...CONCEPTUAL VALUE CHAIN MODEL FOR ORIGIN ENERGY 13 Table of Contents EXECUTIVE SUMMARY _____________________________________________________________ c 1 Introduction __________________________________________________________________ 1 2 Background __________________________________________________________________ 2 2.1 Background of Origin Energy ___________________________________________________ 2 3 Literature Review________________________________________________________________ 3 3.1 Supply Chain Management _____________________________________________________ 3 3.2 Quality Improvement Models and Gap Analysis ____________________________________ 4 3.3 Lean and Six Sigma Technology ________________________________________________ 5 4 Discussion & Analysis ____________________________________________________________ 6 4.1 Supply Chain of Origin Energy _________________________________________________ 6 4.2 SWOT Analysis for Origin Energy _______________________________________________ 7 4.3 Supply Chain Operations Reference (SCOR) Model _________________________________ 9 4.4 Conceptual Improvement Model for Supply Chain Management ______________________ 12 4.4.1 Introduction ____________________________________________________________ 12 4.2.2 Assumptions: ___________________________________________________________ 13 4.3.3 Supply Chain Conceptual Improvement Model (SCCIM) _________________________ 13 4.2.4 Key Benefits of the model _________________________________________________...
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...CHAPTER ONE INTRODUCTION 1.0 Background to the Study Energy is crucial to any activity. It is difficult to imagine any activity that will not require some form of energy to execute. Energy, presents itself in diverse forms for the functioning of various machinery. Energy sources all around the world are crucial for production; a relation can thus be drawn between productivity levels and energy consumption. Renewable energy supply form solar, wind, geothermal, bio energy, hydropower, ocean, hydrogen and fuel Cells as well as green power are vital to our survival as a human race. These sources of energy are important because, they are clean and pose little danger to our environment than energy from fossil fuel. Additionally renewable energy...
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...serious shortage of electricity, and people living in villages suffer the most. this is particularly acute in the state of Bihar, where even for those that are connected, the supply is very unreliable. Most households have to use kerosene for lighting, and businesses turn to diesel generators for power. The founders of HPS looked for affordable ways to address this shortage of electricity, and identified the potential for making gas from rice husk – a plentiful local resource – and using this for power generation at village level. The objective of HPS was to provide a comparatively cheaper, eco friendly, reliable power system for the poor living in the rural and remote areas of Bihar (initially), while making sufficient profit to ensure that the business model could function smoothly in the long run. To achieve its objectives, HPS carried out a detailed study before setting up the husk power plant. It first tried to understand the types of electricity, existing source of energy, and the per kWh (kilowatt hour) cost to the target customers. The business model of HPS was well suited for Indian environment and the country’s demographics and geography spoke loudly to the market size and to the potential entry barriers and operational challenges. So the market’s size and scope were enormous. The energy supply was sustainable and the growth potential was attractive. So it was an environmentally conscientious energy company capable of providing electricity to the millions of...
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...[pic] ENERGY MADE BETTER Submitted by – Mr. Preetam Chowdhury Pradip Kumar Chowdhury STUDENT ID: 3655740. Executive summary……………………………………………………………………….……..3 1. Introduction………………………………………………………………………..……...3 1. Background ……………………………………………………………….…….4 2. Critical competitive analysis……………………………………………………………4 1. U.K Competitive analysis………………………………………………………5 2. PESTEL analysis…………………………………………………………….….5 3. Porter’s five forces…………………………………………………….………..6 4. SWOT analysis……………………………………………………….…………8 3. Financial Analysis………………………………………………………………….……8 1. Return on capital employed…………………………………………………...8 2. Profit margin………………………………………………………………….….8 3. Liquid ratio…………………………………………………………………….…9 4. Working capital……………………………………………………………..........9 5. Current ratio………………………………………………………………….....10 6. Debt ratio…………………………………………………………………….…..10 7. Inventory turnover…………………………………………………………....…10 4. Corporate strategy………………………………………………………………....……11 1. Current strategy…………………………………………………………….……11 2. Corporate social responsibility…………………………………………...…....11 5. Future strategy direction………………………………………………….…………..…11 1. Balance scorecard………………………………………………….………...…11 2. Recommendations………………………………………………….…………..14 6. Conclusion…………………………………………………………………….…………14 7. References……………………………………………………………….…….………...14 8. Bibliography……………………………………………………………………...
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...Case Study Report on EnerNOC:Turning Energy Case Summary: The electricity demand in U.S have a rapid growth to reach the demand. In 2007-2030 electricity demand is expected to rise 26%, or about 1% per year, but the growth in electricity generation was forecast at 23.9% over the same time. Demand increases for the 23 year period were projected to be largest in the commercial sector (38 %) followed by the residential sector(20%) and industry (7%). Regardless the growth in individual sectors, the demand -supply gap was a problem for all consumers since all depended on generating capacity and grid. Building a new capacity could take more time due to restrictions, siting problems, and not-in-my-backyard resistance to new power plants. In 2007, 70% of planned coal fired plants were either cancelled or contested in courts, even before they reached the permitting stage. And the cost of new capacity is also a major factor. A two day power blackout that struck in north east U.S on 14,2003 gave a wakeup call to regulators of the system which effected 50 million customers. But the risk of outages continued during peak demand periods due to capacity constraints. To reach the demand supply should be increased or gains should be encouraged and also the managements problems faced in ENERNOC should be solved by good strategy. Analysis: The major key consideration for adding a power plant is environmental consequences like global warming, energy related emissions of carbon dioxide(C02)...
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...BUSINESS PLAN ON SOLAR POWER PLANT “P SQUARE” Submitted To Prepared by Letter of Authorization TABLE OF CONTENTS EXECUTIVE SUMMARY 1 CHAPTER 1: INDUSTRY OVERVIEW 2 CHAPTER 2: COMPANY OVERVIEW 5 2.1 Mission Statement 5 2.2 Vision Statement 5 2.3 Key Products & Services 5 2.4 Strategic Goals and Objectives 6 2.5 Management 6 CHAPTER 3: INDUSTRY ANALYSIS 7 3.1 Threat of New Entry 7 3.2 Bargaining Power of Buyer 7 3.3 Bargaining Power of Supplier 8 3.4 Degree of Rivalry 8 3.5 Threat of Substitution 9 3.6 Company’s Core Competencies 9 CHAPTER 4: COMPANY ANALYSIS AND PRODUCTION PLAN 10 4.1 Company Analysis 10 4.1.1 Cost Advantage and the Value Chain 11 4.1.2 Differentiation and the Value Chain 12 4.1.3 Technology and the Value Chain 13 4.1.4 Linkages between Value Chain Activities 14 4.1.5 Analyzing Business Unit Interrelationships 14 4.1.6 Outsourcing Value Chain Activities 15 4.1.7 Existing Core Competencies 15 4.1.8 Future Competencies 16 4.2 Production Plan 17 4.2.1 Product/Service Overview 17 4.2.2 Facilities 17 4.2.3 Products and Manufacturing Process 20 4.2.4 Research and Development 20 4.2.5 Quality Assurance 20 CHAPTER 5: STRATEGIC PLANNING 21 5.1 Marketing Environment Analysis 21 5.2 SWOT Analysis 23 5.3 Competitive Advantage 27 5.4 Additional Strategic Consideration 28 5.5 Strategic Group Analysis 29 CHAPTER 6: MARKETING PLAN 31 6.1 Market overview 31 ...
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...AES-Telasi: Power Trip or Power Play? (A) It would take too long to explain why there was very little electricity and no heat in Tbilisi in the winter months….The reasons were so intertwined with Georgian networks of “patronage,”, black hole, patchwork, and jerry-rig that it was impossible to separate sabotage (a strange and sudden fire at Gardabani, the country’s only thermal power station) from corruption (the bungling and greedy idiots as SakEnergo, the state energy concern) from non-payment (less than 30 percent of the population in Tbilisi paid their electricity bills; Georgia owed Russia millions in electricity back debts) from theft (part of the copper transmission line between Armenia and Georgia was nicked one winter), from black clan economics (someone had the kerosene trade sewn up; it was in someone’s interest to make sure there was no cheap clean alternative) from incompetence (the next winter the pride of Gardabani’s brand new gleaming Unit 10, repaired with sackfuls of German money, broke down because the engineer on duty didn’t know what to do when a red light on the computerized panel started to blink unexpectedly) from infrastructure deterioration (once the whole of eastern Georgia went black as the 500 kW line from the Enguri hydro plant collapsed under the weight of what one commentator described as “pre-election” abuse) from the oft-repeated worn excuse: “The Soviet Union collapsed; there was a civil war.” —Wendell Steavenson (2002), Stories...
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...44 Appendix 3: Company Data Center Facilities and Estimates of Power Demand 64 Notes 78 03 4 © Frank van Biemen / EvoSwitch / Greenpeace Greenpeace USA Clicking Clean: How Companies are Creating the Green Internet Executive Summary Executive Summary For the estimated 2.5 billion people around the world who are connected to the internet, it is impossible to imagine life without it. The internet has rewoven the fabric of our daily lives – how we communicate with each other, work and entertain ourselves – and become a foundation of the global economy. Seemingly on a daily basis, new businesses that use the internet as their foundation are disrupting and often replacing long-standing business models and industries. From music and video to communications and...
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...16 7. Appendices 16 1. Introduction In this era of globalization, there has been a fundamental change in the way international business is being done. Due to the ease of communication and advances in the sophisticated communication systems more and more companies are becoming global and expanding their operations and creating production facilities away from their home countries. This trend has given rise to today’s Multinational Corporations (MNCs) whose role in the international scene is increasing rapidly. With increased international development and cooperation, the MNCs have been able to create such a network that their budgets, organizational structure and influence on the world trade stage rivals many nations [ (UN Conference Proceedings, 2006) ]. With their immense economic power and strong political connections and the fact that globalization is seen as a “Business driving phenomenon”, MNCs are in a strong position to influence the economies of the countries they operate in [ (Nourafchan, 2011) ]. Today, MNCs not only impact the trade and the economy of the nation in which they operate but also impact the social and cultural aspects. In the world energy market dominated by oil, the role of multinational companies in the oil exploration and supply has been tremendous. As oil became the most important commodity in the energy market, the...
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...AES-Telasi: Power Trip or Power Play? (A) It would take too long to explain why there was very little electricity and no heat in Tbilisi in the winter months….The reasons were so intertwined with Georgian networks of “patronage,”, black hole, patchwork, and jerry-rig that it was impossible to separate sabotage (a strange and sudden fire at Gardabani, the country’s only thermal power station) from corruption (the bungling and greedy idiots as SakEnergo, the state energy concern) from non-payment (less than 30 percent of the population in Tbilisi paid their electricity bills; Georgia owed Russia millions in electricity back debts) from theft (part of the copper transmission line between Armenia and Georgia was nicked one winter), from black clan economics (someone had the kerosene trade sewn up; it was in someone’s interest to make sure there was no cheap clean alternative) from incompetence (the next winter the pride of Gardabani’s brand new gleaming Unit 10, repaired with sackfuls of German money, broke down because the engineer on duty didn’t know what to do when a red light on the computerized panel started to blink unexpectedly) from infrastructure deterioration (once the whole of eastern Georgia went black as the 500 kW line from the Enguri hydro plant collapsed under the weight of what one commentator described as “pre-election” abuse) from the oft-repeated worn excuse: “The Soviet Union collapsed; there was a civil war.” —Wendell Steavenson (2002), Stories I Stole (Grove...
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...customers. The core activities of EnBW are divided into three business areas: Electricity, Gas, and Energy and Environmental Services. The Electricity area is divided into Electricity generation and trading, and Electricity grid and sales divisions. It generates electricity from nuclear power, hydropower, solar power, geothermal energy and wind power, among others. In the area of electricity generation EnBW is one of the ten largest companies in Europe. In terms of the installed generation capacity as of the end of the fiscal year 2010, it was in eighth place. EDF has by far the largest generation capacities in France. With regard to Germany, EnBW is number three in electricity generation, after E.ON and RWE. Since 2009, EnBW has been involved in a joint venture to expand generation capacities in Turkey, primarily in the area of renewable energies. EnBW is one of the four transmission system operators in Germany and operates various grids in Baden-Württemberg. EnBW’s electricity distribution network has a total length of 162,101 km; the combined length of all of EnBW’s high, medium and low pressure gas grids comes to 17,984 km. In terms of the number of customers and unit sales, the EnBW group is the third largest electricity supplier in Germany. In its home market of Baden-Württemberg, EnBW is the market leader in the B2B and B2C customer groups. The national sales brand Yello supplies electricity to retail and business customers throughout Germany. The Watt brand stands for the...
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...88(27) = 1314.15 Qtr #4) Y = 130.96 + 2.71 + 43.88(28) = 1362.31 Q#4a) RMSE= SQRT of ( sum of (A-F)2 / n.o of years) 3 MOV AVG = SQRT(2797.667/9) = 17.63 5 MOV AVG = SQRT(3785.4/7) = 23.25 SO 3 Moving Average has given the better answer. b) 3 Moving Average has given the better answer. c) RMSE= SQRT of ( sum of (A-F)2 / n.o of years) 0.4 Weightage= SQRT(3102.247/12) = 16.078 0.5 Weightage= SQRT(2728.635/12) = 15.079 So we will choose 0.5 weightage result. Case Study # 2 Pg # 259 1) Model T was the first affordable car produced by the Henry Ford’s Ford Motor Company since its commencement. It was the first car launched by the Henry Ford to target middle class people and it was the first car which was produced in a large quantity in contrast to previous models which were launched as prototype. And now Mr. Mullaly is thinking in the same manner to come up with a economical passenger car model rather than new expensive sports car or truck model. Which will be manufactured in mass production and made available globally with limited variation to cater the changes in taste in different countries. So in both situations...
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...public (“Ford”). theright technique for Ford was the assembly line. The concept of this was that employees would have one job, in one stationary position, and move the part through employees creating a Model-T. His method of making cars was efficient, while still cutting costs, enabling Ford to sell his cars cheaper than competitors. Once everyone realized mass production, and assembly lines worked so well for Ford, other factories began adopting Ford’s technique. Other car manufacturers could not compete with their luxury cars intended for the rich. In order to survive as a company, they had to follow suite. “Assembly Lines became the standard in nearly every American factory. (622)” Henry Ford’s rise to success brought any of his material suppliers with him. “The mass production of cars required huge quantities of steel; entire new rolling mills had to be built to supply sheet steel for car bodies. Rubber factories boomed with the need for tires, along with paint and glass factories. (624)” To supply the huge mass of car Henry Ford was mass producing, he needed a huge supply of materials. This brought good times for the economy. Automobiles also brought gas stations into business. “Filling stations appeared on the main streets, replacing horses. (624)” To run the model T’s everyone was buying from Ford, the demand for gas stations was needed. Filling stations met this need, and also made automobiles a permanent...
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...combined responsibility of the Central Government and the State Governments. The ESA (Electricity Supply Act) envisaged three kinds of entities in the power-sector: State Electricity Boards (SEBs), generating companies, and licensees. SEBs are allowed to generate, transmit, and distribute electricity within a state; they enjoy all the powers of a licensee. They account for 65 per cent of the power generated in the country. Generating companies are responsible for supplying power to the grid without the specific responsibility of retail distribution. Major players in this category are NTPC (National Thermal Power Corporation), NHPC (the Hydro-electric analogue of NTPC), and NPCIL (Nuclear Power Corporation of India Limited). Though ESA allowed only the governments to set up generating companies till 1991, thereafter it was de-reserved. Independent Power Producers (IPPs) now fall under this category. Existing licensees are private-sector utilities licensed by a State Government for power generation, distribution, or both within a specified area. For example, Gujarat Industrial Power Corporation is only into generation and Central Electricity Supply Corporation (in Orissa) is confined to distribution, whereas Bombay Suburban Electric Supply Limited (BSES) and Tata Electric Company (TEC) are involved both in generation and distribution. The interdependence among these players in the electricity sector can be gauged from the fact that their performances are closely linked. ...
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...Industry Analysis: Five Forces Model 9 Internal Analysis 10 Value Chain Analysis 10 Appendix 15 Appendix 1.0 15 Appendix 1.1 16 Appendix 1.2 16 Appendix 1.3 17 Company Background As the major electricity provider serving almost 6 million customers in the Kingdom of Saudi Arabia, SEC is responsible for generation, transmission and distribution of electricity throughout the Kingdom. Wholly owned by shareholders, the SEC also sets the price of electricity sold to consumers and industry under rules set by the Saudi government based on the cost of production, distribution and services. On 05/04/2000, Saudi Electricity Company was established as a Saudi joint stock company. This stipulated the merger of all Saudi electricity companies in the Central, Eastern, Western and Southern Regions in addition to the ten small companies operating in the north of the Kingdom as well as all other electricity operations managed by The General Electricity Corporation, into a single joint stock company which is now known as Saudi Electricity Company. It is a Riyadh-based utility, with 80% state-owned and 20% listed shares. Saudi Electricity Company (SEC) is one of the largest utility companies in the GCC, both by market capitalization ($ 12,572M), and in terms of its installed power generation capacity (40.697GW). The company owns 85% generation and 100% transmission, distribution and retail of electricity in region. It generates 37GW of electricity from 45 oil...
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