THE BMZ ACADEMY
THE BMZ ACADEMY
@0 6 8 0 5 3 8 2 1 3
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
MANCOSA: BBA (HONS) Assessment
A class-based discussion with model answers to PAST EXAMINATIONS AND
Assignment
Model Solutions provided in this document are not intended for cheating, rather
to provide a starting point.
All solutions were presented based on class discussion.
Further breakdown are given for each question to give students a
comprehensive starting point and keep on referencing to the relevant areas.
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
Table of Contents
Introduction ............................................................................................................................................ 4
1.1 Analyse how the identification and application of order qualifiers in low-income housing projects,
such as Empower BT, could influence suppliers’ continuous improvement in their operational
processes within informal urban environments. 15 ............................................................................... 5
MODEL ANSWER ..................................................................................................................................... 6
1.2 Evaluate how poor forecasting could exacerbate the bullwhip effect, leading to supply-demand
imbalances and inefficiencies in material delivery across multiple phases of the project. 15............... 9
MODEL ANSWER ................................................................................................................................... 10
1.3 Investigate how the management of Work-in-Progress (WIP) inventory can be optimized in the
Urban-Think Tank Empower housing project through product-service bundling, where physical
housing units are delivered alongside essential community services. 15 ............................................ 15
MODEL ANSWER ................................................................................................................................... 16
1.4 Argue why adopting a Delivered at Place (DAP) logistics model can enhance delivery reliability for
Third-Party Logistics (3PL) providers, considering their limited warehousing and road infrastructure,
and contribute to long-term supply chain resilience. 15 ...................................................................... 20
MODEL ANSWER ................................................................................................................................... 21
1.5 Examine how Collaborative Planning, Forecasting, and Replenishment (CPFR) can be utilized to
synchronize demand planning and procurement, ultimately achieving price stability across the
supply chain. 15 .................................................................................................................................... 25
MODEL ANSWER ................................................................................................................................... 26
1.6 Discuss how developing a shared vision and unified project objectives among key logistics
providers can strengthen Customer Relationship Management (CRM) systems and support post
occupancy service delivery. 15 ............................................................................................................. 30
MODEL ANSWER ................................................................................................................................... 31
Conclusion ............................................................................................................................................. 34
Conclusion ............................................................................................................................................. 35
Reference List........................................................................................................................................ 36
BMZ ACADEMY 068 0 5 3 8 2 1 3Page 3 of 40
, THE BMZ ACADEMY
Introduction
The Urban-Think Tank Empower (UTT Empower) housing initiative in Khayelitsha
represents a transformative model in addressing South Africa’s enduring challenge of
informal settlements and inadequate low-cost housing. Situated in the BT-Soweto area
of Site C, the project replaces informal structures with 72 terraced homes,
accommodating 428 residents, alongside communal spaces such as a community
centre, playgrounds, and open areas. Unlike conventional low-cost housing projects,
which often emphasize cost minimisation at the expense of long-term sustainability,
UTT Empower’s Upgrade Model integrates social, environmental, and economic
dimensions of housing provision. This reflects a commitment to the triple bottom line
of sustainability, where community wellbeing, ecological responsibility, and financial
viability intersect.
Khayelitsha, a township shaped by apartheid-era spatial planning, continues to face
issues of poverty, overcrowding, limited infrastructure, and social exclusion. The UTT
Empower project therefore stands out as both a practical intervention and a
strategic experiment in reimagining housing supply chains in resource-constrained
contexts. Importantly, the project links operations and supply chain management
(OSCM) principles such as supplier development, forecasting accuracy, logistics
optimisation, and collaborative partnerships with social objectives like resilience,
inclusivity, and service delivery. By embedding sustainable design and community
participation, the project demonstrates how operations and supply chain
management theories can be applied to urban development to generate long-term
resilience, efficiency, and equity.
This assessment critically evaluates the project through six analytical questions. It
examines topics such as order qualifiers in supplier performance, the bullwhip effect
in forecasting, work-in-progress (WIP) inventory optimisation, logistics strategies like
Delivered at Place (DAP), collaborative planning frameworks (CPFR), and customer
relationship management (CRM) in post-occupancy service delivery. Collectively, the
BMZ ACADEMY 068 0 5 3 8 2 1 3Page 4 of 40
THE BMZ ACADEMY
@0 6 8 0 5 3 8 2 1 3
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
MANCOSA: BBA (HONS) Assessment
A class-based discussion with model answers to PAST EXAMINATIONS AND
Assignment
Model Solutions provided in this document are not intended for cheating, rather
to provide a starting point.
All solutions were presented based on class discussion.
Further breakdown are given for each question to give students a
comprehensive starting point and keep on referencing to the relevant areas.
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
Table of Contents
Introduction ............................................................................................................................................ 4
1.1 Analyse how the identification and application of order qualifiers in low-income housing projects,
such as Empower BT, could influence suppliers’ continuous improvement in their operational
processes within informal urban environments. 15 ............................................................................... 5
MODEL ANSWER ..................................................................................................................................... 6
1.2 Evaluate how poor forecasting could exacerbate the bullwhip effect, leading to supply-demand
imbalances and inefficiencies in material delivery across multiple phases of the project. 15............... 9
MODEL ANSWER ................................................................................................................................... 10
1.3 Investigate how the management of Work-in-Progress (WIP) inventory can be optimized in the
Urban-Think Tank Empower housing project through product-service bundling, where physical
housing units are delivered alongside essential community services. 15 ............................................ 15
MODEL ANSWER ................................................................................................................................... 16
1.4 Argue why adopting a Delivered at Place (DAP) logistics model can enhance delivery reliability for
Third-Party Logistics (3PL) providers, considering their limited warehousing and road infrastructure,
and contribute to long-term supply chain resilience. 15 ...................................................................... 20
MODEL ANSWER ................................................................................................................................... 21
1.5 Examine how Collaborative Planning, Forecasting, and Replenishment (CPFR) can be utilized to
synchronize demand planning and procurement, ultimately achieving price stability across the
supply chain. 15 .................................................................................................................................... 25
MODEL ANSWER ................................................................................................................................... 26
1.6 Discuss how developing a shared vision and unified project objectives among key logistics
providers can strengthen Customer Relationship Management (CRM) systems and support post
occupancy service delivery. 15 ............................................................................................................. 30
MODEL ANSWER ................................................................................................................................... 31
Conclusion ............................................................................................................................................. 34
Conclusion ............................................................................................................................................. 35
Reference List........................................................................................................................................ 36
BMZ ACADEMY 068 0 5 3 8 2 1 3Page 3 of 40
, THE BMZ ACADEMY
Introduction
The Urban-Think Tank Empower (UTT Empower) housing initiative in Khayelitsha
represents a transformative model in addressing South Africa’s enduring challenge of
informal settlements and inadequate low-cost housing. Situated in the BT-Soweto area
of Site C, the project replaces informal structures with 72 terraced homes,
accommodating 428 residents, alongside communal spaces such as a community
centre, playgrounds, and open areas. Unlike conventional low-cost housing projects,
which often emphasize cost minimisation at the expense of long-term sustainability,
UTT Empower’s Upgrade Model integrates social, environmental, and economic
dimensions of housing provision. This reflects a commitment to the triple bottom line
of sustainability, where community wellbeing, ecological responsibility, and financial
viability intersect.
Khayelitsha, a township shaped by apartheid-era spatial planning, continues to face
issues of poverty, overcrowding, limited infrastructure, and social exclusion. The UTT
Empower project therefore stands out as both a practical intervention and a
strategic experiment in reimagining housing supply chains in resource-constrained
contexts. Importantly, the project links operations and supply chain management
(OSCM) principles such as supplier development, forecasting accuracy, logistics
optimisation, and collaborative partnerships with social objectives like resilience,
inclusivity, and service delivery. By embedding sustainable design and community
participation, the project demonstrates how operations and supply chain
management theories can be applied to urban development to generate long-term
resilience, efficiency, and equity.
This assessment critically evaluates the project through six analytical questions. It
examines topics such as order qualifiers in supplier performance, the bullwhip effect
in forecasting, work-in-progress (WIP) inventory optimisation, logistics strategies like
Delivered at Place (DAP), collaborative planning frameworks (CPFR), and customer
relationship management (CRM) in post-occupancy service delivery. Collectively, the
BMZ ACADEMY 068 0 5 3 8 2 1 3Page 4 of 40
