Breaking the Glass Ceiling: Overcoming Supply Chain Challenges for Growth at Fayyaz Glass House

Abstract

This project is about the supply chain obstacles faced by Fayyaz Glass House (FGH) which is a major firm in Islamabad’s glass and aluminum industry. FGH is now at risk because its outdated methods fail to keep up with the demands of the fast-paced and high-quality market today. Because industries are adopting digital, sustainable and flexible methods, FGH’s old ways do not help it grow or work efficiently. By conducting research on-site, watching work in the field and utilizing basic analysis techniques SWOT and PESTLE, the study finds eight important challenges in the current supply chain of FGH. There are issues involving their environmental practices, relying too heavily on old supply chains, weak ways of handling inventory, trouble forecasting demand, a lack of properly trained staff, low adoption of technology, using third-party logistic providers too heavily and various operational difficulties across departments. Whatever happens in these situations can cause delays, increased costs, problems between departments, dissatisfied customers and less ability for the business to compete with companies that have upgraded their supply chain. Without taking steps, these problems could still stop the company from reaching its potential and might hurt its credibility in the changing world of business. With this in mind, the project comes up with specific strategies to make FGH work better, quicker, more responsively and with less impact on the environment. This involves using enterprise resource planning (ERP) systems to bring all business operations together and allow others to observe them as they happen. Eco-friendly actions including material recycling, saving energy and using sustainable materials are suggested to further position the company ahead in complying with regulations and in the public eye. Preparing employees by offering training and upskilling opportunities supports the use of modern technology at work. It also highlights that using data analytics and tools for predicting the future helps improve predicting what customers want and manages stock more effectively. Creating official contracts and agreements with logistics partners or setting up an inside delivery process, would give FGH more control over its distribution operations. Also, setting up standard operating processes (SOPs) and using key performance indicators (KPIs) to monitor work will hold people accountable and help you spot where there is room for improvement. All in all, the project points out that revamping FGH’s supply chain is both important for its day-to-day success and for placing the company as a top and conscientious business in Pakistan’s construction materials industry. With the right decisions and by following modern trends, FGH can move past its blockers and become a leader in future sustainable supply chains here.