...Final Case Submission: Avion Inc. 1. What parts of the supply chain are most closely involved with the situation in this case? What is the responsibility of each part in order to maintain a smooth flow of material? Procurement and Contracts: Should be responsible to amend the agreement that clearly defines what the service level requirements are, sets out the change control mechanism, the communication protocol and representative of both parties and review the agreement in conjunction with the supplier to remove any ambiguity. Category Management: Should be responsible for developing a SQM that will allow provide both parties with a forum to work in partnership and set targets and KPIs. Material Management: Should be responsible to understand the required and forecast inventory stocks and coordinate accordingly. Logistics: Should be responsible for transporting the product through the supply chain. 2. What initially appears to be the problem? What really is the problem(s) in this case? The problem initially appears to be that the vendor is not meeting the expected performance level required by the customer. However the problem is not with the vendor rather within Avion. It appears that the company does not have appropriate cross function engagement, rather working in silos. There is no obvious communication structure whereby the SCM understands the scope requirements and can translate this to the vendor. Also following contract award it is not clear what...
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...Avion, Inc. Susan Dey and Bill Mifflin, procurement managers at Avion, Inc. sat across from each other and reviewed a troubling performance report concerning a key supplier, Foster Technologies. The report detailed the deteriorating performance of Foster Technologies in the areas of material quality and on-time delivery. Susan: I don’t believe what I am seeing. This supplier was clearly a star when we performed our supplier visits before awarding the contract for the new Amrod product line. Bill: I’m not pleased. I was on the team that performed the audit and site visit. Foster’s management was so smooth--they indicated they could meet all our requirements. I feel like we’ve been mislead by this supplier. Susan: Didn’t you look at their processes and quality systems? Bill: Sure we did. Everything checked out fine. But now every other shipment has some problem and the delays are hurting our ability to get our product to our customers. What really struck us about this supplier was how innovative they were. Foster’s biggest drawback was their size--they lacked some depth at key manufacturing engineering positions. Maybe that’s why they are having problems. It could be that someone has left the company. Susan: We are going to have to address these problems quickly. Bill: I’ll tell you what I am going to recommend. We should begin immediately to look for another supplier. I never was a fan of these single source contracts. They leave us open to too...
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...AVION, Inc. Answers: 1. The parts of supply chain which are closely involved in this situation are Purchasers and Suppliers There was a miscommunication between the purchasers and suppliers. The purchasing company (Avion Inc.) should have told the supplier company (Foster Technology) that there is an additional requirement of goods. Is it possible to supply additional goods? Or else the purchasing company would have found an alternate solution like bringing in an additional supplier. The forecasting department is also responsible for this cause. If they had already forecasted that there would be a requirement then an alternate solution could have been found. In order to maintain a smooth flow of material each and every department in the supply chain namely Transportation (inbound and outbound), procurement, Inventory management, operations, marketing, forecasting team & sales team should have a nice communication between them. A periodic analysis on each and every department is also required. 2. The initial problem was that the qualities of goods delivered were low and the goods delivered were late. This made the procurement managers to blame that the supplier company is showing a poor performance. But, the actual problem was that the original procurement order was different from the actual order i.e. the original order was 2000 units per month, but the actual order was increased to 4000 units per month. The company had production unit, which can produce only 3500...
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...1.What parts of the supply chain are most closely involved with the situation in this case? What is the responsibility of each part in order to maintain smooth flow of material? There are two components of the supply chain that have broken down in this instance, materials management and production. Materials management is responsible for correctly forecasting the needed supplies and materials and passing that information off to the supplier. Production is responsible for maintaining a good line of communication based of their demand, if they are in need of more material and supplies this needs to be up-channeled to management which in turn should make a decision based on the information at hand. In my opinion, based on the available information it seems that Avion Inc. should be looking for another supplier in order to supplement what Foster cannot cover. 2. What initially appears to be the problem? What really is the problem(s) in this case? Initially it seems that the problem is Foster’s inability to keep their promise of2500 units per month, possibly because of employee issues. Upon further review it is apparent that Avion has a systemic supply chain issue based mostly on miscommunication, or no communication between departments and their suppliers causing a bullwhip effect throughout the supply chain. Foster promised2500 units per month, and Avion is ordering 4000 units per month which is outside of Foster’s capacity which is in-turn causing contractions in the supply...
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...In-Flight Entertainment: “What is In-Flight Entertainment?” Marcel Sebastian Veit Schiffmann Pace University Janet Jones 091A Academic Writing (CRN 24297) In-Flight Entertainment: “What is In-Flight Entertainment?” Introduction This Research Paper is going to clarify the question about “What is In-Flight Entertainment?” It also reveals how “In-Flight Entertainment” was developed, and what basically is needed to be done until passengers can finally enjoy their “In-Flight Program”. Most people have never heard about the term of “In-Flight Entertainment” and have no understanding what this topic is all about. They take it for granted that they get entertained on a long distance or even short distance flight. Movies, music, applications and games are seen as natural given things on board of an airplane and most people don´t understand that there is much more behind it than just pulling their screen out of their armrest or turning the screen on, which is mounted to the backrest of their front seat. From the past till the present, when everyone has its own screen and can choose from a variety of entertainment options, it was a long way to go. Started with exhibitions of silent movies on linen by 16mm film reels at the beginning of the early 1920´s, as mankind was just about to conquer the sky and aviation was still in its infancy, up to black and white TV screens in the 1960´s, until today, with every passenger having its own LCD screen in front. In order to...
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...12/11/2015 HR Articles: Problem Statement, HR Recruitment influenced by Internet 1 More Next Blog» Create Blog Sign In Find Air Tickets, Book Hotels & Rent Cars Problem Statement, HR Recruitment influenced by Internet +1 Recommend this on Google jetradar Origin Origin Destination Destination Depart date 18 december, fr Return date 25 december, fr Passengers/Class 1 passenger economy сlass Search http://humanresourcesarticles.blogspot.my/2014/11/problemstatementhrrecruitment.html 1/15 12/11/2015 HR Articles: Problem Statement, HR Recruitment influenced by Internet Show hotels Most Popular Posts Most Popular Posts Launching an Intranet; Data in Hiring; Bad Phish Thursday, Dec. 10, 2015 7 Tips to Launching an Intranet Social intranets are helping organizations overcome the barriers of location, language and ... Dec 10, 2015 11:21 AM Kutik on the Real Five Generations in the Workplace Email not displaying correctly, click here. December 10, 2015 Welcome to our weekly look at Webexclusive columns that appear on www.HREOnline.com ... Dec 10, 2015 11:08 AM Last Chance: 40% Off + Free Shipping on Custom Holid... It's crunchtime to order your holiday cards get them today to ensure delivery next week! Grab them now from The Signature Collection, with cards... Dec 10, 2015 9:50 AM A day in the Life of HR The industrial relations system is defined as an analytically subsystem of...
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...ADVOCATE® User Guide Guía del usuario IMPORTANT: Thoroughly read and follow the instructions in the vehicle owner's manual and this user guide before installing this child seat. Store this user guide in the pocket behind the cover (See features pages for reference). IMPORTANTE: Debe leer y seguir atentamente todas las instrucciones en el manual del vehículo y en esta guía usuario antes de instalar el asiento de seguridad para niños.Guarde esta guía del usuario en el bolsillo detrás de la cubierta (utilice las páginas sobre las características de referencia). User Guide - English Table of Contents User Guide - English������������������������������������ 1 Child Seat Features�������������������������������������� 2 Safety Information���������������������������������������� 4 Warnings��������������������������������������������������������������������4 Important Notes���������������������������������������������������������5 Certification����������������������������������������������������������������6 Registration���������������������������������������������������������������6 Child Fit Information��������������������������������������������������7 Rear-Facing Installation������������������������������� 8 LATCH Installation�����������������������������������������������������8 Lap-Shoulder Belt Installation���������������������������������10 Lap Belt Installation�������������������������������������������������12 Forward-Facing...
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...TABLE DES MATIÈRES Table des matières Résumé du projet 2 Introduction 3 Synthèse des écrits et des questions de recherches 5 Méthodologie de recherche 10 Etude qualitative 10 Etude quantitative : 12 Analyse des résultats 15 Analyse des données qualitative : 15 Analyse des données quantitative : 16 Limites de l’étude 27 27 Conclusions, discussion et implications 28 Bibliographie: 31 Annexes: 32 Résumé du projet L’écoute de la musique classique est une pratique sans doute très appréciée par une grande variété de personnes, toutefois il arrive souvent que certaines salles de concerts classiques ne soient pas remplies comme espéré. La faculté de musique de l’Université Laval ne fait pas l’exception. Pour cette raison, ayant comme mandat de réaliser une étude de marché, nous avons décidé de traiter le cas des concerts de musique classique organisés par la faculté de musique au sein de l’Université Laval. L’objectif de notre travail a été celui de comprendre pourquoi les personnes assistent aux concerts de musique classique de l’université, ou mieux encore, pourquoi ils n’y assistent pas. Nous avons cherché d’identifier et mesurer les critères auxquels les clients et les non-clients, donnent le plus d’importance, afin que la faculté de musique puisse créer des offres mieux adaptées aux attentes des clients. Nous avons tout d’abord commencé par citer des chiffres dans notre introduction, dont l’objectif a été d’illustrer la situation de la musique classique...
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...The Role and Measurement of Quality in Competition Analysis 2013 The OECD Competition Committee discussed the role and measurement of quality in competition analysis in June 2013. This document contains an executive summary of that debate and the documents from the meeting: an analytical note by the OECD staff and written submissions: Australia, Canada, Chile, the European Union, Indonesia, Japan, Mexico, Portugal, United Kingdom, Ukraine, United States and BIAC. A note by Theodore Voorhees Jr. as well as a detailed summary of the discussion are also included. Competition policy is just as concerned with quality as it is with prices. While the importance of quality is undisputed and issues about quality are mentioned pervasively in competition agency guidelines and court decisions, there is no widely-agreed framework for analysing it which often renders its treatment superficial. There are a number of reasons why in practice, courts and competition authorities rarely analyse quality effects as rigorously as they analyse price effects. First, quality is a subjective concept and therefore much harder to define and measure than prices. In addition, microeconomic theory offers little help in predicting how changes in the level of competition in a market will affect quality and it is usually up to empirical analysis to determine how quality will change in response to varying degrees of competition in the context of particular markets. Given difficulties in terms of the evaluation...
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...Titre de l’édition originale STEVE JOBS : A BIOGRAPHY publiée par Simon & Schuster, Inc. Maquette de couverture : Bleu T Photo de couverture : Albert Watson © 2011 by Walter Isaacson Tous droits réservés. © 2011, éditions Jean-Claude Lattès pour la traduction française. Première édition novembre 2011. ISBN : 978-2-7096-3882-1 « Seuls ceux qui sont assez fous pour penser qu’ils peuvent changer le monde y parviennent. » Publicité Apple « Think Different », 1997 Table des matières Les personnages Introduction : La genèse de ce livre 1- L’enfance : abandonné puis choisi 2- Un couple improbable : les deux Steve 3- Tout lâcher : harmonie, ouverture, détachement… 4- Atari et l’Inde : du zen et de l’art de concevoir des jeux 5- L’Apple I : allumage, démarrage, connexion 6- L’Apple II : l’aube d’une ère nouvelle 7- Chrisann et Lisa : celui qui a abandonné… 8- Xerox et Lisa : les interfaces graphiques 9- Passer en Bourse : vers la gloire et la fortune… 10- Le Mac est né : vous vouliez une révolution 11- Le champ de distorsion de la réalité : imposer ses propres règles du jeu 12- Le design : les vrais artistes simplifient 13- Fabriquer le Mac : le voyage est la récompense 14- Entrée en scène de Sculley : le défi Pepsi 15- Le lancement : changer le monde 16- Gates et Jobs : quand deux orbites se croisent 17- Icare : à monter trop haut… 18- NeXT : Prométhée délivré 19- Pixar : quand la technologie rencontre l’art 20- Un homme comme les autres...
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...1. China Mobile, empereur de la téléphonie China Mobile a de quoi faire pâlir de jalousie Orange, SFR et Bouygues réunis. Le premier opérateur mobile de Chine totalise 290 millions de clients, ce qui en fait le plus gros opérateur mobile du monde. La société est issue de la restructuration du secteur des télécommunications chinois en 2000, pour cause d'entrée dans l'organisation mondiale du commerce. - Chiffre d'affaires 2010: 24 milliards d'euros - Résultat opérationnel 2010: 7,3 milliards d'euros 2. Dongfeng, des partenariats pour mieux grandir Dongfeng Motor, troisième constructeur automobile de Chine, n'en finit plus de grandir. Son bénéfice net a augmenté de 69% au premier semestre 2009, à 107,7 millions d'euros. Une des recettes de l'entreprise : monter des co-entreprises avec des acteurs plus expérimentés, tels Honda et PSA. En 2007, Dongfeng lancera sept nouveaux modèles sous sa propre marque. Il est entré en bourse fin 2005. - Chiffre d'affaires semestriel 2010: 2,3 milliards d'euros - Résultat net semestriel 2010: 107,7 millions d'euros 3. Haier, la PME d'Etat devenue empire mondial Haier est tout simplement le symbole du capitalisme chinois. L'ex-PME d'Etat sans le sous est devenue en vingt ans un géant de l'électroménager, pesant 10,3 milliards d'euros de chiffre d'affaires en 2008 contre 2,5 milliards pour le leader français Seb. En revanche, son résultat net a baissé de 35,2% en 2009. - Chiffre d'affaires 2010: 10,3 milliards d'euros - Résultat...
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...Contents Letter from the Chairman Operating Highlights Financial Highlights Corporate Information Notice of the 22nd Annual General Meeting Directors’ Report Management Discussion and Analysis Corporate Governance Report Auditors’ Report Balance Sheet Statement of Profit and Loss Cash Flow Statement Notes to the Balance Sheet and Statement of Profit and Loss Statement relating to Subsidiary Company Consolidtated Statement of Accounts Attendance Slip and Proxy 02 04 05 06 07 16 24 29 47 52 53 54 56 93 94 135 Letter from the Chairman Dear Shareholders, Financial Year 2013-14 was an exceptionally challenging one for the Indian aviation sector. The Indian economy recorded a lower GDP growth rate of 4.7%. Currency volatility and devaluation of the Indian Rupee further exacerbated the situation, leading to a drop in discretionary travel. Consequently, passenger load factors across our industry were under pressure and domestic passenger growth slowed to 4.8%. In this challenging environment, your Company managed to maintain revenues, though costs were hit due to depreciation of the Indian Rupee (of over 11%), higher aviation turbine fuel (“ATF”) rates and increased airport levies. Your Company has been consolidating its domestic network with a focus on strengthening its presence in key markets. Your Company has also been regularly adding international routes, besides embarking upon systematic improvement of its products across all classes of travel. Further, your Company has been strongly...
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...Contents Letter from the Chairman 02 Operating Highlights 04 Financial Highlights 05 Corporate Information 06 Notice of the 22nd Annual General Meeting 07 Directors’ Report 16 Management Discussion and Analysis 24 Corporate Governance Report 29 Auditors’ Report 47 Balance Sheet 52 Statement of Profit and Loss 53 Cash Flow Statement 54 Notes to the Balance Sheet and Statement of Profit and Loss 56 Statement relating to Subsidiary Company 93 Consolidtated Statement of Accounts 94 Attendance Slip and Proxy 135 Letter from the Chairman Dear Shareholders, Financial Year 2013-14 was an exceptionally challenging one for the Indian aviation sector. The Indian economy recorded a lower GDP growth rate of 4.7%. Currency volatility and devaluation of the Indian Rupee further exacerbated the situation, leading to a drop in discretionary travel. Consequently, passenger load factors across our industry were under pressure and domestic passenger growth slowed to 4.8%. In this challenging environment, your Company managed to maintain revenues, though costs were hit due to depreciation of the Indian Rupee (of over 11%), higher aviation turbine fuel (“ATF”) rates and increased airport levies. Your Company has been consolidating its domestic network with a focus on strengthening its presence in key markets. Your Company has also been regularly adding international routes, besides embarking...
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...------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- LES SYSTÈMES D’INFORMATION ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- SIO-6009 Z3 ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Analyse comparative de l’utilisation des systèmes et technologies de l’information dans deux entreprises ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- KEVEN DESCHÊNES ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- CAROLLE DJIMA ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- HUGUES FIOLA ------------------------------------------------- 904 166 542 ------------------------------------------------- ------------------------------------------------- ...
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...Libros Tauro www.LibrosTauro.com.ar LA QUINTA DICIPLINA Peter Senge CAPITULO 1 “Dadme una palanca y moveré el mundo” Desde muy temprana edad nos enseñan a analizar los problemas, a fragmentar el mundo. Al parecer esto facilita las tareas complejas, pero sin saberlo pagamos un precio enorme. Ya no vemos las consecuencias de nuestros actos: perdemos nuestra sensación intrínseca de conexión con una totalidad más vasta. Cuando intentamos ver la “imagen general”, tratamos de ensamblar nuevamente los fragmentos, enumerar y organizar todas las piezas. Pero, como dice el físico David Bohm, esta tarea es fútil: es como ensamblar los fragmentos de un espejo roto para ver un reflejo fiel. Al cabo de un tiempo desistimos de tratar de ver la totalidad. Las herramientas e ideas presentadas en este libro están destinadas a destruir la ilusión de que el mundo está compuesto por fuerzas separadas y desconectadas. Cuando abandonamos esta ilusión podemos construir “organizaciones inteligentes”, organizaciones donde la gente expande continuamente su aptitud para crear los resultados que desea, donde se cultivan nuevos y expansivos patrones de pensamiento, donde la aspiración colectiva queda en libertad, y donde la gente continuamente aprende a aprender en conjunto. Como decía recientemente la revista Fortune: “ Olvide sus viejas y trilladas ideas acerca del liderazgo. La empresa de mayor éxito de la década del 90 será algo llamado organización inteligente”. Y Arie de Geus, jefe de planificación...
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