| Course | OPS 425 Project Management in Supply Chain Management (OPS/425) |
|---|---|
| Week | 2 |
| Paper type | Scope and stakeholder analysis |
| Length | about 1,025 words, 4 double-spaced pages plus title page and references |
| Format | APA 7 student paper |
| School | University of Phoenix |
| Program | BS in Business |
| Updated | October 2026 |
Free sample paper for OPS 425 Week 2
Inside the Cooler Walls and Outside Them: Scope and Stakeholders for a Bouquet Assembly Facility Serving a Grocery Chain
[Student Name]
University of Phoenix
OPS/425: Project Management in Supply Chain Management
Week 2 Assignment
[Instructor Name]
[Date]
Andes Bloom Imports, its partners, scope and figures are composites written for a model paper.
Week 1 selected a temperature-controlled bouquet assembly facility as the flagship supply chain project for Andes Bloom Imports, the invented cut-flower importer near Miami International Airport. The facility will let the company assemble mixed bouquets for a grocery chain's new branded line within hours of flowers arriving from Colombia and Ecuador, rather than buying bouquets made at farms a week earlier. Before scheduling, the project needs a clear scope and an understanding of who has a stake in it.
Objectives
By the start of the Valentine's Day season, about 13 months from now: a 60,000-square-foot facility operating at 34 to 36 degrees Fahrenheit in storage areas and about 50 degrees in assembly rooms; capacity to assemble up to 90,000 bouquets a week; average time from cutting to store of five days or less for the grocery line; bouquet vase life of at least seven days in store tests; and total project cost within $8.5 million.
Scope Statement
In scope: lease and fit-out of an existing warehouse two miles from the airport; insulated panels, refrigeration and backup generators; six bouquet assembly lines with bunching, sleeving and labeling stations; receiving docks connected to Andes Bloom's existing coolers by refrigerated shuttle; hiring and training about 140 workers; integration of the facility's production system with order and inventory systems; and the grocery chain's launch, including packaging design approval and first-season replenishment.
Out of scope: changes to farm operations or farm equipment; new refrigerated trucks, since the existing carrier contract is used; the cold-chain tracking system, scheduled as a separate project; the farm labor and environmental standards program; and any second import gateway.
Assumptions: the grocery chain signs a three-year supply agreement before construction; farms can increase stem shipments by about 30 percent; the county issues permits within 90 days. Constraints: the Valentine's opening date, the $8.5 million budget and the airport district's zoning for cold storage.
Major Deliverables
Facility readiness (lease, permits, building fit-out, refrigeration, power); production capability (assembly lines, equipment, workflow design); people (hiring, training, supervision); systems (production planning, labeling, inventory and order integration); partner readiness (farm stem supply agreements, grocery chain agreement and packaging approval, carrier schedules); and launch (trial runs, first shipments, stabilization).
Stakeholder Register
Fawcett et al. (2008) studied supply chain management in practice and found that the benefits of collaboration were often blocked by barriers such as misaligned incentives, poor information sharing and lack of trust, and that bridges included shared goals, joint planning and relationship building. Freeman (1984) drew the circle of stakeholders wide, taking in anyone whose actions can shape a firm's goals and anyone those goals touch, which for a supply chain project reaches far past the company's own walls. The register below identifies the partners whose cooperation the project needs.
Partner farms (about 40): interest in steady stem orders and fair prices; influence high, since they supply every flower; concern about losing bouquet-making revenue.
Grocery chain buyers and category managers: interest in fresh, attractive bouquets at a target retail price and reliable weekly volume; influence very high, since the line exists for them.
Grocery chain distribution centers: interest in on-time, correctly labeled deliveries that fit their receiving windows.
Refrigerated carrier: interest in predictable loads; influence over delivery timing.
County building and fire departments: approve permits and inspect refrigeration and fire safety.
Power utility: must upgrade service for refrigeration loads.
Future employees: interest in steady work and safe, cold-weather conditions; influence through retention.
Neighboring cargo businesses: concerns about truck traffic in a congested airport district.
Andes Bloom's existing coolers and sales team: interest in not disrupting florist customers during transition.
The grocery chain's buyer can end the project with a signature she declines to give.
Engaging Stakeholders
Yang et al. (2009) found in construction projects that factors such as managing stakeholders with social responsibility, exploring their needs and constraints and communicating effectively were critical to successful stakeholder management. Andes Bloom's plan includes a monthly farm call with the top 15 farms and a visit to Bogotá and Quito before stem agreements are signed; biweekly meetings with the grocery chain's category manager, with packaging approvals scheduled early; a single coordinator for county permits; and a neighborhood meeting with adjacent businesses about truck routing.
Responsibilities Across Companies
Facility readiness: Andes Bloom's project manager responsible and accountable; the landlord and general contractor responsible for building work; county consulted.
Partner readiness: Andes Bloom's sourcing director responsible for farm agreements; the grocery chain's category manager accountable for its approvals; the carrier consulted on schedules.
Systems: Andes Bloom's IT lead responsible; the grocery chain's supply chain team consulted on label and electronic order formats.
Launch: Andes Bloom's operations director accountable; grocery chain and carrier responsible for their parts.
Stakeholders Who Could Be Hurt
Not every stakeholder gains. Two farms that earn much of their margin from assembling bouquets could lose business when Andes Bloom assembles in Miami. The sourcing director will offer them supply agreements for premium stems and a share of assembly for a florist line that stays at the farm, rather than simply cutting their orders. Workers at the existing coolers worry that the new facility will replace their jobs; the operations director has confirmed that current staff will be offered positions there first, with training. Neighboring businesses fear truck congestion; deliveries will be scheduled outside the morning cargo rush.
Governance and Change Control
A joint project board of Andes Bloom's chief executive, operations director and sourcing director and the grocery chain's director of floral meets monthly. Scope changes affecting cost, schedule or the grocery line require board approval; changes within Andes Bloom's own work under $50,000 can be approved by its project manager.
Conclusion
The bouquet facility's scope covers the building, lines, people, systems, partner agreements and launch, and excludes farm changes, new trucks and the tracking project. Its success depends on stakeholders Andes Bloom does not control, above all the grocery chain and the farms. A register with interests and influence, an engagement plan, a cross-company responsibility matrix and a joint board give the project a foundation for the scheduling work of Week 3.
References
Fawcett, S. E., Magnan, G. M., & McCarter, M. W. (2008). Benefits, barriers, and bridges to effective supply chain management. Supply Chain Management: An International Journal, 13(1), 35-48. https://doi.org/10.1108/13598540810850300
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman.
Yang, J., Shen, G. Q., Ho, M., Drew, D. S., & Chan, A. P. C. (2009). Exploring critical success factors for stakeholder management in construction projects. Journal of Civil Engineering and Management, 15(4), 337-348. https://doi.org/10.3846/1392-3730.2009.15.337-348
What the OPS 425 Week 2 instructions ask
The second OPS 425 assignment usually asks students to define the scope of a supply chain project and analyze its stakeholders. Prompts may ask for project objectives, a scope statement with deliverables, exclusions, assumptions and constraints, a high-level breakdown of the work, identification and analysis of stakeholders across organizations and a plan for engaging them, sometimes with a responsibility matrix. Use the project selected earlier or a scenario provided, include partners outside the company and explain how their interests affect scope. Support the analysis with project and supply chain management research cited in APA, and show how scope changes will be controlled.
How this OPS 425 Week 2 example is built
In this model, the facility's objectives are set in measurable terms: assembling up to 90,000 bouquets a week by the Valentine's Day season, with no more than five days from cutting to store. The scope statement includes the building fit-out, refrigeration, assembly lines, staffing, systems integration and the grocery chain's launch, and excludes farm-level changes, new delivery trucks and the cold-chain tracking project that follows. Major deliverables are listed. A stakeholder register covers farms, the grocery chain's buyers and distribution centers, the refrigerated carrier, the county building department, the power utility, future workers and neighboring cargo businesses, each with interests and influence. A responsibility matrix spans three companies, and a joint project board is formed.
OPS 425 Week 2 grading rubric: where the points go
Scope and stakeholder papers score well when the boundary is clear and the partners are real. Graders look for measurable objectives, a scope statement with explicit exclusions, assumptions and constraints and a breakdown of the work into major deliverables. The stakeholder analysis should include parties outside the organization, with their interests and influence, and a plan for engaging each. Credit goes to a responsibility matrix that crosses company lines and to change control that names who approves changes to scope. Research on stakeholder management and supply chain collaboration strengthens the paper. Specific examples, a logical order and properly cited sources finish a strong submission.
OPS 425 Week 2 help: mistakes to avoid
Many supply chain scope statements forget the partners: they describe the company's own work and assume farms, carriers and customers will adapt. Put partner deliverables in scope or state the assumption explicitly. Another frequent gap is a stakeholder list that names groups without saying what each wants or can do to the project. Add interests and influence. Students also skip exclusions, inviting scope creep from enthusiastic partners. State what the project will not do. Responsibility matrices often cover only internal roles; include the partner companies. Finally, explain how scope changes will be approved when several companies are involved, and who breaks a tie. If your boundary feels fuzzy, a tutor can help you test each item against the objectives.
Related OPS 425 sample papers
Other OPS 425 week samples
- OPS 425 Week 1: Supply Chain Projects and Value
- OPS 425 Week 3: Schedule and Resource Plan
- OPS 425 Week 4: Technology and Responsibility
- OPS 425 Week 5: Risk Mitigation and Closeout
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OPS 425 Week 2 questions, answered
What does OPS 425 Week 2 usually cover?
It usually covers defining the scope of a supply chain project and its stakeholders: objectives, scope statement and exclusions, major deliverables, stakeholder analysis across companies and responsibility assignment.
Where can I find a free OPS 425 Week 2 sample paper?
The Week 2 paper above defines scope and stakeholders for a flower importer's bouquet assembly facility; it is free to read in full.
Why are exclusions important in a scope statement?
They tell everyone what the project will not deliver, which prevents partners and sponsors from assuming extra work is included and reduces scope creep.
Who are stakeholders in a supply chain project?
Anyone who affects or is affected by it, including the company's own departments, suppliers, customers, carriers, regulators, employees and the surrounding community.
What is a responsibility assignment matrix?
A table showing which person or organization is responsible, accountable, consulted or informed for each deliverable or activity.
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