...facility location and design, inventory and distribution planning, capacity and production planning and detailed scheduling. Only a small proportion of this work directly addresses the issues faced in the pharmaceutical sector. On the other hand, this sector is very much ready for and in need of sophisticated supply chain optimisation techniques. At the supply chain design stage, a particular problem faced by this industry is the need to balance future capacity with anticipated demands in the face of the very significant uncertainty that arises out of clinical trials and competitor activity. Efficient capacity utilisation plans and robust infrastructure investment decisions will be important as regulatory pressures increase and margins are eroded. The ability to locate nodes of the supply chain in tax havens and optimise trading and transfer price structures results in interesting degrees of freedom in the supply chain design problem. Prior even to capacity planning comes the problem of pipeline and testing planning, where the selection of products for development and the scheduling of the development tasks requires a careful management of risk and potential rewards. At the operation stage, it is often difficult to ensure responsiveness. Most pharmaceutical products involve primary active ingredient (AI) production (often multi-stage chemical synthesis or bioprocess) and secondary (formulation) production. Both of the stages are...
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...it will highlight Dell. The fourth part will show Dell’s strategic capabilities and how they help and enable Dell to survive and competitive in the industry. Meanwhile, the fifth part of this report will talk about Dell’s business strategy and how it transforms Dell to be a better company. The last part of this report will show the evaluation of Dell’s strategy evaluation that determines the sustainability of Dell. TABLE OF CONTENT 1. BACKGROUND AND HISTORY 3 2. MICRO ENVIRONMENT ANALYSIS 4 3. INDUSTRY ANALYSIS 7 A. RIVALRY 7 B. THREATS OF NEW ENTRANTS 7 C. THREATS OF SUBSTITUTES 8 D. POWER OF SUPPLIERS 8 E. POWER OF BUYERS 9 4. STRATEGIC CAPABILITY 10 5. GENERIC BUSINESS STRATEGY 12 6. COMPANY AND STRATEGY EVALUATION 14 7. REFERENCES 15 8. APPENDICE...
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...UNIVERSITY DEPARTMENTS ANNA UNIVERSITY CHENNAI : : CHENNAI 600 025 REGULATIONS - 2009 CURRICULUM I TO IV SEMESTERS (FULL TIME) MASTER OF BUSINESS ADMINISTRATION (MBA) SEMESTER – I |Code No. |Course Title |L |T |P |C | |BA9101 |Statistics for Management |3 |1 |0 |4 | |BA9102 |Economic Analysis for Business |4 |0 |0 |4 | |BA9103 |Total Quality Management |3 |0 |0 |3 | |BA9104 |Organizational Behaviour |3 |0 |0 |3 | |BA9105 |Communication Skills |3 |0 |0 |3 | |BA9106 |Accounting for Management |3 |1 |0 |4 | |BA9107 |Legal Aspects of Business |3 |0 |0 |3 | |BA9108 |Seminar I – Management Concept |0 |0 |2 |1 | | |Total | | | |25...
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...Available online at www.interscience.in Development of Product Costing Module in ERP for L&T Kansbahal Works, Kansbhal, Orissa : A Case Study 1 Seema G. Bhol, 2Arun Mishra & 3Srikanta Patnaik Sambalpur University, Burla, Orissa, India, 2Head (IT Services), L&T, Kansbhal, Orissa, India, 3 Department of Computer Science ITER , SOA University , Bhubaneswar, Orissa, India E-mail : guptaseema@hotmail.com, arun-kbl@kbl.ltindia.com, patnaik_srikanta@yahoo.co.in 1 Abstract - One need to be very accurate in what the products and services are costing. Inaccurate cost components could cost an organization more dearly. So, to full fill our present and future requirements and ambitions in all respect of life, it is essential enhance our expertise to link the power of today's information technology with the tools of economic theory and business strategy.[2] This paper aims at throwing new lights on various developments and formulate strategy for their implementation. Keywords— Business Mapping Report (BMR), Product costing, Dataflow Diagram, Enterprise Resources Planning (ERP), cost overhead, cost centres, Cost variance report, WIP. . 1. INTRODUCTION businesses, non-profit organizations and governments now all utilize ERP systems. The use of erp module saves time and money without sacrificing accuracy and control. Product costs are analysed quickly and accurately, which empowers the organization with the ability to perform minute analysis and projections of product cost. Few of the many...
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...Table of Contents I. Introduction 2 II. Question 1: Nokia’s mission and vision 2 III. Question 2: Alarm in Nokia’s strategic pursuits 4 IV. Question 3: Strategy and techniques recommended for Nokia 8 V. Question 4 :Technologies that Nokia should have done 9 VI. Question 5: Business level strategy Nokia should take and actions to support it. 10 VII. Question 6: Nokia and Microsoft corporate 12 VIII. Conclusion 13 IX. Reference 14 I. Introduction Operating in the turbulent and globalized business market require a well-prepared plan and vision in order to go ahead of the market and being the market leader, which would ensure the success and survival for the organization in long-term (Sadler and Craig, 2003). Failure to do so and the organization would see itself going bankruptcy in couple of years head. The case of Nokia is the typical example of the failure to catch the demand of the customers, to follow up the market and to struggle in the way to become powerful again. Nokia is well known about its products, which are mobile telephone and portable IT device. Used to be the market leader in the mobile phone industry, but the company now has been struggling in order to survive through the fast growing and many competitors of mobile phone industry. This report would invest the case study “Alarm ringing: Nokia in 2010”; analyze the situation and prospects for Nokia to be more competitive in the mobile phone market. II. Question 1: Nokia’s mission and vision The...
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...Int. J. Production Economics 69 (2001) 15}22 Strategy management through quantitative modelling of performance measurement systems U.S. Bititci*, P. Suwignjo, A.S. Carrie Centre for Strategic Manufacturing, DMEM, University of Strathclyde, Glasgow G11XJ, UK Received 30 March 1998; accepted 29 September 1999 Abstract This paper is based on previous works on performance measurement and on quanti"cation of relationships between factors which a!ect performance. It demonstrates how tools and techniques developed can be used to evaluate the performance of alternative strategic choices through a quantitative approach to modelling of performance measurement systems. The paper provides a brief background to the research problem and preceding works. The tools and techniques used are brie#y introduced. Use of these tools and techniques to evaluate the performance of alternative manufacturing strategies is demonstrated. Finally, the capability of the approach to deal with dynamic environments is demonstrated 2001 Elsevier Science B.V. All rights reserved. using sensitivity analysis. Keywords: AHP; Performance measurement; Prioritisation of performance measures; Dynamics of performance measures; Resource allocation 1. Introduction The nature of competition has changed dramatically over the last two decades. Quality, speed, and #exibility, in addition to cost, have emerged as the three most important competitive attributes [1}4]. This has made the traditional "nancially based performance...
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...IEEE Std 830-1998 (Revision of IEEE Std 830-1993) IEEE Recommended Practice for Software Requirements SpeciÞcations Sponsor Software Engineering Standards Committee of the IEEE Computer Society Approved 25 June 1998 IEEE-SA Standards Board Abstract: The content and qualities of a good software requirements specification (SRS) are described and several sample SRS outlines are presented. This recommended practice is aimed at specifying requirements of software to be developed but also can be applied to assist in the selection of in-house and commercial software products. Guidelines for compliance with IEEE/EIA 12207.1-1997 are also provided. Keywords: contract, customer, prototyping, software requirements specification, supplier, system requirements specifications The Institute of Electrical and Electronics Engineers, Inc. 345 East 47th Street, New York, NY 10017-2394, USA Copyright © 1998 by the Institute of Electrical and Electronics Engineers, Inc. All rights reserved. Published 1998. Printed in the United States of America. ISBN 0-7381-0332-2 No part of this publication may be reproduced in any form, in an electronic retrieval system or otherwise, without the prior written permission of the publisher. IEEE Standards documents are developed within the IEEE Societies and the Standards Coordinating Committees of the IEEE Standards Association (IEEE-SA) Standards Board. Members of the committees serve voluntarily and without compensation. They are not necessarily...
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...David Hagen SD1430 Unit 1 Homework 1 History of operating systems From Wikipedia, the free encyclopedia This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (January 2013) History of computing Hardware Hardware before 1960 Hardware 1960s to present Hardware in Soviet Bloc countries Software Software Unix Free software and open-source software Computer science Artificial intelligence Compiler construction Computer science Operating systems Programming languages Software engineering Modern concepts Graphical user interface Internet Personal computers Laptops Video games World Wide Web Timeline of computing 2400 BC–1949 1950–1979 1980–1989 1990–1999 2000–2009 2010–2019 more timelines ... Category Category v t e Computer operating systems (OSes) provide a set of functions needed and used by most application programs on a computer, and the linkages needed to control and synchronize computer hardware. On the first computers, with no operating system, every program needed the full hardware specification to run correctly and perform standard tasks, and its own drivers for peripheral devices like printers and punched paper card readers. The growing complexity of hardware and application programs eventually made operating systems a necessity. Contents [hide] 1 Background 2 Mainframes 2.1 Systems on IBM hardware 2.2 Other mainframe...
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...Future Environment via Scenario Planning 11 4.1. Impact of Scenarios on Apple’s Five Forces 12 4.2. Impact of Scenario Planning on Internal Environment (VRIN) 13 4.3. Future SWOT 15 5. Evaluation of Existing Strategies 16 6. Analysis of Apple’s Organizational Direction 16 7. Strategic Option Generation 18 7.1. Generic Strategy Model 18 7.2. BCG Matrix 19 7.3. Directional Policy Matrix 20 7.4. ANSOFF Matrix 21 7.5. TOWS 22 8. Strategy Evaluation through SAFe 23 8.1. Corporate Level Strategic Evaluation 23 8.2. Media Devices & Mobile Communications SBU Strategic Evaluation 24 8.3. Personal Computers Strategic Evaluation 24 8.4. Portable Media Players Strategic Evaluation 25 8.5. Software Strategic Evaluation 25 9. Comparison of New and Existing Strategies 25 10. Conclusion 26 11. Report Limitations 28 12. References 29 1. Company Background Apple Inc was founded in April 1976 by Steve Jobs and Steve Wozniak. The company that invented the first personal computer has diversified into designing and producing a vast range of consumer electronics and software supplied to millions of customers worldwide. With headquarters in Silicon Valley, California, Apple Inc. is under the leadership of CEO Tim Cook. Strategic Business Units | Description | Media devices & Mobile communications | These incorporate products with a high mobility which have a primary use for communication by either radio communications or...
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...Management Models... 150 Slides Product Promotion Price Customer Service Place People Processes Powered by www.drawpack.com. All rights reserved. Key Words... Break-even – Financing Life Cycle – Economies of Scale – Elasticity – Sales Cycles – Market Potential – Portfolio Matrix – Product Model – Four P’s – Push/Pull Strategy – Marketing Mix – PDCA Cycle – SWOT – Value Chain – Ansoff Matrix – BCG Matrix – 7-S Model – Core Competencies – GE Business Screen – Nine Cell Industry – Risk/Reward Diagram – Porter’s Five Forces – Industry Competition – Generic Strategies – Geobusiness Model – Porter’s Diamond – Matrix Design – PIMS – Leavitt’s Diamond – Belbin’s Team Roles – Theory X/Y – Maslow’s Hierarchy – Herzberg’s Theory – Cultural Web – Pareto Curve – CIM Concept – Value Drivers Markets and Structure of Flow Resources Resources Money Resource markets Money Taxes, goods Services, money Services, money Manufacturer markets Taxes, goods Government markets Taxes Services Consumer markets Services, money Taxes, goods Money Goods and services Middlemen markets Money Goods and services A Company‘s Macroenvironment MACROENVIRONMENT IMMEDIATE INDUSTRY & COMPETITVE ENVIRONMENT Suppliers Substitute COMPANY Rival Firms Buyers New Entrants The Economy at large Break-even Point Value $ Sales Profit Break-even Point Variable costs Total costs Current sales level Fixed costs 0 0 Units sold Break-even...
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...& Sambrook, S. (2009) ‘Towards a multidisciplinary definition of innovation,' Management Decision, 47 (8), pp. 1323-1339 [Accessed 04 Nov. 2017]. Frankel, E. G., & Gheorghe, A. V. (2009). Quality Decision Management - The Heart of Effective Futures-Oriented Management: a Primer for Effective Decision-Based Management (Fourth Edition ed.). Dordrecht: Springer Netherlands, 2009. Larsen, K., Kim, R., & Theus, F. (2009). gribusiness and innovation systems in Africa. Washington DC: World Bank. O'Sullivan, D. (2008). Applied innovation management. London: Sage, 2008. Sawhney, M., Wolcott, R. and Arroniz, I. (2007). The 12 different ways for companies to innovate. IEEE Engineering Management Review, 35(1), pp.45-45 [Accessed 04 Nov. 2017]. Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008). Designing and managing the supply chain : concepts, strategies, and case studies (3rd Edition ed.). Boston: McGraw-Hill. Varis, M. and Littunen, H. (2010). Types of innovation, sources of information and performance in entrepreneurial SMEs. European Journal of Innovation Management, 13(2), pp.128-154 [Accessed 04 Nov. 2017]. Voss, J.-P., Bauknecht, D., & Kemp, R. (2006). Reflexive governance for sustainable development (2nd ed.). Cheltenham, UK; Northampton, MA: Edward...
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...Strategic Management External and Internal Assessments 1 External Strategic Assessment “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin “Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map.” – Wayne Calloway, Former CEO, PepsiCo 2 1 External Audit – Sources of Information •Internet •Libraries •Suppliers •Distributors •Salespersons •Customers •Competition 3 External Strategic Management Audit - The macro environment Scanning (PESTEL analyses, Scenarios) - Industry or Sector Analysis (5 forces, industry/product life cycle) - Competitors scanning (Strategic Group Map, CPM) - The Organization responses (EFEM) 4 2 Layers of the business environment 5 Key Aspects of PESTEL Analysis • Not just a list of influences • Need to understand key drivers of change • Drivers of change have differential impact on industries, markets, and organisations • Focus is on future impact of environmental factors • Combined effect of some of the factors likely to be most important 6 3 Macroenvironment – PESTEL (1) 7 Microenvironment – PEST(EL) Political Economic • Government stability (+) • Taxation policy (+) • Foreign trade regulations (+) • Social welfare policies (-) • Business cycles (-) • GNP trends (-) • Interest rates (--) • Inflation (+) • Unemployment...
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...current DOS/IT infrastructure and evaluate the effects of the upgrade. By using the Michael Porter’s value chain analysis, we can understand Zara’s core business model of vertical integration and assess the areas where IS will add value to the system. The case paper also presents the IS implementation opportunities and evaluating the effectiveness of the implementation. The case paper concludes by providing recommendations for updating the current OS along with its advantages. 3 Zara Case Paper Analysis Case Description Zara is one of the largest international fashion brands of Inditex. The company first opened in La Coruna in 1975, still lives by the simple idea of Amancio Ortega to link customer 4 demand to manufacturing, and link manufacturing to distribution. The customer is at the heart of the business model. In 1985, Inditex became the holding company atop Zara and other retail chains, and Jose Maria Castellano Rios joined...
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...Busa 6800: Strategic Management Mid-term 1. Complements – define and apply (pg. 52/53) Complementors: Players with whom a firm interacts but may not necessarily transact. The concept of complementors is perhaps the single most important contribution of value net analysis Complementors typically are products or services that have possible impact on the value of a firm 's own products or services. Those who produce complements are usually referred to as complementors. Powerful computers are of no value to a user unless there is software that runs on them. Similarly, new and better software is possible only if the hardware on which it can be run is available. This is equally true in the video game industry, where the sales of game consoles and video games complement each other. Nintendo' s success in the early 1 990s was a result of their ability to manage their relationships with their complementors. They built a security chip into the hardware and then licensed the right to develop games to outside firms. These firms paid a royalty to Nintendo for each copy of the game sold. The royalty revenue enabled Nintendo to sell game consoles at close to their cost, thereby increasing their market share, which, in turn, caused more games to be sold and more royalties to be generated. 2. Porters industry Competitiveness Analysis – Define buyers, suppliers, and rivalry (plus caveats) pg. 46-52 Potential competitors may include a supplier considering to considering...
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...Possibilities…………………………………...5-6 IV. Strategies used for the Company………………………………………….6-8 V. Implementation Plan……………………………………………………….8-13 VI. Risk Management Plan…………………………………………………….13-14 I. Executive Summary Target prides itself on its charitable contributions and being an environmentally friendly corporation. This is one of Target Corporation’s many strong characteristics. Their strengths include innovative techniques, branding, and design. With strengths, there come weaknesses for companies. Target’s weaknesses include the lack of geographic locations and numerous litigation cases. Competitor competition, along with a recovering economy, serves as threats to the retail industry. There are many opportunities for Target, such as expansion into the global market, continued growth in private label, and broadening their target demographic to increase the market share. II. Company Background and Mission, Vision, and Values Statement In 1962, the first Target store was opened by the Dayton Dry Goods Company in Minnesota. Target is one of the few franchises to have been established for such a long period. In 2002, Target became the second largest retailer in the United States (Target, 2013). Target could do this by adapting to the changing environment and meeting customers’ needs and wants. Even though Target’s revenue is not as much as Wal-Mart’s, Target’s customer base is attracted to the...
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