Due 4/8

Submit this assignment as a 400- to 750-word Microsoft Word document. Sources should be cited according to APA style.

INT 220 Module Six Assignment: Global Supply Chain Case


In Module Six, you have explored logistical and cultural considerations for managing diverse teams. In this assignment, you will apply what you have learned by analyzing a case study to draw conclusions about corporate social responsibility in an international context.


Read the case study 
Apple and Its Suppliers: Corporate Social Responsibility
, taking careful note of examples and explanations of Apple’s views on corporate social responsibility, countries involved in the supply chain, and whom the public held responsible for the ethical violations.
Specifically, you must address the following rubric criteria:
· Key Points: Briefly summarize key points that the case raises, such as who was involved; key problems and concerns identified; and questions about corporate social responsibility, public opinion, and/or international business.
· Corporate Social Responsibility: Explain how corporate social responsibility, specifically related to employee treatment, is important to a business.
· Public Opinion: Explain how the media and public opinion influenced the situation and what lessons a business practitioner can learn from Apple’s experience with how the media and the public can impact business.
· International Business: The case states that although the concerns regarding poor employee treatment were related to events at manufacturing facilities such as Foxconn and Pegatron, the concerns regarding corporate social responsibility fell to Apple. Explain what this can teach business professionals about international business and supply chain management.
· Labor Practices: Compare the advantages and disadvantages of commonly used labor practices in international business.
· The Road Ahead: The end of the case raises a few questions regarding how Apple should proceed. On the basis of what you have learned in this module and throughout the course, explain how you think Apple should have proceeded following the incident outlined in the case and why. Make sure to use evidence from course and/or external resources to support your response.

Guidelines for Submission

Submit this assignment as a 400- to 750-word Microsoft Word document. Sources should be cited according to APA style.



Sun Hye Lee, Michael J. Mol, and Kamel Mellahi wrote this case solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names
and other identifying information to protect confidentiality.

This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com.

Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-03-22

Will it ever be good enough? That was the key question facing Apple Inc., (Apple) the California-based
multinational technology company that was known for its innovative hardware, software, and online
services. Apple had been accused of having allowed labour rights violations in China at Foxconn, a major
supplier of its products in 2009, but the company had worked hard to overcome these issues to avoid any
negative ramifications for its corporate image. Yet on December 18, 2014, new evidence was presented in
a British Broadcasting Corporation (BBC) documentary that showed that labour rights violations continued
to occur in China, this time at Pegatron, another large Apple supplier that specialized in the assembly of
Apple’s iPhones 1 This documentary questioned Apple’s repeated statement in its 2014 supplier
responsibility progress report that “Each of those workers has the right to safe and ethical working

Jeff Williams had been promoted to the role of senior vice president for Operations only 15 days earlier,
when he was put in charge of what Apple called “end-to-end supply chain management . . . dedicated to
ensuring that Apple products meet the highest standards of quality.”3 Given the huge progress that Apple
had achieved, was the company simply being singled out unfairly because of its size, visibility, and earlier
problems? Indeed, Apple now had an excellent reputation in terms of corporate social responsibility (CSR)
and, in 2014, had been ranked fifth on Forbes’ “best CSR reputations” list.4 As Apple’s stock market value
moved ever closer to US$1 trillion,5 did outside observers hold Apple, the most valuable company ever, to
a higher level of corporate social responsibility? Alternatively, had the company still not fully come to
terms with the nature and magnitude of its CSR challenges?

It had indeed proven to be difficult to maintain control over Apple’s vast operations, particularly when most
activities were undert

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