterproductive work behavior. Journal of Business Research114, 30-41.

Cruz, A. M., & Suarez-Paba, M. C. (2019). Advances in Natech research: An overview. Progress in Disaster Science1, 100013.

Cullinane, N., & Cushen, J. (2019). Applying Scientific Management to modern employment relations and HRM. Elgar Introduction to Theories of Human Resources and Employment Relations, pp. 53–66.

Kraiger, K., & Ford, J. K. (2021). The science of workplace instruction: Learning and development applied to work. Annual Review of Organizational Psychology and Organizational Behavior8, 45-72.

Latypov, R., Chumak, E., & Yadransky, D. (2020). Creative management decision drivers on sustainable development. In E3S Web of Conferences (Vol. 208, p. 03013). EDP Sciences.

Merkle, J. A. (2022). Management and Ideology: The Legacy of the international scientific management movement. Univ of California Press.

Tomac, N., Radonja, R., & Bonato, J. (2019). Analysis of Henry Ford’s contribution to production and management. Pomorstvo33(1), 33-45.

The Indian Removal Free Sample

The Indian removal became federal law in 1830. Congress passed it. It authorized the forced removal of native American tribes from their ancestral land in the United States, west of the Mississippi river. The law permitted the president to give public lands to the Indians living in the east in exchange for their lands in the west (Foreman, 1953). The Indian removal act was headed by president Andrew Jackson who believed it was necessary to relocate Indians to land for economic development. He viewed the native Americans as an obstacle to the expansion and success of the united states. He also believed that Native Americans could not coexist with the white settlers.

The government provided them with lads in southeastern America, currently called Oklahoma. They were relocated with a promise of government support and peaceful eviction and relocation but in reality. The process was brutal and traumatic. Even though many Indians obliged and left their ancestral lands peacefully, the Cherokee tribe did not go without a fight. This caused the death of thousands of them in what was labeled the trail of tears (Stuirgis, 2007).

One of the strongest arguments that the author has presented on the removal of the Indian act was the notion that it was necessary to protect the white settlers who were moving into the native American lands. The more the white settlers arrived at the lands, the more the conflict would erupt between the groups. It was wise for the government to remove the Indians from the lands and resettle them elsewhere to avoid bloodshed. Even though this removal could have been seen as traumatic and brutal, it was for the betterment of the nation’s future. As the say goes, the nation is bigger than an individual. The native Americans were sitting on productive lands, but they were not making maximum use of it. The white settlers had plans to maximize land use to boost production and help grow the country’s GDP. The settlers planned to set up factories and cultivate the lands on a large-scale basis.

However, removing the Indians’ acts had more flaws than strengths. One of the major flaws is that the removal of the Indians was based on the assumption that the community was inferior and could not use their ancestral lands. They were viewed as individuals incapable of adapting to the changes in the world during the period. This assumption was demeaning, offensive, and deeply racist. It led to the death and suffering of several native americans. Many suffered as the land the government gave them was unproductive, leading to hunger. Many were unable to adapt to their new home. Every human can adapt to the changes in the world given the opportunity and resources necessary.

Another flaw of the argument in the removal of the Indians’ reading was the nature at which they were evacuated from their ancestral home. Most of them were dragged out of their homes at gunpoint. The scenes were inhumane and traumatizing to the community. Many Indians died during the relocation due to the brutal nature of their eviction. Additionally, they were given cheap land to theirs, and the government never offered them much support.

I am afraid I have to disagree with the way the Indians were removed from the lands they have lived in for centuries. The racism involved in the eviction and the way they were deemed inferior was an obstacle to the nation’s development. The government should have looked for an alternative approach to removing the Indians, such as seeking peaceful negotiations on how the Indians could peacefully coexist with the white settlers. The settlers could have set up factories and farms and employed the Indians to provide labor; that could have been a win-win situation for both, and nobody could have died or suffered.


Foreman, G. (1953). Indian removal: The emigration of the five civilized tribes of Indians (Vol. 2). University of Oklahoma Press.

Sturgis, A. H. (2007). The trail of tears and Indian removal. Greenwood Publishing Group.