DISCUSSION QUESTIONS 1. Select a category that you believe might be chosen for a strategic category m hr, the industries listed below. Describe the factors impacting each commodity, usinga Porter Five Forces analysis (described earlier in this chapter). Justify why you believe the category is strategic to that industry, and the approach to be used in developingi category strategy. a. Oil (West Texas intermediate) versus gasoline (discuss differential) b. Metals C. Chemicals d. Plastic resins e. Shipping f. Wood products and other production materials g. Aeronautical equipment h. Machine tools i. Telecommunications j. Paper 2. Why has supply management traditionally not been involved in the corporate strategic planning function?
3. Explain the differences between category strategy development and strategic SOU How do these differences translate into different types of processes and activities required to produce an outcome in each case?
4. Describe a set of supply management goals that might be aligned with the full°10611eigl corporate objective made by an automotive manufacturer: “To be the number ° customer satisfaction:’
tools, 5. Describe where you think the following categories—paper clips, machine s paper, castings, personal computers, fuel, computer chips, printers, StyrofoarncuP1,:hat custom-designed networks—might fall within the portfolio matrix. Underofthe circumstances might one of these items fall into more than one quadrant matrix, or evolve from one quadrant to another?
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