Logistics and Supply Chain Management : 682577

Question:

This unit will be assessed through two individual assignments accounting for 40% and 60% respectively.  You are required to select a global company that has significant operations in logistics, supply chain or shipping, and/or transport) in a list given; conduct preliminary research about the company; identify the key issues and challenges in your selected topic area that are currently faced by the company; and discuss these in the light of relevant literature covered in the unit.

 

Part A – Case study research and presentation 

You are required to conduct some research about these companies for class discussion and confirm with your tutor your choice of the company for your assignments by 10am Friday of week 1 (9th of February 2018).

 

I have selected “British Sugar” as my Global Company

 

At this stage, you are required to give a presentation (10-15 minutes) in class on the 22th of February 2018; Subsequently submit a piece of written work which includes a short description (200 words) of the case company (based on your preliminary research) and an extended outline of your case analysis report (based on the assessment criteria below) which must also include an element of literature review you have conducted so far (800 words).

Part B – Full case study analysis report 

You are required to continue with the case study of the global company you have already worked on for Part A.

At this stage, you need to conduct more intensive research about the company; update and confirm the key issues and challenges that are CURRENTLY faced by the company; identify and conduct a critical review of relevant literature to support the analysis of the case issues.

This assignment requires you to submit a full case study analysis report (3500 words) before 10am GMT on the 16th of March 2018.

 

Unit Learning Outcomes assessed

Part A & B:  Demonstrate your sound understanding of contemporary theories and practices within the areas of logistics and supply chain management.

Part B:  Evaluate critically the appropriateness of the concepts within a variety of differing organisations and evaluate the issues and problems concerning the implementation of these concepts at the operational level.

Threshold standards

In order to pass the assessment you will need to:

  • Be able to search for and critically evaluate relevant information from various sources to complete individual course work.
  • Be able to apply essential theoretical concepts in logistics and supply chain management to analyse current company practices in the topic area.
  • Be able to demonstrate abilities to address common issues and problems faced by organisations in logistics and supply chain management and suggest feasible solutions.

Word Limit

Part A: – Presentation -10-15 minutes (with PowerPoint Slides) – Written work – 1000 words (200 company info and 800 company challenges etc)

Part B: – Full case study analysis report – 3500 words, not including Executive Summary, References and/or Appendices (if any)

Presentation Format 

Presentation:  – PowerPoint Slides (15 slides max.) Written work: – Word document, Arial 12, line spacing 1.15, and insert page number. – Add a cover page with Unit name & Code, assignment number & submission deadline, and your name & ID No.

 

 

Criteria

  • Clear about the aim and objectives of the case study
  • Relevant company profile
  • Identification of the company’s current performance, challenges, and so on
  • Evidence of literature review, background reading and research
  • Other elements of the presentation -slides, eye contact, timing (10-15 minutes)

 

Assessment Criteria

Part A  (Marked as 100%):

  1. Presentation: 50%
  2. Written work: 50% (description of the case study – 10% and extended abstract – 40%)

Part B (Marked as 100%):

(1) Executive Summary and Introduction – 10%

(2) Relevant information on the case company – 10%

(3) Evidence of background reading and research on the topic, relevant literature review, and correct referencing – 20%

(4) Evaluation and critical analysis of the company’s current performance; key challenges faced and logistics strategies adopted, by the company, comparison/contrast with its main competitors, and so on using the literature you have reviewed to support the evaluation and analysis – 40%.

(5) Summary, conclusions and recommendations – 10%. (6) Overall presentation of the case report, references, and any other positive elements – 10%

Answer:

British Sugar Plc, is recognised as a subsidiary of “Associated British Foods” and recognised as the only British based sugar beet producer. The company was inaugurated in 1936, during the time of the nationalisation of the entire sugar beet crop. This was done under the supervision of British parliament. In this era, there had been a total of 13 individual companies along with 18 factories across the country. The company processes all the sugar beet grown in UK and is responsible for producing two thirds of the quota. Being one of the major processor of sugar for Irish and British food market, British Sugar is responsible for processing more than eight million tonnes of sugar beet producing 1.4 million tonnes of sugar every year (British Sugar 2018). The innovative approach for manufacturing allows to create range of co products from the power generation and bioethanol, to animal feed. British Sugar is not only the leading sugar producer in Britain but also responsible for supplying eight million tonnes of sugar beet every year. British Sugar grows the sugar beet in East Anglia and East Midlands and they are sown at the spring. The harvested crops travel with an average of 28 miles to one of the four advanced manufacturing plants in “Bury St Edmunds, Cantley, Newark or Wissington” (British Sugar 2018).

In the recent times the sugar industry of UK faces a considerable uncertainty extricated from EU. This is seen to be supported against the vagaries of the international market implicating on future trade agreement by Britain. The diverse nature of the changing form of the environment is seen with a challenge to the Sugar production industry. The final round of the European Union (EU) is having a several ramifications which is affecting the sugar business in companies such as British Sugar. The “World Trade Organisation (WTO)” export constraints are no longer seen to be applicable for the reforms which are applicable to the European producers. The WTO controlled import duties for the non-preferential sugar will remain in place. The significant nature of the consequences for this is seen to be taken into consideration with the rising sugar prices. In this dynamic market orientation, the increased pressure placed with the WTO constraints will not be applicable with the European producers. Despite of this consideration, the WTO controlled duties for the import will remain in place with the WTO controlled import duties (European Commission 2016).

Some of the other challenges are considered with third party vendors not agreeing to renew the contract for supplying sugar in bulk quantity. This is considered to be evident with Sutton Tanker not renewing the contract for bulk sugar products when the present contract expires at a later date in the year. In addition to this, the company seeks to focus on the core business activities such as in areas associated to hazardous chemicals, fuel sector and gases. The eight-year contract between British Sugar Plc and Sutton Tankers came to an end in 2014 (Suttonsgroup.com 2018). Moreover, the contract between Abbey Logistics and British Sugar also did not renew the bulk sugar contract. British Sugar is responsible for supplying one million tonnes of sugar as per the supermarkets and food industry. However, the new contract requirements company will not be able to continue with the present contract agreements of Abbey Logistics (Bulkmaterialsinternational.com 2018).

Another significant concern for British Sugar is identified with impact of Brexit on the sugar industry. As per the present standings 50 to 60 percent of the sugar consumed in Britain is taken into account with the sugar beet processed in this country. Before joining EU, the industry is seen to be considered under EU membership which is not directly related to the farm subsidies. The EU membership may imply more tariff to the sugar beet production units. The initiation of Brexit will allow Britain to forge its own bilateral trade agreement which will allow it to open up its own food market. U.K. cannot expect to sell produce free of tariff to other countries such as Australia. In addition to this, many farmers are of the opinion that EU subsidies are clunky and hugely bureaucratic in nature (Ft.com 2018).

Some of the external challenges in the sugar industry in U.K. is considered with the procurement and marketing of the bi-products. The company needs to consider the different types of the associated risk factors such as the increasing labour cost, duration for crushing seasons and net recovery percentage of the sugar beet. In addition to this, duration of crushing season, quality of the inputs and technical effectiveness are considered as some of the other areas of concerns for the sugar beet industry. It may be possible that in certain seasons the company is not able to follow the exact cyclical patter for the production activities. Lack of efficient resources is considered as another area of problem which is seen to be directly related to the production of the sugar beet (Clark et al. 2017).

The sugar beet transportation system needs to go through several processes. In certain situations, there may be problem associated to the external challenges such as manual harvesting, extraction, pressing, carbonatation, boing and loading. The company needs to make the exact provision for weighing the truck, following with crushing process, unloading process and delivery to the processing units. It may be possible the company is not able to follow the exact weights requirement which is allowed for the shipment (British Sugar 2018).

Firm may face the associated challenges in the internal factors based on plant size, location, efficiency, financial management and value addition made from the bi products. The industry is also susceptible to the changes related to the availability of sugar beet, changes in government policies and prices of sugar beet (Marcus Leroux 2018).

The study aims to discuss on critical analysis and discuss the current performance, key challenges faced by the company, logistics strategies applied by the company and comparison of the strategies with the competitor companies. The latter part of the report recommends appropriate strategies for British Sugar. Additionally, it also discusses the literature review associated with the operational objectives. The significant challenges of logistics and other operational areas have been taken into account along with uncertainty extricated from EU. In addition to this, there is significant risk to the company as third party vendors are not agreeing to renew the contract for supplying sugar in bulk quantity. This is evident with the consideration of the Sutton Tanker not renewing the contract for bulk sugar products when the present contract expired within a year. In addition to this, the company seeks to focus on the core business activities such as in areas such as hazardous chemicals, fuel sector and gases. British Sugar should look forward to import sugar beet from other countries such as China, USA, Brazil, Germany, Turkey, Singapore and France. It should look forward to increase its sugar consumption, which is defined by “Tate & Lyle Sugars at a single factory at Silvertown in the East End of London”. At present, only 25% to 30% of sugar is consumed in this single factory and the associated import cost of raw beet sugar is also likely to increase. On increasing the percentage of sugar consumption from Tate & Lyle Sugars, British sugar will be able to avoid the hefty tariff charges. The company should look forward to reduce the external challenges by delaying more on the labor from countries such as China so that is able to reduce the increasing cost.

British Sugar is considered as one of the most efficient sugar processors in the world. It is discerned that sugar beet is grown in East Anglia and East Midlands. Beet sugar are sown in spring and is grown in the summer. The harvesting process of the crops goes through manufacturing plants situated in “Bury St Edmunds, Cantley, Newark and Wissington”. The sustainability strategy is stated with setting local priorities and programmes for meeting the demands on the ground and create a long-term value with the environment pillars and economic values. This is able to create the beet sugar for building the value chain in rural economics along with creating a thriving, healthy community. The biggest strength of the company lies in the investment to ensure training and support to local economies across the UK, which is reflected with the communities in which they operate (Green et al. 2014). In 1977, the company issued the rights which decreased the government holding from 36% to 24%. On 2 January 1991, the company was sold to “Associated British Foods (ABF)” followed by a crash of the property values which was seen to be affected by Berisford. ABF further attempted to purchase in the late 1980s however the downturn in the stock market had stopped their move. The sole buyer of the sugar beet in the U.K. is British Sugar. The total output is considered with 3500 farmers. In the first stage, the sugar beets are washed on their arrival at the site. The second stage of the processing phase involves slicing the sugar beet into thin strips known as cossettes. In addition to this, the thin strips are placed in hot water for the extraction process and added with lime solution to remove any impurities. The third stage involves formatting and packaging of the materials (British Sugar 2018).

The report has discussed about the literature review on the operational objectives. The study has introduced critical analysis of current performance, key challenges faced by the company, logistics strategies applied by the company and comparison of the strategies with the competitor companies. The latter part of the report is also able to recommend the appropriate strategies for the company.

The different aspects of supply chain innovation and logistics may be considered interchangeably. Despite of this, the literature on the supply chain innovation is highly fragmented with the multidisciplinary investigations. The innovations in supply chain is considered with the idea, practice and the object which is perceived by an individual or other unit for adoption. The innovation may not be evolutionary, but the results should be measurable in terms of providing new service to its customers.

The logistical operations of sugar beet are done with the large number of the independent farmers. The harvesting of the sugar beet is a complicated process which involves thorough cleansing and separating any remaining beet leaves, “stones and other trash material before processing”. Each sugar factory is assigned with individual number of teams. Research in the transport, logistics and distribution started in 1978 in the UK. The main activities were conducted by leading international research team with majority of the projects being involved in international and national collaboration. A significant portion of the research is concerned with sustainability of freight transportation and logistics operators in the UK and globally. The categorization of the study is segregated into three sections namely sustainable urban freight transport and logistics, encouraging the use of non-road freight transport modes. The categorization learning also ensures reduced energy use with CO2 along with supply-chain management (Farzad et al. 2017).

The sustainable urban freight aspect is considered with flexibility offered in distribution of the goods in most of the urban areas. In addition to this, the sustainable changes are evident in economic, social, environmental and various types of other freight activities significant because of the conflicts associated with the densely populated regions. Several research teams in the UK are responsible for working closely in both public and private sectors for identification of best practice in urban freight operations for allowing the businesses to operate in a much more efficient way thereby reducing the social and environmental impacts. In cities such as London, the team has been involved with several projects which brought sustainability through improved operational performance, better regulation and enhanced freight transportation facilities (Péra and Caixeta-Filho 2016).

The encouragement in terms of non-road freight transport mode is more evident in case of rail freight, as tests show typically less damaging effect on the environment than road haulage. Transportation has an integral role in having a connective role in the several steps which may result in the converting the resource in terms of the ultimate consumer. This is considered with the planning of the sub functions and functions for maintaining the goods movement and minimizing cost and maximize the service to constitute the concept of business logistics. Some of the traditional methods include maintaining separate companies for “production, storage, transportation, wholesaling, and retail sale, however basically, production/manufacturing plants, warehousing services, merchandising establishments are all about doing transportation”. The manufacturing and production of the plants need to go through storage “processing and material handling within the plant and plant inventory”.

However, the current share of market for this is low and it is difficult to achieve a shift in traffic from road to rail. The concerns associated with sustainability is encouraging with more interest in freight’s potential regarding research for corporate social responsibilities, agendas and allocating teams for conducting considerable amount of research for supporting both road and rail network transportation. The research is able to discuss on diverse topics such as planning, business demolition and supply-chain management (British Sugar 2018).

The efficient use of energy along with the supply-chain development activities is evident in reorganizing the freight transport and logistics operations. Traditional methods of work in these fields have focused only on the transport facilities. However, the empirical research conducted in these areas has supported transport and logistics stages of production supply-chain. The approach is significant in determining which stage of the supply chain management is the most energy intensive and also determine how decisions are made at point to reduce the overall energy. The total workforce for handling the logistics operations in the UK is taken from various industries, which can provide both freight management and contract logistics solutions. The dedicated team is effective in delivering robust end to end supply-chain solutions across different types of industries which includes e-commerce, automotive, retail and technology sectors. The scope of the logistics services takes pride in being flexible and energized to design creative solution for meeting unique needs of the consumers. In addition to this, the country takes several initiatives to provide solutions for supply-chain issues as a real-time strategy advantage by ensuring world-class qualities. These qualities are being tested against fulfilling the criteria of operational excellence, which calls for continuous execution often acclaimed as lean program (Lamsal, Jones and Thomas 2016).

The need for continuous efficiency for changes in the European Sugar regime is seen to be significant with respect to reorganisation of the structure. It has been discerned that at present, The British Sugar Corporation has relied on BP and DuPont for building bioethanol plant at the Hull site. The company mainly depend on its operations on four factories. Based on the investment made by British sugar, it is able to make the most of raw materials such as beet sugar yield, which has increased for diversifying the successful implementation of portfolio along with coproducts which are positively impacted with other industries (Da Silva and Marins 2014). The company supplies almost 50% of UK’s total month for sugar. Moreover, it is able to support 95,000 jobs in a wider economy. The improvements are further evident with rising beet sugar yield, which has increased by more than 25% in the past 10 years. British sugar is known to partner with 3500 growers annually and involved with several other forms of business ranging from 6500 to 7000 businesses. It is further able to invest £250 million in the past five years for making the operations of manufacturing plants more efficient in nature (British Sugar 2018).

The company is identified to be a strong supporter of sustainability culture thereby helping the farmers for continuous improving of their sugar beet produce. The continuous improvement process for the mixed funded research and development was brought by “British Beet Research Organisation (BBRO)”. It is further observed that the collaborative approach still continues to increase their sugar beet yield for the last 10 years which is evident with an increased by 25% (Sun et al. 2015).

At present, the company follows sustainability agricultural practices in order to identify the important customers and growers. The considerable amount of improvements is evident with introduction of new varieties of seed, crop storage technique, and agronomy advice given for harvesting and falling off crop storage techniques. The important consideration for maximizing the opportunity need to be considered with constantly working with the beet sugar growers. In the last eight years sugar beet is considered as the main supply of British sugar which is in compliance with UK legislation and recognized worldwide for “silver level equivalence with the SAI Platform’s Farm Sustainability Assessment (FSA) 2.0” (Degruyter.com. 2015).

Along with the uncertainty of Brexit, there is significant disadvantage considered with overall reduction in the number of factories over the years. It is also assessed that closure are at some of the sites had put expansion of active plan of processing campaigns. This was identified as one of the most cost-effective measures for increasing the front and processing of “thick juice” stage which is identified as a syrup brand. However, the storage of these juices was done in tanks followed by processing out of the season thereby spreading the entire load on crystallization which was not preferable.

In addition to this, at the very early stage factories such as “Ely, Felsted, Nottingham and Selby” stopped operating due to reducing the overall quota for sugar. This is seen to be followed with closure of a site at Spalding. The site at Allscott got also closed down near Telford, Shropshire which limited the operations of the company to a certain extent. The main reason for closure of this unit was lack of scale to run economically.

It is also discerned that out of 18 factories run by British Sugar Corporation, only four is able to still process beet. These are identified with “Bury St Edmunds (Suffolk), Cantley, Newark-on-Trent (Nottinghamshire) and Wissington”.

British Sugar has chosen Abbey logistics for managing its bulk sugar movements across Great Britain. The sugar transportation is able to include the bulk granulated sugar tanks and liquid tankers from four “state-of-the-art processing plants in the UK”. The strategic location of the company is able to reduce the mileage from the farm to the processing unit at factory. Abbey is specialised in bulk food grade logistics operating in the UK’s largest fleet of dedicated food grade road tankers. The new contract will be considered with taking the appropriate strategy for planning and delivery services supporting British Sugar to continue to offer high quality along with flexible and dependable service to its customers (Abbey Logistics Group 2016).

The competition related strategy needs to be considered with the attributed 3c strategy. The competitive advantages are well thought out with the advantages in the differentiation of the cost of the organization and competition from viewpoint of customer. The reflection of 3c strategy is seen with customers, company and competitor. The advantages are also considered with the viewpoint of the customer.

The competitive tender process, British Sugar took the decision of selecting Abbey based on the significant market experience in the food sector. This is further associated with understanding the nature of the market. In addition to this, the company has allowed for strong maintenance and depot network, thereby allowing maximum efficiency and reducing the overall vehicle downtime which is perfect needs as per British Sugar. It is also discerned that Abbey Logistics is able to share values when it comes to putting the customers at the forefront (Lamsal, Jones and Thomas 2016). Abbey is regarded as private-equity funded by transport and logistics which is backed by third party transportation and logistics companies creating competitive advantages through the supply chain (AB Sugar 2018). In addition to this, the British Sugar has more than 25 years’ experience for providing innovative customer focused transportation services thereby developing a nationwide depot network focusing on greener logistics and transportation services. The nationwide service is further able to include the nationwide depot and fleet for bulk liquid and power tankers along with services such as “palletised freight ambient, temperature controlled, FTL and groupage”.   The group is further able to provide a warehouse facility along with multimodal transport solution throughout UK and Europe (Logistics Manager 2016).

Abbey Logistics is considered as an important partner to the company which is committed to provide transport road safety thereby improving vehicle efficiencies along with enhancing the driver experience. British Sugar relied on 17 vehicles which are powered with 11 litres, 2150 newton metre output engine together with rolling resistance tyres which assists in reducing the fuel consumption. Equipping with the latest sat NAV systems means that the drivers will be able to avoid the heavily congested area which may reduce time spent thereby slowing down the overall traffic. This will significantly contribute to the load capacity and transportation of heavier payloads in comparison to the current vehicles (British Sugar. 2018).

Some of the most innovative strategies taken into consideration by the company is seen to be based on reducing fuel consumption, which is done by equipping latest sat system implemented into the vehicles so that the drivers will be able to avoid heavily congested areas. This will further able to minimise the lead-time for the delivery of the containers. It will also be able to drive the reliability and timely deliveries to the customers (Coelho, Renaud and Laporte 2016).

Improved mid lift axle is able to provide a greater load capacity for the transportation services of the heavier payloads in compared to the present vehicles. The trucks are able to introduce a new generation of fifth wheel coupling technology. This is able to offer both audible and visual warnings to the drivers who are dealing with the in an out of cab while coupling and uncoupling of removing the danger of dropped trailers. The improved deliveries are made safer with the use of latest high capacity for blowing the equipment and significant consumption with the unloading process (Cevalogistics.com 2018).

The company is able to protect the vulnerable road by using both British Sugar and Abbey very seriously. This is done to assist the drivers using four-way camera and recording systems which are used along with new audible “left turn indicator which sounds when the vehicle is turning left at low speeds”. The trucks are equipped with latest Microlise telematics which is able to measure the performance of truck and performance of the drivers thereby accurately specifying the areas of improvement for assisting both the drivers and planners to achieve the highest efficiency level (Murray 2017).

Some of the most eminent competitors of British Sugar is taken into account with other existing sugar manufacturing companies such as The Silver Spoon Company, Ragus Sugars Ltd and Tate & Lyle Sugars.

Company such as Ragus is seen to adopt the strategy of producing sugar via sustainable means. The company is known for manufacturing and delivering pure sugar glucose syrups along with using special formulations to manufacture the products in certain ratio. The main supply chain strategy followed is based on Full truck load. Ragus can produce any given volume of sugar above 2000 Kgs and deliver the same across any part of the globe. The company’s U.K. sugar factory is situated close to West London. They are further seen to supply artisan bakers and brew to well-known blue chip global brands with the sugar products which are used across the globe for baking, confectionery, drinks, brewing and pharmaceuticals (Ragus. 2018).

The Silver Spoon Company is known for being the number one supplier in UK retail sugar, sweetener market and expertise in baking. The company seems well known for its range of quality sugar over the years, which launched with the motto of producing low calorie home baking products. The company is also able to combine the knowledge of sugar processing with the hope of delivering enhanced service to the customers. The range of sweetening choices offered by the company is discerned with “Caster, Icing, Granulated and Fondant icing sugar” (Silverspoon.co.uk 2018).

The business of Tate & Lyle Sugars is considered as one of the leading suppliers of sugar and sweetener products. Some of the main range of the products of the company includes packaging formats tailored with differing needs for the consumers. The business of the company is segregated into four channels for aligning the needs of the customers. The supply of sugar and the sweetener products is leading in both bulk and large pack formats. This is further included in the manufacturing in the pharmaceutical industry. Some of the other range of products of Tate & Lyle Sugars is included with beet sugars and syrups which is considered with the richness of the depth of the flavour in cooking and baking products (Tateandlylesugars.com 2018). The foodservice of the company is designed for foodservices products in pack sizes which are specially prepared for catering, restaurants and cafes. The various types of the other strategies adopted by the company is seen to be dice end in terms of the inclusion of the varsities of the ranges of the product which is seen to be evident with the exquisite array of the extended range of terms of the service. This is included with the functional and the innovative ingredients into the products such as texture, sweetness and over feel of the products (Archive.isosugar.org. 2018).

Some of the other innovative strategies adopted in terms of the selection of the rage of co-crystallised products, like “Qwik-Flo Honey Granules” and Powder which are instantly soluble and has a free-flowing characteristic with the increased efficiencies in handling of the products. The co-crystallised range of products are easily soluble with the products such as “Qwik-Flo Honey Granules” and Powder property for easily solubility with the free-flowing characteristics has resulted in increased handling efficiencies (Ulprospector.com 2018).

The easy to blend non-hygroscopic application of the bakery products is associated to bakery mixes, cereals, seasoning blends, dried soups, and beverages. The products are usually genetically modified and does not include any engineered ingredients. The products range along with the functionality has included variety of food ingredients arising from speciality liquid sugars, high intensity sweeteners such as malt and rice (Tateandlylesugars.com 2018).

 

The sugar industry is considered to be in an interesting phase of opportunity, which may result from Britain’s departure from the EU. Based on the present study, 50 to 60% of the sugar consumed in Britain is discerned from sugar beets processed and grown in this country. This allowed the company to import sugar other than EU at the subsidized rate with more than 50% to 60% of the produce. However, as Britain is aiming for exit from the EU these subsidies won’t be applicable anymore. Due to the aforementioned issue the company should look forward to import sugar beet from other countries such as China, USA, Brazil, Germany, Turkey, Singapore and France.

British Sugar should look forward to increase its sugar consumption which is defined by “Tate & Lyle Sugars at a single factory at Silvertown in the East End of London”. At present, only 25% to 30% of the consumable sugar is produced in this single factory and they import cost of raw beet sugar is also likely to increase. On increasing the percentage of sugar consumption from Tate & Lyle Sugars, British sugar will be able to avoid the hefty tariff charges.

The company should look forward to reduce the external challenges in supply chain by employing more on the labor from countries such as China so that is able to reduce the increasing cost which is a big concern. It needs to implement more automation into the process of refining sugar production and appropriate transportation vehicles to reduce the overall the time. The different types of internal problems need to be addressed with acting as per the market changes and making relevant changes to the government policies and prices of the raw materials. For handling of hazardous containers, the company should rely only on those personnel’s who are having a training and certificate on handling such items.

Based on the other learnings from the discourse it can be concluded that the company has taken various measures for implementing innovative logistics practices. This is evident with introducing some of the most pioneering strategies taken into consideration such as reducing fuel consumption which is done by equipping latest sat system implemented into the vehicles so that the drivers will be able to avoid heavily congested areas. This system will be further able to minimise the lead time for the delivery of the containers. It will also be able to drive the reliability and timely deliveries to the customers.

The other innovative measures need to be accompanied with improved mid lift axle which is able to provide a greater load capacity for the transportation services of the heavier payloads in comparison to the present vehicles. The trucks are able to introduce a new generation of fifth wheel coupling technology. This is able to offer both audible and visual warnings to the drivers who are dealing with the in an out of cab while coupling and uncoupling of removing the danger of dropped trailers. The improved deliveries are made safer with the use of latest high capacity for blowing the equipment and significant consumption with the unloading process. The study further discerned that sustainability in agricultural practices is conducive for knowing about the importance of customers and seek for growth opportunities. The considerable amount of improvements is evident with introduction of new varieties of seed, crop storage technique, and agronomy advice given for harvesting and falling off crop storage techniques. The competitors of British Sugar are taken into account with other existing sugar manufacturing companies such as The Silver Spoon Company, Ragus Sugars Ltd and Tate & Lyle Sugars.

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