Implications of introducing the CSR metric

Implications of introducing the CSR metric 150 150 Affordable Capstone Projects Written from Scratch

CSR metric evaluation and CSR metric overview. State the CSR metric the organisation does not use, and could reasonably use each month, which this section evaluates. The metric will relate to a specific environmental
or social impact type which the organisation (may) have due to sourcing from tier 1/2
suppliers, or disposing of sourcing packaging/waste for all products in the category.
The metric will measure the CSR impact for each unique product type in the category.
Include numbered citations to research supporting the CSR metric choice you made.

Deakin’s Bachelor of Commerce and MBA are internationally EPAS accredited.
MIS713 – Supply Chain Management and Logistics
Trimester 2, 2018
Assessment (Individual):
Part A ‐ Case Study Report and Complex Diagrams;
Part B Feedback Reflection
DATE AND TIME: Owner consent form, Week 6, Mon 20 August 2018, 11:59PM
Part A/B, Week 8, Wednesday 5 September 2018, 11:59PM
PERCENTAGE OF FINAL GRADE: 50%
HURDLE DETAILS: Not applicable
Learning Outcome Details
Unit Learning Outcome (ULO) Graduate Learning Outcome
(GLO)
ULO 1: Identify, evaluate and justify the SCM issues of
organisations against their strategic objectives.
GLO1 Discipline‐specific
knowledge
GLO5: Problem solving
ULO 2: Evaluate SCM solutions, and justify those which can
resolve an organisation’s SCM issues and support its strategic
objectives.
GLO1 Discipline‐specific
knowledge
GLO5: Problem solving
ULO 3: Critically evaluate and justify SCM issues and solutions
of an organisation taking into account their global, national
and local economic, social and environmental
responsibilities.
GLO1 Discipline‐specific
knowledge
GLO8: Global citizenship
ULO 4: Seek, interpret and act upon feedback to improve
proposed SCM solutions.
GLO1 Discipline‐specific
knowledge
GLO5: Problem solving
Assessment Feedback
Students who submit their assignment by the due date will receive their marks and post‐submission
feedback on CloudDeakin on Tuesday 27 September 2018, 5:30PM.
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Students can also get feedback on their understanding of concepts to be used for this assignment
work, and on their assignment work, prior to submission. Part B of the assignment requires
students to reflect on their use of these opportunities. See below for further details.
Extensions
No extensions will be considered unless a written request is submitted and negotiated with the
Unit Chair before the due date and time. Extensions will only be considered if a draft assignment is
attached with your request for an extension which shows progress has been made, and
documentary evidence for the extension. Applications after this date will not be accepted, and
submissions after the due date/time without an approved extension will be considered late.
Extensions are only granted in extreme circumstances, such as ongoing health, personal hardship or
work‐related problems. Temporary illnesses, normal work pressures, multiple assignments due at
the same time, failure to keep backups, technology failure, etc are not reasons for an extension.
Aims and Graduate Learning Outcomes (GLOs)
The aim of this assessment is for you to apply knowledge of strategic supply chain management
(GLO1) to a real small organisation (in which you are not employed, and do not own) by:
 reviewing the organisation’s supply chain practices (GLO5), and synthesising high quality
research on the social and environmental responsibility issues in its supply chain (GLO8);
 evaluating the implications (based on research evidence) of a specified CSR‐related change
(GLO8) to supply chain practices in the organisation (GLO5); and
 building capacity to seek, interpret and act upon feedback to improve problem solving skills
(GLO5).
Summary of Assignment Requirements
You will be an IS/Business Analyst/Business Analytics/eBusiness/SCM consultant for a real small
organisation. You will find a real organisation as an individual or as a pair, but either way you will
submit an individual assignment. The two parts of this individual assignment are as follows:
 Part A – a Case Study Report comprising a text word limit of 2,500 addressing the
requirements in the table below, plus a minimum of four (4) complex diagrams.
 Part B – a Feedback Reflection Report (text word limit of 500, no diagrams) on how you
sought and utilised feedback to produce and improve your Case Study Report.
Part A – Case Study Report
Table 1 below summarises the structure and requirements for the Case Study Report. Once you
have found your small organisation for the assignment, select one (1) product category:
 they buy from suppliers regularly (daily, weekly, but at least monthly)
 where all products in the category are bought/sourced from the same type of tier 1 supplier
(e.g. a retailer, or a manufacturer, or a distributor, or a service provider)
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 where the sourcing tasks/steps are identical/similar for all products in the category.
Most analysis of the small organisation, and investigation into the feasibility of introducing a CSR
metric (environment or social) into the organisation, will focus on the product category you select.
After the analysis, you will identify and evaluate the implications of introducing one (1) CSR metric.
Students finding a small organisation in pairs will select a different product category and different
CSR metric (e.g. one environment, one social) to write dissimilar assignments (no collusion risk).
Table 1: Part A – Case Study Report structure and requirements
Requirement Description
Cover page (one
page only)
 Title (“Assessment – Part A Case Study Report; Part B Feedback Reflection Report”);
 Unit code and name;
 Student name and student ID (for pairs, add the name and ID of your partner);
 Text word count of Part A Case Study Report;
 Organisation details (name, address, contact number, owner, staff numbers);
 The chosen product category and chosen CSR metric;
 Table of contents.
1. Introduction
About 50 words
State the name of the organisation and its industry. State the purpose of the report,
including the sourced product category the report will focus on, and the CSR metric
which will be evaluated.
2. Organisational
background
About 150 words
2.1 Goals/strategies (you can reorder 2.1 and 2.2 if it flows more logically)
Provide an overview of the organisation’s goals/strategies.
2.2 Products/services
Provide an overview of the organisation’s major types of products/services which it
sells to customers.
3. Buyer behaviour
segments
About 200 words
(text, not image)
Table summarising buyer behaviour segment(s) which (should) underpin the
organisation’s strategies, supply chain and key products/services. For each segment
include in separate table rows its: demand profile, competitive profile, product
profile, and typical demand‐time.
4. Decision factors
About 200 words
(text, not image)
Table summarising and prioritising the key decision factors (goals/requirements) the
owner uses to decide if they will make any/all changes in the organisation. This might
relate to staff time (e.g. any change should not increase staff workload), technology
(e.g. any change should not require staff to use technology beyond their capabilities,
or must use existing technology only), and alignment with strategy/goals, etc.
5. CSR impact of
sourcing [insert
product category]
Insert diagram(s)
as a GIF/JPEG
Diagram 1 (can split e.g. 1a, 1b…) showing one tier 1 supplier type for the product
category, and tier 2 supplier types which tier 1 suppliers use relevant to the product
category. For each tier 1 and 2 supplier type, each bullet point will state a separate,
highly specific negative environmental and social impact type, and how/why they
have the impact with specifics (e.g. statistics, chemical names, what process, etc).
Each bullet point needs many numbered citations to quality research articles/reports.
6. [insert product
category] sourcing
tasks
Insert diagram(s)
as a GIF/JPEG
Diagram 2 (2a, 2b etc if split) summarising each task in the source SCOR process for
the chosen product category. Include tasks for determining order quantities, receiving
and processing the product category from the supplier. For each task, state the type
of IS (e.g. ERP, email), GS1 system element(s), or technology (e.g. fax) used (or how
done manually), and company‐specific details (e.g. position title doing each task). The
diagram will show the approximate time each task takes. The diagram will summarise
the tier 1 supplier interaction with the organisation, based on research. It will include
numbered citations to all information sources (e.g. owner, research) for each task.
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7.2 Unique
product identifier
About 100 words
State what GS1 identification key should be used to identify each unique product in
the category. It could be an existing identification key or, if not used currently, a new
GS1 identification key. Include numbered citations to research used to support your
choice of GS1 identification key for the product category.
7.3 Changes to
sourcing tasks
Insert diagram as
a GIF/JPEG
Diagram 3 will be Diagram 2 modified to show what tasks are added/modified (e.g.
use a different colour to highlight what has changed) to record real‐time, accurate
product quantities during sourcing for the CSR metric calculation. This must include:
 (new) technology to capture sourcing quantities, including specific IS/scanner types
to scan the barcode version of the GS1 identification key (from Section 7.2), if the
organisation doesn’t already do this. Show the specific IS/scanner types to be used
to ensure product quantities are accurate for calculating the metric.
 (new) software needed to record other data needed for each product during the
sourcing process, so that the CSR metric calculation can be done successfully
 numbered citations to research used to determine the changes to sourcing tasks
which the organisation will need to capture data for this CSR metric.
7.4 CSR metric
calculation
Insert diagram as
a GIF/JPEG
Diagram 4 will showing the formula for the metric. For each variable in the formula
the diagram will show the data needed, and the source of the data (e.g. which
particular internal IS, which specific external sources). The diagram will include
numbered citations to research used to determine the data (and sources) needed.
About 200 words Provide an example calculation, using the approach in Diagram 4, for one product
from the product category for a month period. Calculate it based on data collected
from external sources, and data estimated (if not available) from internal sources.
Include numbered citations to research used to determine data for the calculation.
7.5 Implications of
introducing the
CSR metric
About 1,300
words
You can add
subsections, but
these are included
in the word count
Evaluate the positive and negative implications of introducing the CSR metric into the
organisation. Operational evaluation will use research evidence (e.g. statistics,
specifics) regarding the 1) feasibility of owner/staff collecting the information needed
for the metric, 2) availability and accessibility of the information, 2) time required and
the impact on the organisation (e.g. staff resistance), 3) GS1 identification key
existence on products, 4) feasibility of new (or changing use of existing) technology
for the organisation, 5) feasibility of calculating the metric (e.g. ease of calculation,
staff resistance), and 6) need for any owner/staff training. The evaluation will consider
the CSR metric’s strategic alignment with the decision factors, strategic objectives/
goals and buyer behaviour segments of the organisation, supported by research
evidence. The evaluation will determine the financial feasibility of introducing the CSR
metric into the organisation using research evidence (e.g. specifics, statistics).
8. Conclusion
About 100 words
Conclude the report with a summary of key points / facts about the negative and
positive implications of introducing the CSR metric. This report will not make any
recommendations.
9. Reference list References will only be those cited in the report (including in diagrams). The
references should be formatted according to the Harvard style. There will be at least
15 high quality references and relevant journal articles, industry reports, etc.
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The word counts in Table 1 for each requirement are approximate or a guide, and thus can be
exceeded. Further, the word counts factor in words for the section headings (see the Report Structure
column of the table). The only word limit requirement for the assignment is that the text in Part A
cannot exceed the total text word count by even one (1) word. This is explained further in the Word
count calculation section below, and summarised in the rubric (see the Assessment Rubric section).
The aim of the Case Study Report is not to make a recommendation for the CSR metric in the small
organisation. Instead, the aim is to present a balanced and thorough evaluation of the feasibility of
the small organisation introducing the CSR metric. This will include exploring positive (beneficial)
and negative strategic, operational and financial issues, using research evidence, relating to
introducing the CSR metric. That is, the report will focus on presenting facts, but it will not
recommend whether or not the small organisation should introduce the CSR metric.
You will write the report about the organisation for the marker. If the owner is interested in the
ideas in the report, they can get independent advice and recommendations (which may contradict,
confirm or extend the findings in your report) and make a decision themselves. Please provide the
owner/manager with a copy of the report as a “thank you” for their time and help. You can tailor
the report for the owner/manager if you feel it is necessary (e.g. removing parts only relevant for
assessment). You should not criticise the owner, organisation, etc in the report! Owners of small
organisations often feel the business is part of them, so criticising the business will be like criticising
them personally. Instead, write in a positive manner such as “An opportunity to enhance…”
Part B – Feedback Reflection Report
Business professionals (e.g. Business Analysts, Consultants) must obtain continual feedback from
clients to verify that they understand client needs by asking questions and showing the client what
they have done to align their understanding with client needs. Professionals cannot say it was the
client’s fault if a report/solution does not meet the client’s needs. In this unit, you will be treated as
professionals. So you must take active steps to ensure the Case Study Report does meets client
needs (i.e. the marker’s requirements).
You are expected to seek actively, interpret and respond constructively to feedback/clarifications
on your understanding to improve your assignment before it is submitted. You are required to
write a 500 word Feedback Reflection Report summarising how you sought, interpreted and utilised
feedback opportunities. Further details on the Feedback Reflection Report can be found in the
Feedback Reflection Report section below.
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Part A – Selecting the small business
Each pair or individual must find one real small organisation with 19 or fewer staff from Australia or
overseas. No individual or pair members can be owners or working (permanently or casually or as
a contractor etc) for the organisation. The small organisation can be part of another business (e.g.
franchise, group), so long as the small organisation is fully responsible for all tasks associated with
ordering from suppliers. If not, you will find it difficult to do the assignment on the organisation.
There are four reasons for the focus on small organisations in which you are not the owner or staff:
 Small organisations comprise the majority of businesses in most countries, meaning:
o You will gain valuable experience working with organisations of a size which are
potential employers, and will be clients of a larger business for which you may work.
o You should have no difficulty finding a small business to take part in this assignment.
Promoting yourself to a business is an important skill to develop and improve (e.g.
for students with limited (Australian) experience wanting a job after graduation).
o You can learn about what it takes to run a business, which is a viable alternative to
full‐time employment in an organisation. Contractual, casual work is increasingly
common in countries such as Australia, so you may need to be a self‐employed sub‐
contractor operating as a sole‐proprietor business.
 Students doing the assignment on an organisation for which they work or own would have
an unfair advantage compared to other students. An important aspect of enhancing
problem solving skills includes interviewing, observing practices, and evaluating solutions in
an unbiased manner. This is extremely difficult if you work in or own the business.
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 Small business owners typically do not have time to reflect on their business practices, so
they will benefit if you do the assignment on them. You are therefore more likely to have
success finding a small organisation, rather than a larger organisation, for the assignment.
You must obtain written permission from the owner (or CEO, General Manager, Director).
 Initially, give the owner a copy of the Information for owner/CEO/director/GM (see under
Resources tab and then Assessment Resources) so they understand what is expected. You
can show them these assignment requirements if they are interested in further information.
 If the owner agrees, they must fill out and sign the Letter of Consent form (see Assessment
Resources). You must upload a signed copy of the consent form signed by the owner, which
can be scanned or electronically signed, via the CloudDeakin assignment box by the due
date stated at the top of these assignment instructions.
 Keep a copy (e.g. electronic or scanned) of the form for your own records.
 Give a copy of the signed form to the owner for their records.
Your assignment will not be marked until the form is submitted, and could result in a mark of
zero. Students finding an organisation in pairs will submit one consent form including both names.
Staff of this unit will not assist you with finding a small organisation. This is your responsibility for
the reasons stated above. Please see the document Securing a real small organisation for useful
tips and suggestions on finding an organisation. Remember, only one person in a pair needs to
secure a small organisation, because both members will do the assignment on that small
organisation. One small organisation cannot be studied by more than one pair or individual.
Part A – Word count calculation
The Part A “GLO5 Problem Solving” rubric criterion states that the text word count of the Case
Study Report must be less than or equal to the text word limit (not a single word more), as stated
in the Assessment Requirements section, to get High Distinction and Distinction results. The 10%
leeway on the word count DOES NOT apply in this unit.
This strict requirement reflects industry requirements that, when you are asked to write a problem
solving (or analysis) report of ‘X’ words or ‘X’ pages, exceeding this requirement is typically not
acceptable. An important problem analysis skill, therefore, is convincing managers your problem
analysis is thorough and complete within such restrictions. Further, a strict word limit ensures that
you do not do more work than is required for the assessment.
The word count is determined by selecting everything from the Part A section heading through to
the end of the Conclusion section in Table 1 above (i.e. excluding only the cover page and
reference list), and using MS Word’s word count feature. The text word limit includes everything
(e.g. headings, tables, citations). Nothing can be scanned, and no images can be used, to reduce
the word count, except Diagrams 1‐3 in the requirements table.
Diagrams 1‐3 can be image files (e.g. GIF, JPEG) so they are not included in the text word count.
Software used to create diagrams (e.g. Powerpoint) typically have options to save each diagram
(e.g. Powerpoint slide) as an image, then the image file can be copied into the report. All diagrams
must have a caption (e.g. “Figure 1: title of the diagram”), which can be inside the image file.
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You can use numbered citations so the citations do not add to the text word limit (see example),
because there are no spaces between citation numbers and punctuation/words. Each reference in
the list is still formatted using the Harvard style. The example is not relevant to assignment, but it
shows numbered citations and referencing. Use the ‘personal communication’ Harvard style to
format a reference for the owner interview, and the reference number as a citation in the report.
Introduction
Researchers have recognised the significant ability of eBusiness to broaden trade and marketing approaches
in the global marketplace.2-4 Despite the immense opportunities and competitive advantage created by
eBusiness,1,3,6 many small and medium-sized enterprises (SMEs) have not capitalised on this new method
of conducting business.2,5,8-9 SMEs are expected to contribute 80% of world economic growth,7 so it is vital
to investigate their reluctance to take on eBusiness in order to improve SME up-take of eBusiness. This report
identifies the five major reasons behind the non-adoption of eBusiness among the SMEs and then discusses
the rationale for the significance of these reasons.
<<< REST OF THE REPORT OMITTED >>>
Reference list
1. Chau, PYK & Hui, KL 2001, ‘Determinants of small business EDI adoption: an empirical investigation’,
Journal of Organizational Computing & Electronic Commerce, vol. 11, no. 4, pp. 229-252.
2. Fillis, I, Johansson, U & Wagner, B 2003, ‘A Conceptualization of the Opportunities and Barriers to ebusiness
Development in the Smaller Firm’, Journal of Small Business and Enterprise Development, vol.
10, no. 3, pp. 336-344.
3. Lawson, R, Alcock, C, Cooper, J & Burgess, L 2003, ‘Factors affecting adoption of electronic commerce
technologies by SMEs: an Australian study’, Journal of Small Business and Enterprise Development, vol.
10, no. 3, pp. 265-276.
4. Kula, V & Tatoglu, E 2003, ‘An exploratory study of internet adoption by SMEs in an emerging market
economy’, European Business Review, vol. 15, no. 5, pp. 324-333.
5. Quayle, M 2002, ‘E-commerce: the challenge for UK SMEs in the twenty-first century’, International
Journal of Operations & Production Management, vol. 22, no. 10, pp. 1148-1161.
<<< REST OF THE REFERENCES ARE OMITTED>>>
Part A – Research sources for the report
The research for this report will include interviewing and, if permitted by the owner, observing the
CEO/manager (and potentially other staff where applicable and permitted). The sources of
information from the small business must be included in the reference list, which can be formatted
based on the personal communication reference type in the Harvard referencing style.
http://www.deakin.edu.au/students/study‐support/referencing
The report should also include extensive research from credible sources of information including
authoritative industry reports and research (e.g. Forrester Research, Gartner Group, industry
association publications) and academic sources (e.g. conference papers, journal articles). The
research you use should be relevant to the size and industry of the business. For example, CSR
solution(s) used by large companies are unlikely to be relevant or achievable by a small business.
Part A and Part B – No copying of resources from any sources
Diagrams, tables or text copied (i.e. quotes) from any source (even with citations), other than from
the small organisation, is strictly not permitted in the assignment. If any such material is included,
the assignment will fail. The assignment text and diagrams must be completely in your own words
(i.e. paraphrasing, not quoting or summarising) as explained here:
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http://www.deakin.edu.au/students/studying/study‐support/referencing/summarising‐
paraphrasing‐quoting
Please note that copying any material from any source (even with citations) and replacing each
word with alternative words is not paraphrasing, and is instead potentially plagiarism. Students
doing this will be reported to the Faculty Misconduct Committee and will risk getting zero. Copying
other peoples’ work and replacing their words does not make it the student’s work, because it is
still just presenting the work of these people as student’s work, and therefore can be plagiarism.
This includes copying diagrams (including examples from class) and replacing words with your own.
The only way to paraphrase correctly (and not risk plagiarism) is to read various sources so that you
understand them, then write (or draw) from your own thoughts without looking at the sources. If
you do this, then what you write (or draw) will look nothing like the original source. The sources are
just used to gain ideas. You will therefore not reproduce other peoples’ work. Then you will add
citations to the sources of the ideas used to write that sentence, draw that part of the diagram, etc.
You can, and should, research information from various sources, paraphrase in your own words and
then cite these sources of ideas. The citation/referencing example above shows how to do this in
the case of text in the report. With diagrams, these should be drawn completely yourself without
copying or adapting other people’s diagrams, but instead getting ideas from other sources. The
citations for ideas will be added to the caption of the figure and/or within the diagram, where the
citation number will correspond to a reference in the reference list (e.g. see above example).
Figure 1: Example diagram with citation
Part B ‐ Feedback Reflection Report
Feedback opportunities
There are three types of opportunities for you to practice the skills you will need to complete the
assignment, and to gain feedback on your understanding of the assignment requirements:
 You will practice skills by doing tasks in the ‘concept practice’ column of the table below.
o Campus students will submit practice activities before each seminar (i.e. tutorial) as
teams of 3‐4 (i.e. a single submission per team). Tutors will show as many drafts as
possible during the seminar, and students and the tutor will provide feedback.
o Students studying via the cloud can submit practice activities in a CloudDeakin
discussion folder, or before one of the two synchronous online sessions. Students
and the tutor will provide feedback on the drafts submitted.
 You can post questions in the Assessment Discussion folder in CloudDeakin to get
clarification on any of the assignment requirements, and to check correct understanding.
Diagram part
supported by
Another diagram part
supported by other
More research support23,26
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 You can show relevant parts of the assignment draft to the owner/staff of the small
business. This is an opportunity for you to determine if you have understood the business
well when applying the concepts practiced during the unit. If the owner or staff are not
prepared to offer this type of feedback, state this clear in the report. The rubric criteria only
relates to your use of ‘available’ opportunities (i.e. previous two points at a minimum),
which may include the organisation’s owner (and/or staff) feedback as a possible third type.
The following table summarises which requirements from Table 1 are covered in the lecture and
which are covered in the seminars. Both are opportunities to get feedback and clarification on the
assignment requirements, in addition to asking questions in CloudDeakin discussion folders.
Week and
Topic
Concept practice Relevance to assignment Where it will be practiced
Week 1,
topic 1
Identify tier 1/2 suppliers A core skill to create Diagram 1. Week 1, during the lecture
Overview of assignment,
work with real businesses
You must find a real small
organisation for the assignment.
Week 1, during the seminar. Your
seminar teams are formed after it
Week 2,
topic 2
Create a buyer behaviour
segment table
You must create such a table for the
assignment.
Week 2, during the lecture
Create a decision factor
table
You must create such a table for the
assignment.
Week 2, during the lecture
Identify major CSR issues
caused by tier 1 and 2
suppliers.
A core skill to create Diagram 1 and
to understand CSR for identifying a
suitable CSR metric.
Week 2, feedback will be given
during the seminar on activities
submitted before the seminar.
Week 3,
topic 3
Identify GS1 identification
key for products
You will identify a GS1 identification
key for Section 7.2 of the report.
Week 3, during the lecture
Identify IS/technology to
scan the barcode version of
the GS1 identification key
A core skill to create Diagram 3,
write Section 7.2 and include in the
evaluation in Section 7.5
Week 3, during the lecture
Identify tasks/steps a
company would do in the
SOURCE process
A core skill to create Diagrams 2 and
3, and to evaluate feasibility of the
CSR metric.
Week 3, feedback will be given
during the seminar on activities
submitted before the seminar.
Week 4,
topic 4
Determine the d‐time for a
buyer behaviour segment
A core skill to create the buyer
behaviour segment table.
Week 4, during the lecture
Identify suitable research
evidence for report citing
Most diagrams and report sections
needed numbered citations to
many high quality research sources
Week 4, during the lecture
List questions to ask the
owner about the tasks to
source a product category
A core skill to create Diagram 2
changed, and helps with eliciting
information in general
Week 4, feedback will be given
during the seminar on activities
submitted before the seminar.
Week 5,
topic 5
Identify suitable research
evidence for CSR impacts
Diagram 1 and CSR metric sections
must cite many quality CSR sources
Week 5, during the lecture
Identify IS/technology to
scan the barcode version of
the GS1 identification key
A core skill to create Diagram 3,
write Section 7.2 and include in the
evaluation in Section 7.5
Week 5, during the lecture
Create a time‐based map
diagram of a new process,
against the old process
A core skill to create Diagram 3,
showing how Diagram 2 changed.
This is also needed to write Section
7.2, and will be part of the
evaluation in Section 7.5
Week 5, feedback will be given
during the seminar on activities
submitted before the seminar.
Start interviewing the owner if
you have not done so already.
They must sign the consent form.
Trimester
break
You should have finished your interview with the owner by the end of this week at the latest. Before
you do the interview, ensure the owner signs the consent form.
Week 6,
topic 6
Identify a CSR metric A core skill for Section 7.1 Week 6, during the lecture
Calculate a CSR metric A core skill needed for Section 7.4 Week 6, during the lecture
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Week and
Topic
Concept practice Relevance to assignment Where it will be practiced
Specify data required, and
calculation method, for a
CSR metric
A core skill for creating Diagram 4,
providing a CSR metric calculation
example (Section 7.4), evaluating its
feasibility (Section 7.5)
Week 6, feedback will be given
during the seminar on activities
submitted before the seminar.
Week 7.
Topic 7 not
relevant.
Evaluate the operational
feasibility or implications of
an organisational change
A core skill required to evaluate
introducing the CSR metric (Section
7.5)
Week 7, feedback will be given
during the seminar on activities
submitted before the seminar.
Writing the Feedback Reflection Report
For each of the three opportunity types listed in the previous section (or two if the owner did not
agree to provide feedback) you will report on:
 how regularly you used the opportunity (frequency of use)
 summarise what types of feedback you used via the opportunity, how you interpreted/
evaluated the feedback, and how it improved your research, business analysis and/or report
 summarise some specific examples of feedback, and improvements made, as evidence for
the previous point.
If you believe you will have difficulty remembering what you did and how during the trimester, you
might consider maintaining a weekly log of how you engaged with various types of feedback.
However, this weekly log will be for your own use only, and will not be a part of your 500 word
Feedback Reflection Report.
Part A and Part B – Submission Instructions
The final submission must be one (1) single file Microsoft Word format (not PDF), named
surname_MIS713_T2_year_assign (e.g. Liang_MIS713_T2_2018_assign), including:
 A cover page (see above for what this cover page should contain).
 Part A: Case Study Report (2,500 words of text plus the required complex diagrams).
 Part B: Feedback Reflection Report (500 words of text only).
Use the submission folder under the Assessments tab, then Assignments in CloudDeakin.
You must keep a backup copy of every assignment you submit, until the marked assignment has
been returned to you. In the unlikely event that one of your assignments is misplaced, you will
need to submit your backup copy.
Any work you submit may be checked by electronic or other means for the purposes of detecting
collusion and/or plagiarism.
When you are required to submit an assignment through your CloudDeakin unit site, you will
receive an email to your Deakin email address confirming that it has been submitted. You should
check that you can see your assignment in the Submissions view of the Assignment dropbox folder
after upload, and check for, and keep, the email receipt for the submission.
Page 13 of 14
Notes
 Past students were found guilty of plagiarism, and given zero, when changing some/most/
all words of a source and pasting this into assignments. Plagiarism includes using translation
tools to modify someone’s text and pasting into assignments (e.g. see Table N.1). The
acceptable approach to use and cite sources can be found at the link below. Based on this,
you will see that the examples in Table N.1 are not examples of paraphrasing:
http://www.deakin.edu.au/students/studying/study‐
support/referencing/summarising‐paraphrasing‐quoting
It is academic/professional misconduct to use other peoples’ work as your own, and/or
create all/most of your report using material copied/modified from other sources. Even if
Turnitin returns a low percentage, you can still be found guilty of plagiarism. Further, such
reports are usually poor quality and will get a fail mark, even if not proven as plagiarism.
Table N.1: Examples of plagiarism using translation/thesaurus tools
Original source Plagiarised version (students found guilty, given zero)
We bring businesses, associations and industries together.
This blended community comes to GS1 Australia for
advice, networking and solutions to their supply chain
challenges. We partner with, and help showcase,
members, solution providers and industry leaders to
demonstrate and encourage supply chain best practice1
.
We bring organizations, affiliations and businesses jointly.
This mixed group asks GS1 Australia for exhortation,
systems administration and answers for their production
network problems. We band together with, and
demonstrate, individuals, arrangement suppliers and
industry pioneers to exhibit and empower inventory
network excellence.
A bar code is simply an inventory tracking tool that retailers
use in their computer systems. For example, if you sell a tshirt
that comes in one color and 3 different sizes you
would need to buy 3 bar codes2
.
A barcode is basically a stock following instrument that
companies access with their PC frameworks. For instance,
on the off chance a shirt is sold with one shading and three
distinct sizes it is necessary to purchase three barcodes.
 Penalties for late submission: The following marking penalties will apply if you submit an
assessment task after the due date without an approved extension: 5% will be deducted
from available marks for each day up to five days, and work that is submitted more than five
days after the due date will not be marked. You will receive 0% for the task. ‘Day’ means
working day for paper submissions and calendar day for electronic submissions. The Unit
Chair may refuse to accept a late submission where it is unreasonable or impracticable to
assess the task after the due date.
 For more information about academic misconduct, special consideration, extensions, and
assessment feedback, please refer to the document Your rights and responsibilities as a
student in this Unit in the first folder next to the Unit Guide of the Resources area in the
CloudDeakin unit site.

1
GS1 Australia 2016, About us, retrieved 7 February 2017, <https://www.gs1au.org/about‐us/>
2
Australian Barcodes 2007, Frequently asked questions about barcodes, retrieved 7 February 2017,
<http://www.australianbarcodes.com.au/FAQs.php>
Page 14 of 14
 Building evidence of your experiences, skills and knowledge (Portfolio) ‐ Building a
portfolio that evidences your skills, knowledge and experience will provide you with a
valuable tool to help you prepare for interviews and to showcase to potential employers.
There are a number of tools that you can use to build a portfolio. You are provided with
cloud space through OneDrive, or through the Portfolio tool in the Cloud Unit Site, but you
can use any storage repository system that you like. Remember that a Portfolio is YOUR
tool. You should be able to store your assessment work, reflections, achievements and
artefacts in YOUR Portfolio. Once you have completed this assessment piece, add it to your
personal Portfolio to use and showcase your learning later, when applying for jobs, or
further studies. Curate your work by adding meaningful tags to your artefacts that describe
what the artefact represents.


 

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