A man is known by the company he keeps

There is a gathering of different types of people- wise and foolish, good and evil, honest and dishonest- in a society depending on which people lead their lives. The only thing to consider while choosing a companion is the quality of a person, which would make his life even better and brighter. Any immoral or vicious person has no chance to come between the two. There is no chance for a vicious or immoral person to enter. So, we have to keep ourselves away from bad company for the rest of our lives.

The greatest quality of a man is his character. There is a saying in English, “The crown and glory of life is character.” A man achieves the highest respect for his character. It is necessary to develop other characteristic traits while maintaining this one. So, we will have to develop ourselves through an honest company, not a bad one. A bad company turns a man into an inhuman being. It destroys all his virtues and makes him as vile as an animal.

People are the worshippers of truth and the followers of beauty. The main reason for stepping foot in the wrong direction is bad company. Human character is stigmatized by bad company. For example, iron is heavier in weight, and it sinks in water. However, if this heavy iron is tied with a plank of wood or any unsubstantial element, iron floats rather than sinks. In this way, bad company influences a person’s life. People change in harmony. Bad company is one of the main reasons behind a poor character. But the glory of life is declared through character. Only one’s character reveals the glorious quality of life. Nothing else can do that. Hence, the immense prestige of character is recognized by all. Good character is the root of which life enriches and makes a person respectable to other people in society.

The influence of an honest character on one’s life can be compared to a touchstone converting an ordinary iron into gold. The influence of good character supplants animal instincts with the aspiration of an honest and virtuous life. Bad company is one of the reasons behind people’s ruin in this world. Even after being careful, they unconsciously fall into bad company and are led to sin. So, we have to be careful in choosing the company.

Company is the main determiner in developing a person's character. So, we all should carefully avoid the bad company. 

Nakshi Kantha: An inseparable part of history, culture and tradition of Bangladesh

It has been drizzling, accompanied by a frigid wind outside. At this moment, what Bengalis expect the most before going to sleep is a rag with an elegant design, also known as Nakshi Kantha. Maybe it has an artistic design or not. A rag with a decorative design has occupied a great place in Bengali folk culture as well as village cottage industries.

The tradition of making a nakshi kantha at the time of childbirth continues today. In some villages of Bengal, the tradition of welcoming new guests with a new rag on the occasion of marriage or any festival like a social function is observed. A rag with an elegant design is also listed as a gift while sending the daughter to her father-in-law's house. 

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In Bengal, the rainy season continues for a long time. At this time, fields are inundated with rain water, and outside work remains limited. This time, village women get some relief from work. In their leisure time, Bengali women gather around and gossip, while chewing betel leaf and betel nut, and sewing a nakshi kantha with a decorative design has been an age-old tradition in Bengali households. With the rapid change in village society, this type of socialization is going to be changed. Still now, village women do decorative designs on rags from afternoon to evening while chatting. With unparalleled efficiency, pictures of trees, birds, and leaves are depicted on rags. Sometimes the story of happiness and sorrow comes to light on a rag with an artistic design. Sometimes women portray the stories of ancient manuscripts they heard under a dim lantern.

Though two Bengals are divided by barbed wire, similarities in the pattern of sewing and ornamental design are found in two Bengals on rags because this art originated long before the division. So, the decorative rag has become immortal in Bengali proverbs, stories, songs, and poems. In the Bengali language, there is the popular adage "Dreaming to become rich lying on a torn quilt" (equivalent to the English adage "Building a castle in the air"). At the same time, there is the famous dramatized Bengali verse narrative "Nakshi Kanthar Math" written by folk poet Jasimuddin. The narrative verse shows the creation of love and grief created with every stitch made on an embroidered quilt. This verse is the everlasting story of Rupai and Saju's love.

The name of an enduring chronicle is "Nakshi Kanthar Math." After marriage, the love story of Rupai and Saju did not last long. Rupai became a fugitive. While eagerly waiting for her husband, Saju started sewing a rag with an artistic design for the rest of her life. Days, months, and years pass in this manner. Saju continued to stitch on the rag with an elegant design. She portrayed so many stories on the rag with an artistic design, but Rupai did not come back. Saju spent her whole life in this way. When Saju’s sewing on a rag with an ornamental design was finished, she requested her mother to strew it on her grave after death. After long days, the dead body of a foreign flute player was found beside the rag with an artistic design, covering the grave of Saju. 

    At midnight, somebody noticed in the field

    In the space, someone is hoisting a rag with an artistic design

    That person is playing a sad tune with his flute

    From village to village, they commiserate with that profound anguish.”

    (Nakshi Kanthar Math by Jasimuddin) 

In this way, the women of Bengal have stitched rags with elegant designs in the estrangement of their husbands or beloveds. Reminiscences of relatives or family members living abroad have become vivacious on the texture of rag with artistic design. Someone could be able to present a new rag with an ornamental design to their near and dear ones, while other people like Rupai and Saju would not be able to do it.

Inside and outside of a rag:

A rag with a decorative design has usage in both Bengal. The culture of quilt sewing is scattered in all the villages of Bangladesh, comprising Mymensingh, Faridpur, Jashore, and Khulna. In West Bengal, Assam, and Bihar in India, verities of rags with artistic designs are found. Suzani rag with an elegant design from Bihar has geographical recognition in the international arena though in the same name and almost the same type of rag with an elegant design is found in the Rajshahi area of Bangladesh.

Somewhat rag and old sarees, lungi, dhoti, or bed covers are used for making rags with decorative designs, but sarees have a special loftiness for making them. Old clothes need to be washed first, then use starch. Sometimes, depending on choice or order and based on depth, three to seven sarees are used in a single rag with an artistic design.

Apart from rags with artistic designs, normal rags without artistic designs are seen in the villages. Where artistic design’s vanity is absent, there necessity is the main thing. Rags with artistic designs are made after sewing by accumulating old clothes. Around the rag, a strong stitch is done as it would not rend easily. Sewing rags with elegant designs are made somewhat coarse and thick in order to protect from cold. Rags with the ornamental design of northern areas like Rajshahi and Chapai Nawabganj are thick. Parallel to our local quilt, comforter or Blanket rag with ornamental design has extra grandeur of protecting from cold.

Designs of decorative rag:

Frequently, artistic designs of flowers, birds, and leaves are drawn on the rag with artistic designs by the artists in their own interests. Many people follow the artistic design on the rag of their mother or grandmother. Characters from history, folklore, and village ancient manuscripts, as well as religious characters and much advice, add variety to rags with artistic design. On the artistic design of Jainamaz for offering prayer or Gilaf of the Quran, images of mosques or tombs, lines of religious books, stars, and the moon can be seen.

But there are many artistic designs, which are found hither and tither in many houses of Bengal for thousands of years. Philosophic resources of artistic design are found in the Muslim, Hindu, and Buddhist religions. In all cases, it is not evident that artistic designs are portrayed on the basis of that philosophic theory or symbol. In many cases, it is spread out family-wise for its beautiful design. Sometimes artistic design is preserved by stitching it on a small handkerchief. Eventually noticing that design, the next generation can reinstate that. Sometimes some innovation from the next generation enriched that artistic design.

One such famous artistic design is a lotus or wheel surrounding a circle. This type of artistic design can be found not only on rags or handkerchiefs, but it is also a very important architectural design in India. Often lotus encircling a circle on a rag with an artistic design is found. Besides that, the artistic design of the wheel is found on a rag.

Trees and leaves:

The artistic design of trees and leaves has occupied a remarkable place in the Indian cottage and handicraft industries. Parallel to human beings, horses, peacocks, and the picture of other animals are depicted on rags with an elegant designs. In some rags, along with artistic design, the first letters of the name of a near or dear one are seen.

It is difficult to find out the philosophical source or confine it to a checkerboard of rags with artistic design for its diversification. Every day, new dimensions are added to this traditional industry. Artistic design is not limited to rags only. Artistic designs like trees, leaves, flowers, and birds, which are found in rags, the same design is also found on table cloths, handkerchiefs, caps, pillows, and bed covers.

How long does it take?

A rag with an artistic design cannot be sewn in a single day. Gradually, its artwork has to be enhanced. It is mentioned before that once it was the leisure accompany of a Bengali woman. There is a precedent for presenting it at any adoration festival or any other function. It takes 7 to 15 days to make a medium-sized rag with an elegant design. A large or complicated design can be made in more than one month.

Economic and cultural value:

Everyone, from the poor to the middle class, valued it because it could be transformed into a new one by combining old clothes and artwork on its texture. But in modern society, its economic value to the upper class is newly illustrated. For a long period, in the eyes of the upper class, rags with artistic designs were a form of cold protection. There was a practice of the Bengal upper class of making requisitioned rags with elegant designs in times of need. Over time, a cultural appeal is created for flawless artwork on rags with artistic design texture. Eventually, its economic value has increased. As a result, there is ample opportunity to establish a small industry producing ornamental rags. Professional handicraftsmen were once rare because this industry grew out of amusement or necessity. So, due to the changing in socio-economic conditions, rags with the artistic design were about to be annihilated. For centuries, the existence of a valuable rag with an artistic design was unknown. Attempts have been made to turn rag weaving into a small industry. Elegant design on rag is not only a distinct needle stitch on rag texture, but also on each rag texture, a story of love and a story of sorrow is hidden. Each rag with an ornamental design is the symbol of a lost story in the pathway of Bengal. 

Comparative analysis between Edward Ferrars, Colonel Brandon and John Willoughby

Sense and Sensibility, written by Jane Austen, is a female-based novel. The story of two sisters named Elinor Dashwood and Marianne Dashwood is beautifully depicted in this novel. In this novel, we observe the love and marriage of these two sisters. In comparison to that, it is difficult to say that much importance has been given to male characters. Three male characters catch the attention of the readers; they are Edward Ferrars, Colonel Brandon, and John Willoughby. These three male characters were of three different types in which Edward loved Elinor. On the other hand, Colonel Brandon loved Marianne, whereas Marianne loved Willoughby. So, in this novel, the different backgrounds of three male characters have created a unique attraction in the minds of the readers. 

First of all, Edward Ferrars deserves priority. He draws special feelings from the readers because he was always the victim of circumstances. In his childhood, Edward’s mother and sister gave him much mental stress, and his younger brother was also not well-behaved. That means he was born in such a family where all were ill-mannered except him. Eventually, he plunged into loneliness and depression, and submerging in mental agony, he fell in love with such a girl who did not deserve him. His love for Lucie Steele derived from loneliness and depression caused by his mother and sister instead of romanticism. So, we always feel compassion towards Edward.

When Edward saw Elinor, again disappointment prevails in his mind. Elinor was a very accomplished girl, but he knew Elinor was committed to Lucy Steele. So, it is not possible for him to marry Elinor, and ultimately he moves far away from Elinor before being close to her. Edward goes through horns and dilemmas, and finally, when he decided to marry Lucy, his mother deprived him of property. Then Lucy betrayed him. This betrayal brings forth a good message for him by marrying Elinor. Edward is a gentleman, and among the male characters, he is the best, and sometimes it seems he possessed less personality, but he was courageous and did not have a lack of honesty. He was committed to Lucy, so with a view to keeping his commitment, he left the intoxication of property. Later on, he knew that his mother did not like Elinor very much, despite that he had made up his mind to marry Elinor. So, it is not reasonable to say that he had no strong personality. Rather, it should be said that he was the victim of his ill fate. He became happy with Elinor in their conjugal life because he was a good human.

John Willoughby was completely the reverse of Edward Ferrars. Though he was well educated, cultural-minded, and handsome, he was not a good-natured person. Marianne fell in deep love with him. On the other hand, Willoughby did not dislike her, but he was a "playboy" type of fellow. When he realized that if he married Marianne, her aunt would deprive him of property rather than consent, he married a wealthy woman, and he eventually became the owner of the property but not peace.

Willoughby was a bad man, but somewhere he was a jinx. Before meeting Marianne, he was an ill-natured man who got into debt and had personal and mental problems. Perhaps he would be happy marrying Marianne, and many problems could be solved by getting help from her because she loved him very much, but Willoughby did not have such a strong personality. So, he could not think of marrying Marianne, ignoring everything. Later, he regretted a lot why he was not happy. He deserved what happened in his life.

Colonel Brandon was a good-natured man, but ill fortune always accompanied him. At his young age, he loved a girl whom his father did not accept and kicked this girl out of the house and, on the other hand, compelled Brandon to join the Army. Eventually, Brandon’s heart broke down, and he was in depression for many years. Braden was 35 years old and unmarried when this novel started. He fell in love with Marianne at first sight, but Marianne did not like him considering him aged and unattractive. Actually, he had nothing to attract, and sometimes he seemed to be a boring person. But he had many good qualities, the greatest of which was benefiting the people selflessly. He was devoted to Marianne, though he knew her unwillingness to marry him. On the other hand, when he heard that Edward Ferrars’ mother disposed him of his property, he came forward to help him. This type of mentality is rare at all ages. So, we should respect Colonel Brandon.

He was ill-fated, and grief always accompanied him. At length, along with Marianne, everybody noticed his qualities, and Marianne married him. Jane Austin does not mention how much happier their conjugal life was. But Colonel Brandon is fortunate that Marianne married him.

Among the three male characters, Jane Austen liked Edward the most because he became happy. Jane Austen wanted to make it clear that people like Willoughby will never be happy in their lives and that girls should avoid dating such people. Colonel Brandon is not attractive, but he is a good man, and if any girl marries him, she will not be unhappy. But the ideal person is Edward because he has good qualities, strong ethics, and honesty.

Heaven with the righteous is defeat with the wicked

There is a proverb in Bengali that in English goes like this: “A man is known by the company he keeps” (“সৎ সঙ্গে স্বর্গবাস অসৎ সঙ্গে সর্বনাশ” অথবা “সঙ্গ দোষে লোহা ভাসে”). It shows the importance of having a good friend in our lives and the impact of bad company.

A human being is a social animal. It is the nature of a human being to stay in a group. If we want to live in a society, we have to communicate with all kinds of people. Like good people, there are bad people too. But humans are not born evil. Human character is stigmatized because of the environment, situation, and the company he keeps. 

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The greatest quality of a human being is his or her character. There is a saying, “The crown and glory of life is character.” One can achieve the greatest respect by the virtue of one’s character. So, you will have to develop yourself through a good company, not a bad one. There is a popular Bengali proverb, "Heaven with the righteous, and ruin with the wicked." So, we will have to scrutinize the person before accepting him as a friend. Mark Twain said, “A person’s friend is his biggest asset.”

Rabindranath Tagore said, “Just as roses are a special kind of flower, a friend is also a special kind of person.” But sometimes, a man’s friend, instead of becoming an asset, becomes a cause of danger to him. A good friend will help you to achieve your biggest success. Similarly, a bad friend will utterly destroy your life. It is because every person is influenced by the behavior and character of his or her surroundings. Prophet Hazrat Muhammad (Sm) has a great quotation on this matter.

If you stay with good people, you will be benefited somehow. On the contrary, if you stay with bad people, you are bound to suffer. He (Sm) gave a beautiful example in one of his hadiths. He said, “The difference between a good friend and a bad friend is like a perfume seller and a forge blower in a blacksmith shop. The perfume seller either will offer you something free of cost, or you will purchase perfume from him, or you will have a nice smell by default. On the contrary, if you stay close to a forge blower who is working near a furnace, he either will burn your clothes, or you will have to smell its repugnant smell.” (Sahihul Bukhari, Hadith No. 5214).”

Critically discuss, be means of literature review, the relationship between environmental scanning and strategic procurement

1. Introduction

Can a business like Airbnb, operating in the home-sharing and tourism sector, disregard months-long lockdowns and shutdowns caused by a global pandemic and yet sustain its growth in the long run?

Was it possible for a global investment bank like Lehman Bros. to evade an inevitable bankruptcy in the face of a disastrous financial crisis that primarily hit the US market in the late 2010s, with ripple effects eventually felt worldwide?

In both cases, the answer is a straight “NO.” Thousands of small and medium brick-and-mortar enterprises around the world faced forced shutdowns, at least temporarily, due to COVID-19 over the last couple of years. However, a significant number of entrepreneurs not only sustained their businesses but, in fact, successfully grew them over the pandemic period.

How could they stand out from the rest in a market hit by one of the deadliest human crises ever known to mankind? How could a lot of entrepreneurs successfully keep their businesses like bakeries or restaurants operational by exploring the online route while others could not?

These questions can be answered with a detailed discussion of environmental scanning. In this paper, we will also discuss strategic procurement and its relationship with environmental scanning. We will begin with a brief literature review, followed by a case study. 

2. Literature Review

2.1 Environmental Scanning

Environmental scanning is the process of obtaining information about an organization’s external factors, such as different events, trends, and forces attributing to potential changes, with the sole intention of making informed and knowledge-based decisions in the context of the organization’s future plan of action. So, the scanning involves “knowing and interpreting the external changes,” which effectively becomes “a primary mode of organizational learning.” (Choo 1999)

Here, it is noteworthy that scanning an organization’s external environment is not merely an act of gathering information; there is more to it. It helps the management to determine potential threats and explore possible opportunities while protecting the organization from facing any impending surprises.

Environmental scanning, as Chun Wei Choo (1999) elaborates, “…analyzes information about every sector of the external environment that can help management to plan for the organization's future. Scanning covers not only competitors, suppliers and customers, but also includes technology, economic conditions, political and regulatory environment, and social and demographic trends.”

Delving deep into the study of environmental scanning, Chun Wei Choo (1999) comes up with four different aspects of information sought. Situational dimensions demonstrate a strong co-relation between environmental uncertainty and the intensity and frequency of scanning. The complexity of external factors, coupled with frequently changing external forces, makes a strong case for an environmental uncertainty that demands an increased rate and greater intensity of environmental scanning.

The second aspect reveals an intrinsic relationship between organizational strategy and scanning strategy. A strategy or a set of strategies adopted by an organization- be it from Porter’s (1985) Generic strategies or strategic stances proposed by Miles & Snow (1978)- determines the intensity, purview, and fineness of environmental scanning.

Looking into different sectors of the environment is what is called Information Needs, while sources and modes of scanning come under the purview of Information Seeking. Information use, on the other hand, guides the management towards a better understanding of the organization and helps devise its future planning, leading to desired performance. Managerial traits, too, play a significant role in determining the nature of environmental scanning administered by the organization. Managers at the upper echelon of the organization tend to scan more extensively than those in the downstream hierarchy.

Organizational learning by means of environmental scanning requires both searching information and viewing information. Based on these two acts of information seeking and viewing, Chun Wei Choo (1999) proposes four different modes of scanning the external environment of an organization, namely, Undirected viewing, Conditioned viewing, Informal search, and Formal search.

As the name suggests, undirected viewing means looking at information spread over a wide area to identify any traces of potential change early so that information can be used in an organization’s planning to gain a competitive advantage over others. Keeping no particular information needed into consideration, the management employs distinct sources in large numbers to screen a huge volume of information collected.

Conditioned viewing, on the other hand, is used in scanning when the management intends to study the potential influence a set of information could have on the organization. Information need is much more specific in nature, so the scope of screening is narrow as well, meaning it entails less time and minimal effort. Once the information is proven to be important enough for the organization, the searching mode of scanning is triggered by the management.

Informal search comes into play when there is a need for information to develop a more detailed understanding of a particular topic. Following no formal methodology, the search intends to delve deep into the topic, seeking specific insights and details, to realize whether to employ more time and effort on this issue. 

The most sophisticated and formal mode of scanning goes by the name "formal search." A well-planned, structured methodology is followed here to collect reliable information from comparatively more trustworthy and knowledgeable sources compared to other modes of scanning. Particular information on a specific area or topic is sought so that it can be used in the process of planning the organization’s future course of action. So, the relative significance of the information sought necessitates enhanced focus on its accuracy and overall quality.  

Describing an intelligent organization, Garvin (1993) says, “…an intelligent organization is a learning organization that is skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect the new knowledge and insights.”

Environmental scanning can be a great tool for an intelligent organization to better understand and learn about itself and its external forces, and if carried out effectively, it can provide the organization with a sustained competitive advantage over its competitors in the long run. However, to successfully administer a scanning project, the organization must have a long-term plan in mind and employ sufficient resources and efforts for it to bear fruit in the form of enhanced organizational understanding for the management. Scanning programs generally take 3 to 5 years to make significant contributions to the organization’s long-term progress. (Choo 1999)

Another highly significant trait of an intelligent organization is its holistic approach. “The intelligent organization adopts a holistic approach to knowledge management,” opines Chun Wei Choo (2002), “that successfully combines tacit, rule-based, and background knowledge at all levels of the organization.”

So, as a highly effective tool for organizational learning, environmental scanning needs to be incorporated into the organization’s formal system, in which coordinated efforts from a domain expert, a skilled information manager, and an information technology expert can be a great recipe for holding a sustained competitive edge in the market over a long period.

Japanese companies like Canon and Honda have proven how continuous monitoring of external factors and sustained research and development (R&D) efforts over time have continued to provide them with a technological edge in a highly competitive global technology market. (Choo 2002)

However, effective coordination between different parts of information management- identifying, acquiring, organizing and storing, developing and disseminating, and using information- must be ensured to get the best results from environmental scanning. Regarding best practices of scanning, Chun Wei Choo (1999) writes, “environmental scanning has to balance the tensions between control and creativity, centralization and decentralization, focus and exploration.” 

If this balance can be maintained, coupled with effective use of time and resources, environmental scanning can generate valuable assets for an organization in the form of knowledge about the organization’s relative stance to the market forces and future opportunities and threats, based on which an informed plan of future actions can be formulated.

2.2 Strategic Procurement

Strategic procurement means a continued process of timely, flawless supply of goods and services that complements the organization’s primary business objectives. It aims to keep the overall supply chain uninterrupted while always seeking to minimize risks and maximize value creation both at the supplier’s end and the customer’s end.

A modern procurement strategy is no longer limited to traditional savings and compliance. Strategic procurement today explores different creative ways of creating value for the organization- and this value proposition goes far beyond the narrow purview of savings and compliance.

For the study of strategic procurement, here, I intend to employ the theoretical perspective of Dynamic capabilities along with Barney’s (1991) Resource-based view (RBV).

The theory of Dynamic Capabilities (DC) highlights an organization’s capability of coordinating its internal and external resources, thus making the organization better placed and more equipped to respond to the changing factors in its environment.

Dynamic capabilities, proposed by Teece, Pisano, and Shuen (1997), “analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change.” So, under this theory, an organization’s competencies- both internal and external- are intended to be well coordinated so that new avenues of opportunities can be explored while avoiding impending threats posed by changing external forces.

J.B. Barney holds quite a similar stance in his Resource-based view (RBV), a highly influential theory in the domain of strategic management, emphasizing the identification of a firm’s strategic resources that can be utilized for gaining a long-term competitive edge in the market. Barney (1991) says, “... sustained competitive advantage derives from the resources and capabilities a firm controls that are valuable, rare, imperfectly imitable, and not substitutable. These resources and capabilities can be viewed as bundles of tangible and intangible assets, including a firm’s management skills, its organizational processes and routines, and the information and knowledge it controls.”

However, one criticism that can be labeled as RBV is that it primarily focuses on the internal resource base of an organization. This is where dynamic capabilities (DC) theory seems to hold a more holistic approach. Yet, there are many who view a strong evolutionary connection between RBV and dynamic capabilities theory.

Nelson and Winter (1982) are of the opinion that the theory of dynamic capabilities stems from RBV theory, a view that cannot be discounted altogether, given how similar propositions they make in terms of resource identification, maximization, and utilization of organizational resources.

Dynamic capabilities (DC) theory can be applied with great effect to the holistic nature of environmental scanning, in which information management can be of great value to this theory. While DC intends to integrate and exploit an organization’s internal and external capabilities, to positively and progressively respond to the changing forces in the external environment, scanning provides information about those forces. Now, the organization can utilize its holistic resources to make informed decisions on the basis of information collected through environmental scanning.

So, dynamic capabilities, if put into practice with a well-planned and structured scanning program over a period of time, can produce sustained competitive advantages for the organization. It can now be fairly ascertained that a scanning project greatly complements the dynamic capabilities theory.

A good example of how closely-knit they can be comes from some of the garment factories in Asia, particularly in Bangladesh and Vietnam. During the early stages of the COVID 19 pandemic, a lot of garment factories in Asia suffered the cancellation of orders and delayed payments from buyers, accounting for losses in the millions, while major players like Vietnam and Bangladesh saw raw material imports from China- the largest producer- completely halted.

However, some factories in Bangladesh could still remain operational even during the high wave of COVID disasters. It was possible because they shifted their focus to manufacturing personal protective equipment (PPEs) and face masks, both of which were in high demand in the domestic as well as international markets. (Bangladesh garment makers turn virus gloom into boom 2022)

It shows that these garment manufacturers utilized their internal competencies and external resources in the form of their goodwill and a strong, loyal client base to respond to the changing external forces. Scanning the environment, they must have identified factors- not just negatives but some positives as well.

If lockdowns, order cancelations, delayed payments, and shortage of raw materials were negative forces, the management must not have overlooked opportunities like strong and ever-increasing demands for PPEs and face masks, with some highly conducive government schemes and policies like low-interest, subsidized credit loans for the garment industry, and exemption of their factories from the country-wide lockdowns and shutdowns.

But does it mean all the factories could take such informed decisions and make progress? Or, may I inquire, were those who were unable to make such fateful decisions capable of capitalizing on the opportunities created; did they have a holistic scanning mechanism in place, or did they lag behind at the level of competence; or did both play a role in their relative misery?

However, it may not be entirely correct to attribute their perceived inability to respond to changing forces to incompetence and a lack of scanning mechanisms. A curious mind might wonder if the industry had a level playing field and if socio-political and socio-economic studies could provide additional information needed to determine the true cause of their demise.

Now, coming back to strategic procurement, this domain of knowledge now harbors more of a customer-centric approach, clearly shifting away from its traditional supplier-centric narrow view. Modern procurement strategies are now devised to collaborate with all the stakeholders across the departments in an organization. Strategic procurement now intends to have a more holistic view, integrating both the upstream and downstream organizational operations.

2.2.1 Customer-centric procurement

Customer-centrism as an approach has swept across the field of business organizations, advancing and redefining almost all the traditional theories and approaches across the board, keeping customers at the core. Business literature has seen numerous studies by renowned business experts all over the world.

Webster (1992) remarks that marketing’s focus will be "managing strategic partnership and positioning the firm between vendors and customers in the value chain." Duncan Jones (2017), VP and Principal Analyst, Forrester, thinks that the next generation of procurement will be customer-focused. Customer preferences will be playing an increasing role in procurement decisions and solutions.

The ever-advancing landscape of technology can be the driving force behind a customer-centric procurement strategy. Technology-assisted strategic procurement will open up new and varied avenues for the increasing role of customer preferences in the process of procurement.

With the availability of an increasing amount of digital data coupled with data analytics, modern technology can foster the process of procurement and help the management make much more informed and accurate decisions. Advanced communication technology can also assist a procurement professional in maintaining coordination with a supplier and the marketing personnel. Moreover, technology or digital procurement itself has been a new area of study that deals with a structured analysis of digital buying processes and solutions.

3. The Relationship between Environmental Scanning and Strategic Procurement

Environmental scanning of a business organization can play a significant role in modern strategic procurement, which entails a holistic view of operations. Information coming through an effective scanning program will provide vital knowledge of the potential opportunities to explore and of possible threats to avoid. Early detection of a possible market trend or identifying an untapped market opportunity could lead to a highly successful procurement drive, providing the organization with a significant competitive advantage in the market.

To further discuss the relationship between environmental scanning and strategic procurement, let us take up a real-life case study, in which we will explore how complementary environmental scanning could be towards an organization’s strategic procurement. 

3.1 A Case Study: High Penetration of Broadband Internet in Bangladesh during Covid and Potential Business Opportunities

Bangladesh, an emerging economy from South Asia, has experienced almost a three-fold increase in economic growth over the past 10 years, not an expendable feat by any standard. (Statista, 2022) The turnaround of its fortune began when the technology-driven project, Digital Bangladesh, was launched back in 2008, and its implications started becoming visible since 2010.

A countrywide digitization drive was successfully undertaken, establishing more than 4,500 digital centers. Government services were extensively made available online, and most importantly, a significant reduction in internet prices, coupled with a sustained high growth of mobile phone adoption, saw a whopping 60% internet penetration. (Chowdhury 2020)

On the back of continuous infrastructural development undertaken by the government in the communication and technology sectors, industries like ICT and e-Commerce have experienced tremendous growth. Moreover, the successful proliferation of mobile financial services has turned it into a technology-driven economy in every sense of the word. Even during the pandemic-forced lockdowns, people immensely benefited from the digitized economy.

Bangladesh, a country of roughly 170 million people, currently has 181 million mobile phone subscribers and 123 million internet subscribers, of which 113 million access the internet on their mobile phones. (Mobile Phone Subscribers in Bangladesh 2021; Internet Subscribers in Bangladesh 2021)

While broadband internet penetration till the outbreak of the pandemic was not yet satisfactory, the scenario has started changing over the last couple of years. The pandemic-forced extended homestays, home offices, and online education have seen broadband subscriptions getting doubled since 2019. (Broadband internet providers eye growth 2021)

The number of broadband users may still be very small compared to mobile internet subscribers. But the increasing need for high-speed broadband internet in everyday life- and that so not just in cities- clearly indicates that the recent high penetration of broadband adoption will continue in the coming years as well. In particular, online education has been a pressing need that was deeply felt across the country during the pandemic. So, a blended learning system has been in discussion in the media over the past year, and the government is also working towards introducing a blended approach to the education sector. Moreover, high-speed 5G internet has been launched recently in the country. (Bangladesh enters 5G era today 2021)

Realizing an imminent broadband boom, Internet Service Providers (ISPs) are now moving towards semi-rural and rural areas, a clearly untapped market for them to explore. Here, it is noteworthy that more than 60% of the population still lives in rural areas in Bangladesh.

A well-planned environmental scanning would clearly indicate that the increasing adoption of broadband internet across the country would create a huge demand for affordable digital devices like laptops, notebooks, and smartphones. Students will particularly require learning-friendly devices with built-in education applications in them. The high adoption of laptops and smartphones will also create a huge demand for related accessories, especially those needed for online education.

So, upon acquiring the knowledge of this relatively untapped market, local laptop and smartphone manufacturers can undertake a strategic procurement drive, leading to potential strategic partnerships with various suppliers.

4. Conclusion

Knowledge based on information is an asset to an organization. The success of any organization largely depends on taking informed decisions successfully. While collecting information about internal factors looks less difficult and less complex because they can be controlled to some extent, the same cannot be said about external forces. Various modes of environmental scanning intend to provide valuable information about factors external to an organization.

A procurement professional can create value for an organization in more than one way. But for that, one requires knowledge coming from different departments. As strategic procurement now takes into account the knowledge of all the stakeholders of an organization, information about external factors can be of immense value to procurement professionals.

What is called a family?

All of us are familiar with the word ‘Family.’ None of us, these days, try to realize how so many memories of banter, jokes, moments of pleasure, and moments of sorrow form the strong foundation of a family. Today’s article will contain a detailed discussion about family- definition, features, and other things.

A family is the deepest and oldest social bond in any society. A family is formed by a husband, wife, and children. The biggest strength of a family is the elders, who act as the roots of a family. 

According to American sociologist Robert Morrison MacIver, a family is a group formed through the marital union of a male and a female with the goal of conceiving and rearing children.

Types of family:

After knowing the definition of a family, we must know its classification. We can divide families into two types: Joint family and Single family. A joint family is a family where all the members- mother, father, brother, sister, grandfather, and grandmother- live together. What we understand about a single family is that a single family is made up of a father, mother, and children. In the past, people felt more comfortable in a joint family, but people are forming single families nowadays.

What is a joint family?

A joint family is a family where a father, mother, son, daughter, grandfather, grandmother, uncle, aunt, uncle, aunt, and their children live together.

Advantages:

·         If we live in a joint family, we can help each other and enjoy each other's company.

·         Because of living in a joint family, children of the family grow up with proper education.

·         Because of living in a joint family, family members can solve the problem together.

Disadvantages:

·         Since many people live together in a joint family, there are frequent quarrels and arguments among members.

·         Oftentimes, serious arguments and problems arise over the allocation of resources among members of a joint family.

·         In a joint family, members cannot make any decisions alone.

What is a single family?

A family that consists of a husband, wife, and children is called a single family.

Advantages:

·         In a single family, you can make your decision alone.

·         Expenditure in a single family is always low.

·         A nuclear family sees fewer arguments and quarrels.

·         In a nuclear family, it is possible to fulfill the nutritional needs of all the members.

Disadvantages:

·         People who live in a single family most of the time suffer from depression because their life is surrounded by loneliness.

·         Children raised in a single family do not properly understand social bonding.

Features of a family:

You cannot understand the features of a family by knowing the answer to the question: what is called a family? Let us know the features of an ideal family.

1. Giving time to your family:

A family is a place where everyone lives together, and if you do not give time to your wife, parents, and children properly, then a family bond will not be created between you. So, you must give enough time to your family to build an ideal family.

2. Discipline:

To be an ideal and happy family in society, everyone in the family should have to be disciplined. From an early age, everyone in your family will have to adapt to discipline, and this is one of the steps of family education.

3. Empathetic attitude:

To create a happy family, all the members should have empathy for each other. Yes, there will be disagreements, arguments, and misunderstandings, but we have to look past those to move ahead in life.

4. Trust:

There is a saying that the world runs on trust. In order to form a family and keep it together, one must apply this theory.

5. Safety:

Everyone considers family the safest place, but, at present, family is also not safe because of some obscene people. So, always stay alert and keep your eyes and ears open.

Critically identify and discuss the contemporary issues in Strategic Operations Management faced by organizations

1. Introduction:

How is it possible that an employee from a particular outlet of a retail superstore can access the inventory information of a nearby outlet in real time? How come a traveler can successfully enquire about the seating arrangement of a running train, looking to board it from an intermediate station? How does an inventory manager get instantly notified of a certain product running out of stock soon? And how does the manager, without having to travel even a yard, replenish the stock almost in real time?

The only answer to the above-stated questions is technology. A simple ERP (Enterprise Resource Planning) software will do everything asked above, as it combines different departments of a business organization, thus facilitating effective real-time communication between departments (Anderson 2021). 

While the steam-powered first Industrial Revolution saw an unexpected communication boom and the spread of industrial operations in late 18th-century Europe, business operations nowadays are heavily reliant on smart devices that are getting smarter with almost every passing day. Hence comes the term Fourth Industrial Revolution, alternatively known as Industry 4.0.

A few taps on a smart device such as a smartphone can now initiate a large-scale operational process in businesses. The overall digitization of the industrial sector has certainly increased the efficiency level of organizations, leading to more effective and accurate decision-making based on real-time data processing and significantly improved production output.

Advanced technologies such as the Internet of Things (IoT), Machine Learning, Artificial Intelligence, Cloud Computing, Big Data, and 3-D printing are being increasingly adopted by decision makers in their day-to-day management of operations. Seamless IT-OT integration has made factories smarter than ever before, while 3-D printing is facilitating an increased volume of custom manufacturing. (‘What is Industry 4.0?’ 2022)

Increased automation in business operations has already seen instances of machines replacing humans, especially in the manufacturing sector, a trend more likely to gather pace shortly. Moreover, every stage of operations is constantly getting more sophisticated, with enhanced demand for innovation not just in a firm’s offerings— catering to what, who, how and where aspects— but in its technology usage. A significant portion of the resources invested in research and development (R & D) today unmistakably goes to innovating technology itself. As a result, competition in a technology-driven market economy is highly intense today, and justifiably so. But even more importantly, the level of competition now appears to have gone beyond Porter’s Five Forces (1980) - both the industry participants and vertical participants (consumer and supplier)- as machines are now often pitted against humans not in the external but within the internal resource base of the organization.

Technology definitely offers innumerable opportunities, for which any possible limit seems to be the sky. But then, opportunity brings with it a considerable threat as well. This is undoubtedly a cause of concern- may not be in the short-term, but definitely in the long-term- for any decision makers involved in operations management. In the subsequent sections of this report, I intend to elaborate on various contemporary issues in strategic operations management, particularly in close relation to technological advancement in the industry sector.

2. Strategic Operations Management and Advanced Technology:

Before getting deep into how technological advancement in business organizations has made way for greater efficiency in everyday operations management, with both short-term and long-term goals in mind, it is primarily important to understand a few words describing operations management.

Operations management is a set of activities that include planning, organizing and overseeing the resources involved in the process of production and manufacturing to reach the customers with the products and services. This delivery-centric strategy always focuses on resource management, aiming to achieve maximum customer satisfaction with an efficient (or minimum) use of resources.

Operations managers or employees tasked with this responsibility tend to deal with different issues in production and service systems. Activities such as formulating operations strategy, product design and process designs, quality management, inventory management, capacity building, analyzing operations performance, production and facilities planning, innovation in products and services, and managing operations technology fall within the purview of operations management. An operations manager is expected to sincerely carry out these functions and gather adequate knowledge about the prevalent condition of the firm’s internal and external environment so that he or she can make informed and effective decisions. A much more holistic view is held by modern definitions of operations management. (Reid and Sanders 2019)

Now, I am going to present a case study here to further discuss different aspects of operations management:

2.1 A Case Study: Automation in Bangladesh’s Readymade Garment (RMG) Sector and Its Implications in businesses:

Bangladesh is an emerging economy in South Asia with a per capita income of over $2500, a three-fold increase over the past decade (The Financial Express 2021). The country’s economy, however, is not diversified enough, with its foreign exchange largely dependent on the $30 billion Readymade Garment (RMG) sector and earnings through foreign remittance that saw hitting a new record of $22.07 billion in 2021. (New Age 2022)

Bangladesh’s position is just behind China when it comes to exporting garments and textile products. However, technological advancement in recent years has ushered in a conscious move towards automation, resulting in considerable job losses. It hit the sector’s female workforce—who comprises the larger share—even more acutely compared to their male counterparts, largely due to a relative lack of skills and education to adapt to automation. (Ullah, Akhter 2021)

As per ILO and the Bangladesh government’s a2i project, it is predicted that automation will drive 5.38 million workers out of their jobs in the RMG sector by 2030, a sector where 4.2 million people are currently employed. Technologies such as robots will take the place of humans in the production line, while this large jobless workforce will have no other alternatives as they are not skilled enough to switch jobs. Moreover, new jobs created by automation will not be of much value to them, as operating automated production requires some degree of education and technical skill. While automation is unavoidable in the industry, it appears to be posing challenges for both employees and employers. (Khan 2019)

Bangladesh may have a demographic dividend in hand, but it would require significant investment in training and education for that demographic advantage to be utilized fully and efficiently. Automation in the RMG sector has already resulted in a significant reduction in overall production cost while increasing production volumes by up to 40% for the same amount of investment. Also, this additional profit is likely to increase further in the next few years as factories will oversee a significant automation drive, thus, downsizing the workforce at the cost of machines, which will only incur a one-time fixed cost.

Factories, however, may well be enjoying increased profit margins due to technological shifts in production, but they will soon face some challenges as well. 

As we know, the task of an operations manager is to oversee the transformation of resources from inputs to outputs, thus producing the finished products or services ready to be delivered to, or exchanged with, the consumers. Resource inputs are of two kinds: (a) transforming inputs and (b) transformed inputs. In the case study above, factory owners are reaping the benefits of transforming inputs in the form of more efficient production facilities and decreasing the costs of the workforce. But the question that arises here is how long they will be able to sustain this advantage.

Jay B. Barney's (1991) Resource-based View (RBV) propounds that a sustained competitive advantage can be achieved by combining and utilizing a firm’s internal resources, both tangible and intangible. The above-mentioned factory owners are also exploiting their internal resource base for the purpose of enhancing profit and more efficient production. However, what RBV here fails to recognize can be easily identified from the perspective of Dynamic Capabilities (DC).

Dynamic Capabilities (DC) theory, another theoretical perspective of operations management, was proposed by Teece, Pisano and Shuen (1997). This view focuses on integrating both internal and external resources, thus, utilizing a combined resource base for any required reaction to certain changes in the external environment. This holistic approach, unlike RBV, can better analyze the condition of the factory owners both in terms of their current advantages and their future challenges. For factory owners, a shortage of skilled laborers capable of adopting the automation process could be a future threat because a new generation of the skilled workforce will seek significantly higher salaries. Instead, a training program for the unskilled or low-skilled current workforce could help them avoid a future crisis for which no cost-effective solution is currently available. However, RBV can help the factory owners formulate strategies concerning how to use their skills and resources to great effect, drawing a sustained competitive advantage.

Since the publication of Porter’s five forces (1980), external resources have received more attention in relation to strategy formulation. The connection between internal resources and strategy was neglected for more than a decade (Grant 1999).

Barney’s (1991) Resource-Based View theory was significant in bringing wider attention towards internal resources and their importance in strategy formulation. Grant’s (1991) characterization of internal resources, also known as VRIN (Valuable, Rare, Inimitable, and Non-substitutable) has also gone a long way towards establishing an organization’s internal resources to elicit competitive advantage.

The difference between RBV and DC lies in their approaches. While RBV aims to elicit competitive advantage in the long run and hold onto it, DC administers an organization’s capabilities towards its competitive survival even in the face of changes in the external business environment. Although DC is often considered an extended version of RBV, there is enough evidence indicating just the opposite. Scholars Eisenhardt and Martin (2000) significantly contribute to the widening scope of DC, entailing the process of product development and strategic decision-making.

Economist Oliver E. Williamson’s (1979) Transaction Cost Economics introduced a different observational perspective, giving rise to the popularity of the term "transaction cost" in the literature of economics. To simply put, transaction costs are the aggregate sum of all economic transactions in a market. In other words, the costs of exchanging resources- both within the external and internal environments- are transaction costs. From an organization’s point of view, the smaller the transaction costs the better.

Transaction costs can be of three kinds such as Search and Information costs, Bargaining and Decision costs, and Policing and Enforcement costs (Dahlman 1979). However, there are four different factors in transaction costs, as proposed by Douglas C. North (1992), and they are measurement, enforcement, ideological attitudes and perceptions, and the size of the market. Williamson also proposes four determinants of evaluative mechanisms: frequency of exchange, asset specificity, uncertainty, and the threat of opportunism. 

3. Operations Performance and Technological Advancement:

There are five different parameters to measure the performance of operations within a firm. They are Quality, Speed, Dependability, Flexibility, and Cost. Technological advancements like 3-D printing have opened up a whole set of new opportunities that were never available before. Custom-made designs have never been as facilitated as they are now thanks to 3-D printing technology. In addition to such flexibility of manufacturing, issues of quality also rarely arise in a computerized production capacity. That is the reason European and North American buyers of garments and textile products are increasingly demanding that RMG factories in Bangladesh adopt automation as early as possible. It also facilitates the production, which eventually drives down the cost and enhances production volume. Speed is another area of measuring operations performance, and technologies like edge computing and ERP (Enterprise Resource Planning) facilitate almost real-time data transmission, and latency time is significantly reduced during operations. Moreover, business processes powered by artificial intelligence and machine learning are highly consistent in terms of performance compared to any manual production process. Technologies like digital twin also allow simulation of a production or manufacturing operation so that a production manager or people above him can test a particular process before putting it into practice, thus achieving greater reliability.

The cost performance of technology-powered operations is also highly satisfactory. Following the 4 V’s (Volume, Variety, Variation, and Visibility) of operations management, the cost performance of operations can be measured to a great extent.

A technology-backed production capacity can handle a large volume of products, thus, creating an opportunity for a larger profit, but the degree to which the organization can capitalize on that depends on various other aspects, like winning the trust of consumers, and thus, giving rise to consumer demand. Then, the variety aspect also works almost the same way for a tech-powered company, as it is expected to be better equipped to manufacture a diverse range of goods and/or services. Here too, the success depends largely on the brand positioning of the organization.

Variation in demand is highly dependent on external factors, and success depends on accurate assumptions of changing demands in the market- both the extent and frequency of such changes. However, technology makes it easier to make assumptions with tools such as Big Data. Moreover, a production facility featuring powerful technology must be better placed to adapt to the frequent changes in demand, though success depends on many factors internal to the operations.

Visibility, again, is another area that inherently requires the support of advanced technology. For example, the product tracking system of an e-commerce site has internet and communication technology at its core. Visibility issues in the manufacturing business may not be easy to explore and exploit.

4. A Few Challenges for Technology-powered Operations:

While advanced technology ticks almost every box of performance satisfaction, there are a few glitches to mention here. First of all, a tech-powered production or manufacturing facility entails a large sum of initial cost, that is, fixed cost, which- no matter how cost-effective it may be proven in the long run- is not everyone’s first choice. Small and medium-sized organizations cannot simply afford large-scale technology setup, thus giving some ground to the major players in the industry sector. 

Another negative of technology in production is, in fact, one of its positives. Large-scale machine-made products may meet the high consumer demand while maintaining quality consistently, but yet, they cannot replace or replicate hand-made antique products specific to a particular country or location, for example, traditional hand-woven Muslin saree and Jamdani saree found in Bangladesh.

5. Conclusion:

Technology plays a significant role in today’s business operations, and constant advancement in technology will only see this trend gather pace in the years to come. AI, Machine Learning, 3-D Printing, and ERP are not the pinnacle, rather just the part of a process constantly leading towards newer heights. Newer technologies bring with them greater opportunities, making way for finer details and enhanced communication. However, for all the advancements and advantages that technologies are ushering in, there are a few challenges as well that no one can escape. An industry insider working as an operations manager, or anyone tasked with similar responsibilities, must keep in mind that the blessings of ever more advanced technology are also making the market increasingly competitive, with each and every participant striving for the next level of sophistication.

While the market itself is not necessarily a level-playing field for all to grow equally and uniformly, technology adoption does not follow any form of uniformity within the market participants. Naturally, a long-established market player will always have a better capability of adopting technologies compared to a relatively new entrant desperately looking for its initial footing. However, small and medium-sized business organizations can make some valuable ground for themselves, given some smart, innovative, and well-planned moves towards progress.

Operations management clearly entails strategic decision making at different levels of operations, and taking those decisions strategically right goes a long way in ensuring seamless, efficient and successful operations performance. As technology is getting ever more influential in business operations, choosing the right and effective technology setup in accordance with the organization’s values, needs, capabilities, and, most importantly, goals and ambitions are also receiving increasing attention in strategy formulation and decision making. The key is to strike the right balance between the technology chosen, its practical utility for the operations process, and the organization’s ability to afford it. 

A few questions may still arise in mind within the context of increasing human-machine interactions, as evidenced in IT-OT (information technology-operational technology) integration in many large-scale production processes. Artificial Intelligence (AI) and Machine Learning (ML) are making machines smarter, and this will undoubtedly continue in the foreseeable future. The question intrigued here is whether humans and machines will always peacefully coexist the way they always have until now, complementing each other. What if an ever-increasing emotional intelligence in machines might one-day blur the differences between humans and machines? Will machines ever intend to overpower humans? If these questions seem too futuristic to ponder upon, a timely reminder would be of jobs that low-skilled humans lost to highly skilled machines that are not yet as emotionally intelligent as a futuristic mind might imagine.    

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