...The Logistics Industry in Turkey November 2013 1 Disclaimer Republic of Turkey Prime Ministry Investment Support and Promotion Agency (ISPAT) submits the information provided by third parties in good faith. ISPAT has no obligation to check and examine this information and takes no responsibility for any misstatement or false declaration. ISPAT does not guarantee the accuracy, currency, reliability, correctness or legality of any information provided by third parties. ISPAT accepts no responsibility for the content of any information, news or article in the document and cannot be considered as approving any opinion declared by third parties. ISPAT explicitly states that; it is not liable for any loss, negligence, tort or other damages caused by actions and agreements based on the information provided by third parties. Deloitte accepts no liability to any party who is shown or gains access to this document. The opinions expressed in this report are based on Deloitte Consulting’s judgment and analysis of key factors. However, the actual operation and results of the analyzed sector may differ from those projected herein. Deloitte does not warrant that actual results will be the same as the projected results. Neither Deloitte nor any individuals signing or associated with this report shall be required by reason of this report to give further consultation, to provide testimony or appear in court or other legal proceedings, unless specific arrangements thereof have...
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...Analysis of the grocery industry Coles Supermarkets Australia October 2012 Analysis of the grocery industry Contents Glossary ..................................................................................................................................... i Executive Summary.................................................................................................................. iii 1 Introduction .................................................................................................................... 1 1.1 1.2 Project approach and objectives........................................................................................ 1 Report structure ............................................................................................................... 2 2 3 Coles – an overview ........................................................................................................ 3 Economic contribution of Coles ....................................................................................... 5 3.1 3.2 3.3 3.4 3.5 3.6 3.7 Modelling approach .......................................................................................................... 5 Direct economic contribution ............................................................................................ 6 Indirect economic contribution ......................................................................................... 6 Total economic contribution .......
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...ABSTRACT Extensive research has indicated that cost reduction strategies may promote the implementation of green strategies in global maritime logistics and the MPA. In this report, the utilisation as well as impacts of Lean and Six Sigma strategies will be analysed. In addition to this, the two strategies will be compared and contrasted. Lean and Six Sigma assist in working efficiently and reducing wastes. In recent times, IT has proven to be a vital tool in assisting organisations and global maritime logistics. This report will examine the relationship between IT and quality (TQM), efficiency (Lean) and collaboration and has shown assist them in their objectives and gain a competitive edge. This report has shown that IT has proven to be effective in helping organisations and global supply networks work and communicate among one another effectively and efficiently. 1.0 INTRODUCTION In this report, its main focus is on determining the most optimal cost reduction strategies in the implementation of green strategies in global maritime logistics such as the Singapore maritime logistics network or Maritime and Port Authority of Singapore (MPA) and for this particular paper, the researcher has chosen two specific cost reduction strategies specifically: Six Sigma and Lean. Container ports the world over are increasing at an alarming rate and ports have to take into account of its efficiency, throughput and green performance. TASK 1 2.0 COST REDUCTION STRATEGIES TO...
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...TAKING LEADERSHIP IN A DIGITAL ECONOMY BY TELSTRA CORPORATION LIMITED AND DELOITTE DIGITAL November 2012 deloittedigital.com.au telstra.com A NOTE FROM DAVID Consumers and businesses are rapidly embracing digital technology and this is redefining the traditional transaction model. We now have a new generation of globally connected consumers and businesses who behave very differently – and we must all adapt to these changes and take advantage of the new opportunities. By the end of the decade we will have connected just about every device to next generation networks, from smartphones and offices of the future, to educational resources and digital home appliances. The changes we are talking about are transformational. Everything, everyone and every place will be connected. This will make us more innovative and more competitive – and change the way we live and work for the better. The challenge ahead is how to best use the tremendous creativity, innovation and capability of Australians to participate in these new opportunities – whether it be m-commerce, Big Data, robotics or social media. Every part of our economy can benefit from this new era of connectivity. Our role, as Australian business leaders, is to help build a 21st century economy that is locally accessible and globally competitive. As a nation, we can lead the world and create positive change. David Thodey Chief Executive Officer Telstra 1 A NOTE FROM GIAM The world is changing. The internet has...
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...Attrition Analysis (2014-15) [pic] June 2015 Prepared By: Anushree Panicker (SIES College of Management Studies) Sugandhi Murali (SIES College of Management Studies) Surabhi Nair (Institute of Management and Computer Studies) Table of Contents | | | | |Sr No. |Particulars |Page No | |1. |Executive Summary |3 | |2. |Objectives |4 | |3. |Scope |5 | |4. |Methodology |6 | |5. |Introduction |8 | |6. |Steel Manufacturing Sector |9 | |7. |About Mukand Limited |10 | |8. ...
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...April 3, 2014 Report on Placement 2014 TAPMI received a very good response from the corporate world for placement of students of the batch of 2012‐2014. Corporates’ faith in the PGP program of TAPMI saw a tremendous response and support from the recruiters. More than 100 companies have participated in our placement process and offered jobs to 296 students. Around 60 companies participated for the first time. TAPMI’s graduates got a variety of roles from a wide spectrum of sectors, across multiple functional domains. These include offers from Consulting, FMCG, IT/ITES, E‐Commerce, Telecom, Media, Confectionary, Manufacturing, Analytics, Airways, BFSI, Digital Marketing, Pharma & Healthcare, Textile, BPO and Logistics, etc. This year saw a significant increase in the number of firms vying to tap the talent on campus, which is a sign of trust by corporates and opportunity for students of PGDM top B‐ Schools. Some of the prominent recruiters who have participated in our campus placement are: iNautix Analytics Quotient India Property Axis Bank Infosys Bajaj Auto Finance Intellecap Bajaj Electricals J.K.Helene Curtis Balmer Lawrie Kotak Capgemini KPMG Cognizant CRISIL Manipal Technologies D&B McKinsey Knowledge Centre Dell MEMG Deloitte Microsoft Dr.Reddy’s Mogae Media MphasiS eClerx Flipkart Infiniti Retail Ramco Systems Sonata Fractal Analytics Tata Capital GCMMF (AMUL) ...
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...the concept of social responsibility has been described in different ways. For instance, its been called “profit making only”, “going beyond profit making”, “any discretionary” corporate activity intended to further social welfare”, and “improving social or environmental conditions”. We can understand it better if we first compare it to three similar concepts which are Social Obligation, Social Responsiveness and Social Responsibility. Social obligation is when a firm engages in social actions because of its obligation to meet certain economic and legal responsibilities and nothing more while Social responsiveness is when a company engages in social actions in respons to some popular social need. Indeed, Social responsibility is as business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society. From what we had go through and search on Avon, our group had agreed to conclude that this company is one of the company which apply those Social Responsibility in its management. This is because, Avon had launched so many social actions and activities those related to the way on protecting nature and human being such as Avon Breast Cancer Crusade , launched in 1992. The other one is, Speak Out Against Domestic Violence, launched in 2004. As a global citizen, Avon also responds to major natural disasters and emergencies in areas where the company has a presence. . The program, called Hello Green Tomorrow, is a corporate...
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...Competitive Advantage 12 5. Conclusion 13 Works Cited 14 List of Figure Figure 1 Atonomy of Groupon Deal 5 Figure 2 Comparision of Service Offered 6 Figure 3 Groupon Customer Satisfaction Rank 7 Figure 4 Comparison of Revenue 10 Abstract In this paper I am going to briefly explain on an exploding new and fast growing retail model called Groupon. Groupon is a type of Electronic Commerce; it is believed that e-commerce or E-Retailing will surpass brick and mortars format as the method of choice for consumer near future and it’s already proven in some country. Most of my finding is from electronic source which I have cited it accordingly. It is difficult to obtain reports and details about Malaysian Groupon so most of the reference in this paper are summarised from global reports, trends and researched on Groupon worldwide. 1. Introduction Electronic commerce or commonly known as E-Commerce; Is where the buying and selling of products or services is conducted over electronic systems such as the Internet and other computer networks. E-Commerce is generally considered to be the sales aspect of e-business. It also consists of the exchange of data to facilitate the financing and payment aspects of business transactions. E-Commerce Is very wide industries with great growth potential most of brick and mortar retailer are now racing in...
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...OPPORTUNITIES FOR INVESTMENT IN RETAIL SECTOR IN EMERGING ECONOMIES Ashish Deshpande MMS ashish.deshpande@simsree.net 9769138482 Sufiyan Sarguroh MMS sufiyan.sarguroh@simsree.net 7208850965 Sydenham Institute of Management Studies, Research and Entrepreneurship Education (SIMSREE), Churchgate Abstract: This paper presents the investment opportunities in the retail sector in the emerging economies through retrospective tracking of their past experiences and opportunities in the future. The paper analyses the reforms and trends that drove growth in the emerging nations' retail markets and the ones that need to be embraced to sustain and accelerate the growth in the future. The focus of the paper would be the BRICS economies with a brief outlook of other economies like Singapore, Indonesia inter alia. Allowance of foreign investment in the retail sector boosted its volume tremendously in Russia and China and triggered a development of sorts that led to flourishing of foreign as well as local players in the same, providing impetus to the rise in the retail market volume. Brazil developed its retail market by taming inflation and making credit easily available. South Africa improved its distribution networks efficiently causing an improved supply chain management and also cashed in on its demography by catering to the needs of its predominantly young population. Indian retail sector thrives mainly on the unorganized sector with organized sector forming a minor chunk of...
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...European M&A Construction Monitor Trends for 2011–2013: Defaults, Deleveraging, Diversification and DBFM Deloitte Real Estate – European M&A Construction Monitor 2012 December 2012 European M&A Construction Monitor is a publication edited and distributed by Deloitte. Director Jurriën Veldhuizen, partner Real Estate, The Netherlands Kees Zachariasse, M&A partner Real Estate, The Netherlands Coordinated by Harm Drent Hinse Boonen Steven Vrendenbarg Laurens Kil Contact Real Estate Department, Deloitte Netherlands Phone: +88 288 3281 Fax: +88 288 9752 December 2012 Contents 1. Introduction 2. Looking back 3. Going forward 4. European construction and infrastructure group contacts 5 6 12 19 European M&A Construction Monitor Trends for 2011–2013: Defaults, Deleveraging, Diversification and DBFM 3 4 1. Introduction Market trends: Defaults, deleveraging, diversification and DBFM The number of deals decreased in 2011 compared with 2010. Uncertainty in the market was a major factor for this decline. Although uncertainty remains omnipresent in 2012, M&A activity is expected to increase, even though the average deal size will be smaller compared with previous years. Small and medium-sized companies are the main targets, provided they are of interest to the limited number of larger construction companies active in the European M&A market. Survival techniques – including deleveraging, diversification and reorganisations – have been and will continue to be applied...
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...13.18 South Korea Malta Portugal Czech Rep. Croatia Slovakia Estonia Hungary Poland Lithuania Latvia Turkey Russia Romania Belarus Bulgaria China Ukraine Modavia Georgia Phillippines 11.49 10.27 10.03 8.86 7.89 7.80 7.30 6.94 6.04 5.45 5.25 4.33 3.61 3.39 2.67 2.44 2.25 1.81 1.74 1.65 1.33 Data in EUR per hour, 2009 (adapted from Institut der Deutschen Wirtschaft, 2010) © 2012 R. Grünig/D. Morschett 9. Evaluating new production and sourcing locations 9.2 Total costs of Electrolux for products sourced in different regions Chest-freezers for US market USA China Washing machines for EU market Mexico Production Country = Logistics = Direct labour & overhead Western Europe China Eastern Europe Production Country = Materials & components (Electrolux, 2005) © 2012 R. Grünig/D. Morschett 9. Evaluating new production and sourcing locations 9.3 Components of procurement cost + + + + = Purchasing cost or production costs abroad Logistics Inland freight in the production country International freight Inland freight in the home country Transfer charges Additional safety stock Customs duties and fees Duties Customs fees Harbour fees Taxes VAT and/or import tax ./. Tax incentives in the production country Other costs Cost of quality monitoring Cost of...
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...THE RESILIENCY CHALLENGE: CONSTRUCTING THE AGILE SUPPLY CHAIN FOR HEAVY INDUSTRY June 2014 By Lisa Harrington, President, lharrington group LLC and Associate Director, Supply Chain Management Center, Robert H. Smith School of Business, University of Maryland 2 The resiliency challenge The engineering and manufacturing sector (E&M) is the definition of diversity. The companies that make up the sector manufacture everything from jet engines and drilling rigs to simple fasteners and filters. Broadly speaking, though, E&M firms fall into a number of sub-sectors including Aerospace and Aviation and Industrial and Construction Equipment. The overall sector, like all industries, faces a myriad of issues around volatility, including dealing with natural disasters and supplier disruptions. But these issues aren’t the only ones that keep sector executives up at night. E&M CEOs also worry about how to transform their frequently large and conservative companies into agile enterprises capable of meeting new competition and opportunity head on with faster, leaner and more resilient operations. Global market dynamics are driving the need for transformation. As emerging markets grow and new markets emerge, demand is dispersing geographically. Demand is also fragmenting as a result of increasingly complex requirements from customers both for new product customization and post-sale support and service. Customers want – and expect – more choice on configuration...
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...January 15, 2015 Abstract This paper reviews the integrated case study on Bandon Group, Inc. according to the following steps and explaining the activities, documentation, and things to do, for implementing ERP system. * Step 1: Purpose and scope of study * Step 2: Document high-level business direction * Step 3: Identify key information needs and measures * Step 4: Document detailed business requirements * Step 5: Document current IT situation – Internal Introduction According to Deloitte Consulting, an ERP system is a packaged business software system that allows a company to “automate and integrate the majority of its business processes; share common data and practices across the enterprise; and produce and access information in a real-time environment.” ERP systems are different from legacy systems in that organizations use ERP to integrate enterprise-wide information supporting financial, human resources, manufacturing, logistics, and sales and marketing functions (Shanks, Seddon, and Willcocks, 2003). An ERP system provides an enterprise database where all business transactions are entered, processed, monitored, and reported. Purpose and Scope of Study The purpose and scope of this study is to investigating and discovering the business environment and data flow of Bandon Group. This feasibility study of implementing an ERP system is to see if an ERP system will work within the new organizational and management needs? Because qua status...
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...Pharmaceutical Industry: New Drug Development Semester: 2012 Day of Week/Time: Office Hours: Class Website: Overview This course provides a detailed overview of the drug and biologics development process from discovery through regulatory approval. Special attention is given to the roles, functions and significance of the various disciplines involved in the R&D process, their interactions with each other, and the strategic management of these functions. Attention will also be given to key technologies used throughout the R&D process. The economics of pharmaceutical R&D as well as trends in licensing, outsourcing and partnerships will be covered. The student will gain an understanding of R&D strategy and the relationship between R&D and overall organizational success. Pedagogy The course will employ lectures notes, assigned readings, case analyses, individual homework assignments, and a final project. Each student will analyze three cases from the Harvard Business Review involving pharmaceutical companies. The final project will be a written paper touching on some aspect of managing pharmaceutical research and development. Relationship of Course to the Rest of the Curriculum The pharma value chain comprises all of the functional business elements from drug discovery through commercialization, and includes critical supporting functions, such as supply chain logistics and regulatory and compliance. IT is an enabler at the strategic...
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...LIST OF COMPANIES American Express Amway Anand Axis Castrol Deloitte Ernst & Young FINO Godrej Maruti Ingersol Rand Inno Park L&T Madura Marg Group Mercer Metro Cash and Carry Naukri Tata Sons Tata Motors TVS Motors Marico Religare Standard Chartered Sanofi UBI American Express (India) Private Ltd Vision: We work hard every day to make American Express the world’s most respected service brand Slight History – Parent company is an American multinational financial services. Founded in 1850, it is one of the 30 components of the Dow Jones Industrial Average. The company is best known for its credit card, charge card, and traveler'scheque businesses. Amex cards account for approximately 24% of the total dollar volume of credit card transactions in the US, the highest of any card issuer. American Express (India) Private Ltd. offers accounting and financial processes consolidation services to the American Express Company’s businesses. The company was founded in 1994 and is based in Gurgaon, India. American Express (India) Private Ltd. operates as a subsidiary of American Express International Inc. and American Express Limited. Basics Non-Listed, Limited Liability Company Net operating revenues increased 4.01%, (INR 812.33 to INR 844.89 tens of millions) Operating result increased 7.59% (INR 175.98 to INR 189.33 tens of millions) Net Profit Margin (Net Income/Net Sales) from 24.52% to 13.68% Employee 6158 • s Key • People Sanjay Rishi CEO India HR practices –...
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