Supply chain is a network of all interconnected individuals, resources, operations, activities, organization as well as technology that is involved in the production and distribution of a particular product, from when the raw materials are delivered by the supplier to the production, through to when it is finally delivered to the end customer (Tang, 2011) . The distribution channel is a section of the supply chain responsible for getting the manufactured product to the user. Supply chain management is the process of oversight that monitors information, finances and raw materials when they flow from the suppliers up to the customers. Supply chain comprises of the following significant flows; the flow of information, finances as well as the flow of the product. Supply chain management involves incorporating and coordinating these specific flows from within as well as among organizations.
Supply chain maturity levels are essential as they enable the business to seek new ways on how they can safeguard the supply chain and at the same time remain cost-effective, specific and efficient in its operations. This can be made possible by implementing a supply chain maturity model that consists of the following three levels; at level one, the main focus is on how to improve the operational processes of the company, with efforts from within focused on incorporating the different aspects of the chain (Poirier, 2009) . The business should be ready to encounter a reduction in service providers as well as suppliers. At level two, the focus is mainly on the gains from logistics together with enhancing the efficiency of physical distribution. Managing demand is a critical factor at this level, enabling the business to put a priority on programming, production, and planning. At level three, organizations redesign their organizational network and start to develop a unique system of the business. Demand and supply are brought at the same level. More so, global networks are designed with logistical suppliers as well as clients.
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Supply chain collaboration refers to when two or more companies work together in the planning and implementation of various operations in a supply chain (Poirier, 2009) . Businesses that have collaborated effectively over a supply chain have had a dramatic decrease in costs as well as inventories, enhanced consumer satisfaction, levels of services provided and speed. For collaboration to be successful, the companies should collaborate in terms of how strong they are, implement the proper benefit-sharing approach and lastly, selecting collaboration partners basing on strategic objective, capability as well as potential overall value. Supply chain risk mitigation involves a series of different actions and measures implemented to restrict any consequences from an event that may negatively affect the supply chain (Chen, 2011) . After evaluation of the potential risk areas, the business or management should undertake proactive series of measures to control and monitor the particular risks in the supply chain.
Supply chain strategic sourcing is defined as the organized as well as a common approach to managing a supply chain that stipulates how information is collected and then how it will be used (Rouse, 2018) . This enables the company to leverage the consolidated purchasing power it has to get the best values in the market. It requires an evaluation of what the company buys, at which price, from who, and the volume or size. Strategic sourcing is different from conventional buying since it focuses more on the complete life-cycle of an item and not just the initial buying price (Poirier, 2009) . Software modules are available to assist companies in strategic sourcing.
References
Chen, A. (2011). Extensions on Supply Chain Risk Mitigation matrix model approach. Safety science , 1250-1268.
Poirier, C. (2009). Diagnosing Greatness: Ten Traits of the Best Supply Chains. Plantation, FL: Ross F Publishing.
Ruth, M. (2018). Strategic Sourcing in Supply Chain Management. Havard Business Review .
Tang, S. (2011). Supply Chain Management. International Journal on Economics and productions , 105.
