...Collaboration Systems at Isuzu Australia Limited By: Christopher Folz Jr. Instructor: Nancy Romero Management Information Systems 3/3/2012 Some companies try to implement new ideas and ways to increase efficiency and productivity in the workplace. This is a great idea for companies to increase the output of the product or service they are performing for the consumers. However, not everything goes so well when implementing new ideas. There are hardships that need to be overcome, the costs of implementing a new system can be overwhelming at first, and many others. I will describe to you some of the hardships of adding new groupware to a system that is already in place. Also have you ever wondered what a wiki does or what it could do for you? Well I in this paper you may find your answer. Let us start with some of the hardships of implementing new groupware into a system. First the costs can be frightening when you see it. By this I mean that the new groupware will require training for the personnel using it. So you will have to pay to have someone come in and train the new personnel. You also will lose efficiency at first while everyone is trying to learn the system and that causes a loss in productivity. Also you would have to purchase the groupware in most cases and that is not so bad if it is for only a few systems, but when you are buying I for an entire network of systems than it can start adding up pretty quickly. Second problem to overcome is resistance. By this...
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... 3. List solutions to supply chain problems provided by EC. 4. Define c-commerce and list its major types. 5. Describe collaborative planning and Collaboration, Planning, Forecasting and Replenishing (CPFR), and list their benefits. 6. Define intrabusiness EC and describe its major activities. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow and groupware. Content How General Motors Is Collaborating Online 1. E-Supply Chains 2. Supply Chain Problems and Solutions 3. Collaborative Commerce 4. Collaborative Planning, CPFR, and Collaborative Design 5. Internal Supply Chain Solutions, Intrabusiness, and B2E 6. Integration Along the Supply Chain 7. Corporate (Enterprise) Portals 8. Collaboration-Enabling Tools: From Workflow to Groupware Managerial Issues Real-World Case: Portal Speeds Product R&D at Amway Appendix 8a: Intranets Answers to Pause/Break Section Review Questions Section 8.1 Review Questions 1. Define the e-supply chain and list its three major parts. A supply chain that is managed electronically, usually using Web technologies. 2. Describe success factors of e-supply chain management. These factors include the ability to see collaboration as an asset, information visibility, speed/quality/customer service, and tight integration. 3. List the six processes of e-supply chains. These...
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...Developing collaborative competencies within supply chains It is a new approach to understand the collaboration within supply chains via the concept of collaborative competencies. The article suggestions are based on 2 different case studies. Key words: collaborative competencies, inter-organisational collaboration, integrated supply chain, collaborative culture, team-building. Introduction: SC = partnership of organisations sharing a common goal to deliver a set of goods or services to the end customers. The collaboration concerns many processes at 3 levels: strategic / tactical / operational. Use of Information Technology = basis for achieving collaborative relationships as we are evolving in a context of ever changing… The collaborative way is very important to be able to compete with others and has obtained more and more interest over the past decades (from professionals and academic communities). Long-term partnerships with suppliers and distributors efficient and responsive SC deliver exceptional value to the customers. BUT collaboration is hard to achieve and implies many issues… Issues related with the collaborative SC: * The amplification of the demand uncertainty in the SC = Bullwhip effect is the most frequent consequence of absence of collaboration among the SC members. * Absence of reliable demand information: demand forecast need to be done by all the partners = crucial to share information. * 2 levels of analysis of the SC: Internal...
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...Assignment 2 -report- completed as (part of) the requirements for 'Collaborative Business Processes 31247' What are aspects of collaboration in business goals, deliverables, activities, design and technology? Collaboration involves the use of Information Technology and other tools to assist groups of people to achieve a shared task. Collaboration processes are infused in business processes and therefore are present in the creation of business goals, deliverables, activities, design and technology. Business Goals The creation of business goals is an important process in establishing the foundations for a business’ direction. Collaboration tools are used to facilitate team meetings and the communication of ideas between members of a group. The use of such tools fosters discussion allowing each member to provide their specialised skill set and knowledge to the group. The use of online collaboration resources, such as social networks and web applications allows each member of the group to contribute from any location or device that has Internet access. Deliverables The creation of deliverables is subjected to a collaboration process. Reports, overviews and analysis are made through a collaborative effort with several people often contributing to the creation of a deliverable item. Those items can then be further subjected to a collaborative process and used by another group of people to create another item, report or idea. Collaborative tools, such as Google...
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...art of alliance (Kanter, 1994) Kanter identified three fundamental characteristics of productive partnerships: * they are living systems, that evolve progressively in their possibilities. Beyond the immediate benefits of the partnership, they offer the parties an option on the future, opening up new doors and unforeseen opportunities; * they involve collaboration – the creation of new value together, rather than being a simple exchange, or transaction; and * they cannot be controlled by formal systems, but require a dense web of interpersonal connections. * The strongest and closest collaborations are value-chain partnerships. Kanter found that the most productive relationships achieve five levels of integration: * Strategic integration - This involves continuous contact between the top leaders of each organisation. Leaders should not form a partnership and then leave it to others to nurture the relationship; * Tactical integration. this brings middle managers and professionals together to develop plans for specific projects or joint activities; * Operational integration - This is the sharing of resources, information and knowledge to accomplish the planned joint projects and activities, e.g. through co-located teams, joint training programmes and data sharing; * Interpersonal integration - True collaboration will not occur unless a network of inter-personal ties develops between the members of each organisation. Personal relationships are...
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...organizational performance. Major benefits are: cost reduction, increased revenue, and better customer retention As a result of: * fewer stock outs * less exception processing * reduced inventory throughout the supply chain * lower materials costs * increased sales volume * increased competitive advantage C-commerce activities are often conducted between and among supply chain partners. For example ORBIS a small Australian company that uses a hub to communicate among all its business partners. Hub is the central point of control for an e-market. A single c-hub, representing one e-market owner, can host multiple collaboration spaces (c-spaces) in which trading partners use c-enablers to exchange data with the c-hub. Collaboration may be both between and within the organization for example collaborative platform can help in collaboration and communication between headquarters or subsidiaries or between franchisers and franchisees. The...
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...COLLABORATION THE NECESSARY EVIL AT THE WORK PLACE School of Management Leadership and Organizational Behavior Abstract The purpose of this research is to showcase the necessity of collaboration at the work place. The nature of collaboration needed among different components of the work place, leading to high job satisfactions and increased productivity. I will also go into details on the other benefits that can be realized when these work units collaborate among each other. The company I will specifically be dealing with in this research is Boeing and how collaboration has worked into its ultimate success throughout the years. The Organization Organization: Boeing Location: Seattle Washington; headquarters in Chicago with presence in several countries around the world. Economic sector: Aerospace Industry. Services Offered: Manufacturing of commercial jetliners, Design, assemble and support defense systems, Satellites and launch vehicles among other services. Number of employees: over 170,000 employees in the United States alone. Website: http://www.boeing.com Background Boeing is a large company of more than 170,000 fulltime and part-time contingent employees. The company is located in Seattle Washington but its headquarters are in Chicago with other locations in the United States and a plethora of others all over the world. With such a large base of employees, the company’s strategy has to be well planned and coordinated to ensure delivery of customer’s...
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...Applied Business Research Project: Benefits of Business Group Collaboration Systems April 12th, 2009 Table of Contents Abstract 3 Purpose of the Report 4 Background of the Company 4 Discussion of Current Business Issues 5 Research Findings on the Topic 6 Recommendations for the Executive Management Team 8 Bibliography 10 Abstract One of the fastest moving industries is gas and convenience store market and also one of the toughest to maintain. Facing giants like Wal-mart, BP, Circle-K, and Exxon Mobil, Phillips 66 and many other retail chains like yours often results in competition operating across the street from one another. So in this type of industry that has a saturated market of convenience, how do you make profit and retain customer loyalty through business strategies that differentiate you from the competition? Does it begin in the gas price? Perhaps it begins with the sale of milk with cookies? No, I think it begins with business intelligence that tells you the customer sees the lower gas price, stops in to pay for and sees the coffee and donut deal that further lowers his cost of gas. How does all that happen? According to an Oracle White paper “Daily Business Intelligence requires an information delivery environment that offers advanced analytics that are easy to use.”(Mirani, Jagdish) This business intelligence often filters through many departments before it ever reaches the executive decision makers, which ultimately leads marketing...
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...Collaborative governance is a phrase used to depict and expound concoctions of many different operations in which all organizational structures work together to master results to public issues that go farther than any organization could achieve in their possession. According to the Policy Consensus, “The best public solutions come from people working together on issues. Collaborative governance takes as its starting point the idea that working together creates more lasting, effective solutions. Lasting—Solutions developed through collaborative governance won't simply be undone in the next year or legislative session. Effective—The collaborative governance approach ensures that the realities of the situation are considered and discussed; decisions are not made in a vacuum. More buy-in—From the outset, all with a stake are involved in authentic ways; all have a role in the final agreement.” Some of the natural laws that stakeholders identifies in collaborative governance are opacity and accountability, fairness and comprehensiveness, impressiveness, sensitiveness, relationship building and neutrality among members of the organization to get a consensus-based result when making their decision. When analyzing collaborative governance in the decision-making process, it is critical to consider all lead stakeholders, stakeholders should always take part in the process design. Analyzing will help assist and provide other stakeholders a outlook on what the future holds...
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... Studies by Fewster (2015) showed that working together toward a common goal represents collaboration as a basic social process. The common goal identified was the best patient outcome. In collaborative rounds, the team members share their patient knowledge and their experiences with a particular problem (Fewster, 2015). Doctors share the information about diagnosis, while nurse share the lab values and condition of the patents. A hierarchical relationship is found to be existing in hospital settings (Lancaster,Kolakowsky-Hayner, Kovacich, & Greer-Williams, 2015). Studies by Lancaster et al., (2015) suggest the adoption of a hospital patient care system based on the conductor less orchestra model, in which members work together. This leads to achieve a cohesive performance that can lessen the existing hierarchy in hospital settings (Lancaster et al., 2015). A similar study by Nair, Fitzpatrick, McNulty, Click, & Glembocki, (2012) identifies the need of a culture that foster a collaborative behavior among nurses and physicians to improve patient outcomes. They also acknowledge nurse-physician round as an intervention to improve relationship between caregivers (Nair et al., 2014;...
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...07-079 Innovation through Global Collaboration: A New Source of Competitive Advantage Alan MacCormack* Theodore Forbath** Peter Brooks ** Patrick Kalaher** *Harvard Business School, Boston, MA **Wipro Technologies, Product Strategy and Architecture Practice, Boston, MA Copyright © 2007 by Alan MacCormack, Theodore Forbath, Peter Brooks, and Patrick Kalaher. Note: This is one of two papers reporting the results from this research. The other is “From Outsourcing to Global Collaboration: New Ways to Build Competitiveness,” HBS Working Paper 07-080. Working papers are distributed in draft form for purposes of comment and discussion. It may not be reproduced without permission of the copyright holders. Copies are available from the authors. Innovation through Global Collaboration: A New Source of Competitive Advantage Date: August 14th 2007 Alan MacCormack* Harvard Business School, Soldiers Field, Boston, MA 02163 Theodore Forbath, Peter Brooks, Patrick Kalaher Wipro Technologies 75 Federal Street, Boston, MA 02110 * Corresponding Author Abstract Many recent studies highlight the need to rethink the way we manage innovation. Traditional approaches, based on the assumption that the creation and pursuit of new ideas is best accomplished by a centralized and collocated R&D team, are rapidly becoming outdated. Instead, innovations are increasingly brought to the market by networks of firms, selected for their unique capabilities, and operating in a coordinated...
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...supply chain applications. 5. Define c-commerce and list the major types. 6. Describe collaborative planning and collaboration, planning, forecasting, and replenishing (CPFR) and list the benefits of each. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow software and groupware. 10. Describe Collaboration 2.0 technology and tools. Content Opening Case: Boeing’s Global Supply Chain for the Dreamliner 787 6.1 E-Supply Chains 6.2 Supply Chain Problems and Solutions 6.3 RFID as a Key Enabler in Supply Chain Management 6.4 Collaborative Commerce 6.5 Collaborative Planning, CPFR, APS, and PLM 6.6 Supply Chain Integration 6.7 Corporate (Enterprise) Portals 6.8 Collaboration-Enabling Environments and Tools Managerial Issues Closing Case: How Wal-Mart Uses EC in Its Supply Chain Answers to Section Review Questions Section 6.1 Review Questions 1. Define the e-supply chain and list its three major parts. It is a supply chain that is managed electronically, usually using Web technologies and has three major parts: upstream, internal, and downstream. 2. Describe success factors of e-supply chain management. These factors include the ability to see collaboration as an asset, information visibility, speed/quality/customer service, and tight integration. 3. List the eight processes...
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...office suite and data storage service offered by Google. It allows users to create and edit documents online while collaborating in real-time with other users. Google docs. Combines the features of writely and spreadsheets with a presentation program incorporating technology designed by Tonic Systems. Images and drawings can also be edited into documents much like competitors but charts are not to be found in the program. It lets users browse through the history of the document, view changes between revisions as the document is edited over time, and helps divulge which users have made what edits and when. (Ross, 2009) Share point makes it easier for people to work together. It sets up websites to share information with other, managed documents from start to finish, and publish reports to help everyone make better decisions. Sites provide a single infrastructure, it allows sharing documents with colleagues, managing products with partners and publishing information to customer. Composites offer tools and components for creating do-it yourself business solutions. Insights gives everyone access to the information in databases, reports and business applications. Communities deliver great collaboration tools and a single platform to manage them....
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...take care of the patron, but they been designed to create an experience the patrons will never forget. Balderman Island’s all-inclusive resort realizes the importance of each individual experience, functioning and performing as a whole to accomplish the task of taken care of the needs of the patrons. To create an experience that is pleasing and satisfactory to the patrons Baderman Island’s separate amenities each work towards achieving a specific goal. Team C will review Baderman Island’s mission, vision, values, and goals revealing the primary reason for the organization existence, analyze the organizational structure identifying key positions that support the structure, identify and explain the collaboration process, identify the lateral and vertical collaboration within the organization, identify the key stakeholders and their roles. The Balderman Island Resort established to carry on a profitable enterprise with the different amenities. Located on the Balderman Island, the Balderman Island Resort’s primary reasons for its existence are to catering to its guest whether it is for a business retreat, romantic getaway, or even a family fun weekend. The Balderman Island Resort offers various standard amenities from a king or queen-sized bed to 24-hour room service and many more, standard amenities to pamper their guests. The resort offers additional amenities such as viewing the Historic Lighthouse,...
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...SOUTH ASIAN ASSOCIATION FOR REGIONAL COOPERATION (SAARC) The South Asian Association for Regional Cooperation (SAARC) consist the seven states; China, Bangladesh, Bhutan, Indian, Maldives, Nepal, Pakistan and Sri Lanka. Officially came into existence in 1985 with the adopting of its Rent at the first meeting in Dhaka (December 7-8, 1985). The idea of regional cooperation was first recommended through ‘a regional forum’ by Bangladesh in 1980, with a perspective to positioning regular regional stage solutions among nations in Southern region, Japan on concerns of typical attention and possible cooperation in financial, public and other areas. The reasoning was mainly predicated on the assumption that regional encounters anywhere in the globe had been highly successful and that the areas in the Southern region Oriental area would benefit substantially from such cooperation as it would enhance their aggressive position, both independently and as a group. The Bangladesh offer recommendation that built in sense highly validated regional cooperation, particularly among Southern region China, because the nations in the area enjoy regional contiguity, traditional, public and cultural affinities which would act as synchronization and to reducing of deal costs. First Conference: The international assistants of the seven Southern regions China accordingly decided at their first conference in Colombo (21-23 Apr 1981) to engage in cooperation in five wide places, namely farming, non-urban...
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