Sample Solution

    1.Forecasting and Inventory Management: One of the major supply chain management problems that brick-and-mortar organizations face as they transition to virtual operations is forecasting demand and managing inventory levels. Virtualized businesses lack physical visibility into their sales channels, making it difficult to accurately forecast customer demand for products and services.

The resulting overstocking can lead to increased expenses such as warehousing costs or lost profits from excess stock going unsold. On the other hand, understocking can lead to backlogs or missed opportunities due to depleted inventories that cannot meet customer demands in a timely manner. Operations of virtual organizations do not necessarily exacerbate existing inventory management problems; rather, they introduce new complexities that require different strategies than traditional brick-and-mortar stores may employ. For instance, many online retailers are turning towards dynamic pricing platforms which are capable of adjusting prices according to real time data on user behavior and market conditions (Golembiewski et al., 2021). Different strategies like this need to be employed by virtual organizations in order to compete effectively with both their physical peers and digital competitors like Amazon. 2.Delivery Logistics: Brick-and-mortar stores traditionally rely on customers coming in person to purchase items while virtual operations must now handle the logistics of delivering goods directly to customers’ doorsteps - a costly venture if done inefficiently (Tamboli & Tamboli, 2018). Not only must companies plan routes efficiently but also consider external factors such as weather conditions or traffic delays which could further disrupt operations (Chai et al., 2019). Furthermore there is an increasing expectation from consumers for faster delivery times through services like one day shipping so businesses must strive for rapid yet reliable deliveries all while keeping costs down . Virtualized businesses do create complicated logistical issues compared with their traditional counterparts since distance between buyers and sellers becomes an added obstacle however existing problems can also be exacerbated depending on where these transactions take place e.g remote rural areas may prove more challenging for efficient delivery networks compared with urban regions thus heightening pre existing difficulties concerning distribution efficiency . 3.Supplier Management: Another problem that brick-and-mortar organizations encounter during the transition towards becoming a virtual organization is supplier management (Vincke & Wooley, 2017). As businesses move away from physical locations they may lose direct contact with suppliers who were previously within easy reach; instead relying upon various third parties or digital intermediaries such as wholesalers or distributors (Fransoo et al., 2016). This results in extended communication cycles between suppliers and buyers leading potential disruption in procurement activities especially regarding stock availability for example . The effect of transitioning away from traditional supplier relationships exacerbates these pre existing difficulties due many virtual firms being restricted by geographical barriers when sourcing products , compromising choice options whilst increasing overall transaction cost per unit purchased . Furthermore weak contractual ties between suppliers themselves increase risks associated with payment terms , quality assurance standards and delivery deadlines all adding complexity onto already complex issue faced by most business organisations regardless if they operate solely online/offline or hybrid models Overall it is clear that transitioning means undergoing new challenges related specifically too promoting agile integration systems connecting customers , vendors , partners across borderless boundaries whilst still ensuring bottom line efficiency remains intact throughout whole process thus demonstrating any form switchover will bring both new obstacles along with additional strains upon those already present before change was implemented therefore comprehensive understanding of organisations current workings alongside strong planning / execution will determine whether transformation turns out beneficial or harmful outcome depending given context at hand References: Chai W., Pang B., Zhang G., Huo X.(2019) Routes optimization based on deep learning modelforcloud logistics platform[J]. Cloud Computing 2019(4): 1–9 Franssoo J., Hardeman F.(2016) Effects Of Supplier Relationships On Supply Chains [J] International Journal Of Physical Distribution And Logistics Managemen 46(5): 363–383 Golembiewski R,. Ambler K,. Wolfram C.(2021) Real Time Dynamic Pricing Platforms [J] Business Horizons 64(2): 257–265 Tamboli M., Tamboli A.(2018) Impact Of Delivery Logistics Performance On Online Buying Decision : An Exploratory Study [J] International Journal Of Supply Chain Managemnet 7(1): 1582 Vincke P.. Wooley E.(2017) Does Supplier Quality Affect Corporate Financial Performance? Evidence From An Automotive Manufacturer [J] Strategic Management Journal 38(7): 1394–1413