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The supply chain is increasingly considered as a vital determinant of competitive advantage while productivity growth in the United Kingdom has slowed in recent years. What are the barriers to UK manufacturing productivity and how to address barriers to productivity in supply chains? Critically evaluate this problem in a given organisation or sector (e.g. Textile, Pharmaceuticals, Motor Vehicles and Parts, telecom, Commercial Banks or other hi-tech sectors etc.). This report needs to be supported by the taught theories and seminar articles in this module along with primary/secondary data to assess the productivity puzzle for the UK and discuss how your organisation/sector can address productivity barriers and improve the productivity of operations and supply chain.

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BHP Billiton was formed through the 2001 merger of Australia’s mining and oil giant BHP and U.K.-based mining group Billiton. The merger is captured by BHP Billiton’s logo which represents a large ‘blob’ (BHP) merging with a smaller ‘blob’ (Billiton) to form a perfectly whole new entity. BHP and Billiton maintained their primary listings (London and Australia) while merging the board of directors and home office. The merger created the world’s largest diversified resources company, with operations in 20 countries spanning the aluminium, coal, copper, ferro-alloys, iron ore, titanium, nickel, diamond, and silver mining sectors, as well as the oil, gas, and liquefied natural gas markets. BHP Billiton is leader or near-leader in nearly every market it covers. Before the merger both Billiton and BHP were undertaking a range of acquisitions and expansions. According to the CEO of BHP before the merger, Paul Anderson, a market leader in the mining industry would have to have free access to global capital markets, offer consolidated, global minerals solutions to customers, provide employees with a variety of opportunities for career development, operate with high regard for the environment and society, and hedge against potential economic, and hence, commodity price downturns. The MarketBusting strategy employed by both BHP and Billiton was that of exploiting the industry’s structure for the next stage of the life cycle. In looking at competitors, both BHP and Billiton realized that the industry was in flux and that in the next stage of the life cycle the industry would be highly consolidated and more vertically integrated, especially backward into the mining process

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