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The challenge of how rapidly and easily organizations can understand and respond to change persists as issues are considered the emergence in unpredictability facing organizations, whether due to fluctuating prices, trade wars, new sources of international competition, fleeting consumers, new regulations, or other similar factors. The caravanning sector may now embrace the future owing to Derubis Caravans. Development is fueled by technology and sustainability, which has the potential to establish Derubis Caravans as a leading producer. Staying relevant and continually enhancing quality are critical components of a company plan built on these ideals, which can help the brand become the first one people think of when they think of luxury.
The resources to hiring external workers on occasion, the company has 22 full-time staff. Additionally, the coronavirus pandemic has not impacted the supply chain for the raw resources required to manufacture Derubis caravans. Polyester and fiberglass are the company’s primary raw materials, and domestic and foreign suppliers continuously supply these materials. The only caravan manufacturer in the former Yugoslavia currently held by local capital and has received EU certification is Derubis Caravans. Slovenian Adria was formerly a domestic brand that the French Trigano group owned. Derubis Caravans’ influence on the market and in the area is crucial, particularly in terms of traffic control. The managers consider the Derubis caravans’ manufacturing process a step forward regarding safety. They are confident that this business will establish a new standard for creating trailers (Derubis Caravans, n.d.). In a traffic accident, it will not shatter but maintain its exterior structure without the risk of objects falling out.
Organizational agility is an organization’s capability, adaptability, and aptitude to respond efficiently to a shifting external setting and landscape. Enterprises face significant external hurdles due to the industry ecosystem, sometimes called the implementation and adoption of technology, to gain a competitive edge. The dynamic ability of an organization to achieve and use a competitive edge through the adoption and implementation of innovations is frequently referred to as agility. Organizational and structural facilitators of agility address high-level challenges relating to strategy orientation, business model choice, centralized versus decentralized decision-making, and environmental analysis and control location (Mrugalska & Ahmed, 2021). The proposal in such an area is connected with significant organizational improvements in entering new markets. The company can only begin to improve market organization now, following the definition of the finished product and its type’s EU homologation with EU norms.
The research also shows that ecological factors influence agility. The setting provides a setting for developing different relationships (Tallon, 2018). Another organizational limitation of the company is the proposal, which is focused on optimizing resource use. Fiberglass is a prime example of such material and is a sensible option for businesses looking for environmentally friendly, sustainable, and energy-efficient solutions (Derubis Caravans, n.d.). Smart manufacturing, a machine and integrated system that regulates the stream of production processes can propose a reality. For instance, smart manufacturing combines technology, supply chains, labor, information systems, and production agility, enabling businesses to adapt to changing consumer needs.
Three Reasoned Proposals for Further Implementation of the Organizational Agility Concept
The first proposal refers to optimizing resource use, namely polyester and fiberglass. Resource optimization is a redistribution, according to the interests of functional units, which is focused on finding the extreme value of the behavior of the logistics system at the maximum total with the lowest costs. Thus, the goal of optimizing resource use is to find optimal parameters that would allow maximizing profits and minimizing costs. This proposal can be brought to life by reducing transportation costs and renting out excess warehouse space. Logistics specialists can be responsible for the implementation of the strategy and possible participants may include managers who are responsible for maintaining optimal warehousing capacities.
The second proposal suggests adopting smart manufacturing as a key production process. The goal of this proposal is to let the company use its working resources more effectively. The necessary activities may comprise using built-in machine tools for collecting analytical data to predict equipment failures and improve productivity. With the help of remote access, managers responsible for the process can simultaneously control several machines from a single dispatch center. The company can also expand its large-scale networking and dissemination of information beyond production facilities, which will allow managers to better monitor and coordinate actions in the supply chain. And finally, managers can use modern cloud technologies to change business models and create new sources of revenue.
The third proposal refers to strengthening the analytics competence of the current tendencies. The goal is to boost innovation capacity. It can be done by improving organizational industry expertise analysis. This procedure will assist managers in being productive today, planning ways to be productive tomorrow, and assisting the company in demonstrating its efficacy and innovation in the future in the sphere of environmental and organizational agility.
References
Derubis Caravans (n.d.) Our Production. Web.
Mrugalska, B., & Ahmed, J. (2021). Organizational Agility in Industry 4.0: A Systematic Literature Review. Sustainability, 13(15), 8272. Web.
Tallon, P. P., Queiroz, M., Coltman, T., & Sharma, R. (2018). Information technology and the search for organizational agility: A systematic review with future research possibilities. The Journal of Strategic Information Systems, 28(2). 218-237. Web.
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