...Advanced Composites as High-End Engineered Materials K.S.Krishnamurthy, PhD Date : 05th March 2009 www.itcinfotech.com Advanced Composites as High-End Engineered Materials T he quest for using light-weight structural materials, which also have the necessary strengths, especially in aerospace industry led to the development of the modern fiber reinforced laminated composite materials in the late 70’s. While light weight metals such as aluminum or its alloys were widely used in the industry, they still lacked the necessary strengths and stiffnesses required in high strength applications. These limitations of pure materials or alloys were overcome by embedding fibers of glass, carbon, Boron and other substances in a metal or polymer matrix paving the way for an era of advanced man made materials of high strength. The fundamental idea of reinforcement of a weaker matrix material with tougher fibrous materials has, however, always existed since primitive times and is still being used in a variety of ways- in simple to complex engineering application domains. Mud mixed with jute or straw are still being used for building construction in certain societies, with an intuitive understating of the improvement in structural behavior. Reinforced cement concrete was invented with similar ideas, as hardened concrete though having a high compressive strength can resist negligible tensile loads. Mild steel bars with a good bond in the concrete matrix are designed to take all the...
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...McKinsey Global Institute May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world...
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...Capturing Value in Global Networks: Apple’s iPad and iPhone Kenneth L. Kraemer, Greg Linden, and Jason Dedrick1 University of California, Irvine, University of California, Berkeley and Syracuse University July 2011 1 Acknowledgement: This research has been supported by grants from the Alfred P. Sloan Foundation and the U.S. National Science Foundation (CISE/IIS). Any opinions, findings, and conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of the Sloan Foundation or the National Science Foundation. Abstract This article analyzes the distribution of value from innovation in the global supply chains of the Apple iPad and iPhone. We find that Apple continues to capture the largest share of value from these innovations. While these products, including most of their components, are manufactured in China, the primary benefits go to the U.S. economy as Apple continues to keep most of its product design, software development, product management, marketing and other high-wage functions in the U.S. China’s role is much smaller than most casual observers would think. A key finding for managers is that they need to beware of relying too heavily on single customers. With its control over the supply chain, Apple has the power to make and break the fortunes of many of its suppliers. A key finding for policymakers is that there is little value in electronics assembly. Bringing high-volume electronics...
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...McKinsey Global Institute May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw...
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.......................................................5 Performance (Conclusion) ………………………………………………………6 Portfolio performance……………………………………………………………..6 Share performance………………………………………………………………7 Technical analysis……………………………………………………………7 Fundamental analysis………………………………………………………..8 Recommendation …………………………………………………………………..9 Reference …………………………………………………………………………10 Appendices ………………………………………………………………………10 Findings Introduction Australian market. (Portfolio 1) Portfolio 1 gathered 9 shares from different industries. After comparing the covariance of each share, 2 of them knocked out from the list. It comes to the end that the type of business engaged in this portfolio are transport (Asciano Limited), material (Amcor Limited), resources (Fortescue Metals Group Ltd) , financial (Commonwealth Bank of Australia) , energy (AGL Energy Limited) , insurance ( Insurance Australia Group limited), Agricultural Chemicals (Incitec Pivot Limited). Asciano Limited is company founded in 1996, it started with rail industry then the company has been through several amalgamate and restructure process. This company was listed on the ASX in 2007. Amcor Limited’s history dates back to 1860s but officially established in 1986. It is one of the world's top global packaging companies. Fortescue Metals Group Ltd was founded in 2003. The company has been doing well in iron ore production and sea-borne trading in the last decade. Commonwealth Bank of Australia provides...
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...Advanced Manufacturing Competency Model Updated April 2010 Employment and Training Administration United States Department of Labor 1 www.doleta.gov Updated April 2010 Advanced Manufacturing Competency Model Table of Contents About the Model 3 Tier One: Personal Effectiveness Competencies 4 Interpersonal Skills 4 Integrity 4 Professionalism 4 Initiative 4 Dependability & Reliability 4 Lifelong Learning 4 Tier Two: Academic Competencies 6 Science 6 Basic Computer Skills 6 Mathematics 7 Reading 7 Writing 7 Communication—Listening and Speaking 8 Critical & Analytical Thinking 8 Information Literacy 8 Tier Three: Workplace Competencies 10 Business Fundamentals 10 Teamwork 10 Adaptability/Flexibility 11 Marketing and Customer Focus 11 Planning and Organizing 12 Problem Solving and Decision Making 12 Working with Tools and Technology 13 Checking, Examining, and Recording 13 Sustainable Practices 14 Tier Four: Industry-Wide Technical Competencies 15 Entry-Level 15 Manufacturing Process Design/Development 15 Production 15 Maintenance, Installation, and Repair 17 Supply Chain Logistics 17 Quality Assurance and Continuous Improvement 18 Sustainable and Green Manufacturing 19 Health, Safety, Security, and Environment 19 Technician Level 21 Manufacturing Process Design/Development 21 Production...
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...Part Five GLOBAL STRATEGY, STRUCTURE, AND IMPLEMENTATION Chapter Eleven The Strategy of International Business OBJECTIVES • To identify how managers develop strategy • To examine industry structure, firm strategy, and value creation • To profile the features and functions of the value chain framework • To assess how managers configure and coordinate a value chain • To explain global integration and local responsiveness • To profile the types of strategies firms use in international business Chapter Overview Chapter Eleven presents tools and concepts used in analyzing and formulating international business strategy. First, the relationship between industry structure and competition in global industries is examined. Next, value chain analysis is used to identify the internal capabilities of the firm that can be leveraged to create competitive advantage. Effective international strategy depends greatly on the proper configuration and management of a company’s global value chain. The sometimes conflicting demands of global integration versus local responsiveness are examined. Finally, a typology of strategic alternatives including multidomestic, international, global, and transnational strategies is presented. CHAPTER OUTLINE OPENING CASE: Value Creation in the Global Apparel Industry [See Fig 11.1 and Map 11.1.] Zara, a large clothing retailer headquartered in northwest Spain, has used an innovative...
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...Environmental Factors Analysis of McDonald's McDonald's is one of the chief international retailers in providing foodservices to its customers. There are more than 31,000 local restaurants, which cater nearly about 52 million people every day by providing world class fast-food in more than 100 countries. McDonald's chain is spread all over the world (McDonald's, 2009). 70 % restaurants of Mc Donald's are local and independent franchisees, which operate globally. McDonald's holds a major part of the share in the globally popular restaurant industry in approximately all the countries where it is operating its services (McDonald's, 2009). It doles out some of the favorite foods all around the world like World Famous French Fries, Big Mac, Quarter Pounder, Chicken McNuggets and Egg McMuffin (McDonald's, 2009). Among the most precious and renowned brands of the world, McDonald's is one. Approximately on all the countries where the McDonald's operates its services, it holds a major share in the global renowned quick service restaurant industry of the informal eat out market (McDonald's, 2009). McDonald's is a global organization which uses market research to understand the market environment before making any decisions related to market. This will help the company to identify the favorable and unfavorable factors in the environment from the standpoint of the firm. The environmental factors that affect the restaurant industry in which the McDonald's is operating are: political factors...
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...ID number: 0971546 Paper in: MBA 23901 Corporate Strategy and Global Business Policy - GE Wind Strategy Study - Date turned in: 05.01.2014 For: BI Norwegian Business School-Fudan University MBA Programme 05.01.2014 Content Table of Contents Content ............................................................................................................................ i Introduction .................................................................................................................. ii 1. Industry Analysis ................................................................................................ 1 2. Competitive Analysis ......................................................................................... 4 3. Value chain analysis ........................................................................................... 7 4. Strategy core analysis ........................................................................................ 8 5. Advantages and disadvantages ...................................................................... 9 6. Conclusion .......................................................................................................... 10 7. Reference ........................................................................
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...Strategic Management Report – an External Environment Analysis Hsinyin Tan Strategic Management Report – an External Environment Analysis This essay will provide two aspects of environmental assessments undertaken on 800 Super Holdings Limited (800): a macro-environmental PESTEL analysis, and an industry analysis using Porter’s Five Forces of how 800 fairs in today’s competitive environment. 800 Super Holdings Limited 800 is a home grown company with humble beginnings in 1986 before its IPO offering and listing on the SGX-Catalist on 15 July 2011. An established integrated environmental solutions provider, 800’s business lies in waste management (WM) and recycling, cleaning and conservancy; and horticultural services. With its broad range of services, 800’s customer base is diverse and ranges from municipals to the industrial, institutional and commercial sectors (800 super, 2015). 800 has posted healthy profits year after year, with FY2014 revenue increasing 17.9% to S$115 million and net profit after tax improving 57.1% to $9.1 million (Chairman Statement, 2014); as of HY2015, revenue has already increased 95.4% to S$12.3 million, pushing current net profit to S$4.6 million (800 super, 2015). 800’s recent prominent deals include a Ministry of Home Affairs S$38.6 million three-year contract for cleaning and horticultural services in the East and West regions (shareinvestor, 2015). Winning two out of eight integrated public cleaning (IPC) seven-year contracts in the...
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...Welcome to the Samsung Global Strategy Group I. Samsung Overview II. Introduction to the Global Strategy Group (GSG) III. GSG & You IV. Korea & Seoul I. Samsung Overview I. Samsung Overview (Revenue & Global Presence) Fast growth and vast global footprint Samsung Group Revenue ※ Billion US Dollars Global Operations 318 369,000 employees worldwide 510 offices and facilities in 79 countries 141 87 226 Electronics 80 Samsung 22 1997 2005 2012 4 I. Samsung Overview (Leading Products) 5 I. Samsung Overview (Leading Products) 6 I. Samsung Overview (Brand Value) Samsung ranked 9th among global companies in 2012 7 I. Samsung Overview (Total 29 Affiliates Companies) The Samsung Group consists of many different business units Electronics Industry Electronics Engineering & Heavy Industry C&T Corporation Engineering Financial Services Life Insurance Fire & Marine Insurance Samsung Card Securities Asset Management Venture Investment Chemical Cheil Industries Inc. Petrochemical Fine Chemicals BP Chemicals Total Other Companies Cheil Worldwide Everland Inc. The Shilla Hotels & Resorts Economics Research Institute S1 Corporation Medical Center BioLogics SDS Heavy Industries Electro-Mechanics Techwin SDI Display Corning Precision Glass Bioeps 7 Affiliates 3 Affiliates 6 Affiliates 5 Affiliates 8 Affiliates 8 I. Samsung Overview (SEC Biz. Division) HME : Health Medical...
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...GLOBALIZATION Globalization is the increasing integration of different national economies into one global market economy. It alters competitiveness conditions with the arrival of new players on the global scene and causes traditional roles to be redefined. GLOBALIZATION AS A GLOBAL TREND What seems to be a novelty is, in fact, a series of changes related primarily to the gradual removal of trade barriers, financial market deregulation, the communication technology revolution, and the impact of a more informed society. The causes of the current globalization wave include: • Technical and scientific progress, especially developments in the telecommunications sector and the communications sector as a whole. • Widespread transport use on an international scale. • A strong increase in demand for goods and services, resulting from a wealthier population and greater life expectancy. THE DIMENSIONS OF GLOBALIZATION Globalization is far from being one-dimensional. Economically, the primary effects of globalization are seen in the reduction of protectionist policies, the liberalization of international economic transactions, and the expansion of Foreign Direct Investment (FDI). Technological advances contribute decisively to productivity improvement, economic growth, and international trade. From a political perspective, one of the consequences of globalization is the loss of the countries’ independence on certain issues in that international decisions are directly filtered...
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...Structure analysis Almeco CM Lab 1. Introduction The purpose of this assignement is to conduct a structure analysis of the company in order to indentify which of the factors of the environment determine the organisation of the company, what strategy should the company choose and if the company is mechanistic or more organic. As the medical industry is one of the leading industries in the Danish business world Almeco CM Lab is very provocative and interesting subject for analysing. The company has the ability to differentiate in such a big environment, because of that fact, the main aim of their organisation is to keep innovation. 2. External environmental analysis Each organisation’s activies, structure and choices are influenced by different factors, conditions, entitles and events. The main stakeholders of an organisations can be the surrounding industry, raw materials, Human Resource Management, financial resources, market, technology, economy, government and the internationalisation. The medical industry, being one of the leading industries in Denmark, has the biggest influence of Almeco CM Lab. The industry has expirienced global growth rates of approximately 7 % over a period of 4-5 years , owning to this fact, the ability to be more innovative is being given to the organistion, which means that the company should provide higher level of professionalism and specialisation. Almeco set up 1 000 m2 of production facilities and their plan...
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...Industry profile Automobile industry is the industry that selling and producing self-powered vehicles, motorcycles, trucks, commecial car, farm equipment, and passenger cars. The first industry build up from 1860, this industry are developed by Jean Joseph Etienne, he is the first practical internal-combustion engine. In 1890, U.S start introducing cars with interchangeable machine-produced parts. Henry Ford began to mass produce cars using assembly line to bulk production of cars in 1914 (Economywatch, 2010). The U.S industry was achived the global market sales which is 83%, it also reached 6.7 million and 9.3 million in 1965. The automobile industry was bring up ecomomy of U.S in forepart. The automobile industry start advanced to national from the U.S such as Japan and certain European nations after the end of second World War . Begining in the early 1980, the U.S automobile industry start collaborate with foreign company, especially Japan and Germany; especially the bigest car company of Japan and Germany which is Toyota and BMW this two company (Porter, M). Forces affecting competitive strategy In the economic world, every industry are facing the same forces model of environment threats. The threats of entry for automobile industry, technology and quality of the vehicles is the main problem when a new firm entry the market. The new entrants will bring new ideas and innovative products to the industry, it was make the existing companies facing high retaliation possible...
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...on to get ahead of what comes next. What to do about it Place greater emphasis on proximity to both demand and innovation while: • Making location decisions that balance economies of scale against the growing diversity of tastes within and across global markets Building supplier ecosystems that combine technical expertise with local domain and market knowledge Developing the people and skills needed to make the most of technological advances across the organization • • © Bruno Ehrs/Corbis 2 When offshoring entered the popular lexicon, in the 1990s, it became shorthand for efforts to arbitrage labor costs by using lowerwage workers in developing nations. But savvy manufacturing leaders saw it as more: a decisive change in globalization, made possible by a wave of liberalization in countries such as China and India, a steady improvement in the capabilities of emerging-market suppliers and workers, a growing ability to transfer proven management processes to new locales, and increasingly favorable transportation and communications economics. Something of equal moment is occurring today. As we settle into a “new normal” catalyzed by the global financial crisis, the ensuing recession, and an uneven global recovery, traditional arbitrage...
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