...Executive Summary FORDs current method of controlling all aspects of the manufacturing is outdated and is limiting the corporation’s annual results. In order to stay competitive and become efficient again, FORD needs to re-evaluate their current supply chain and implement key portions of DELLs vertically integrated supply chain model. A proper implementation will increase information flow between suppliers, departments and dealers resulting in a reduction of redundant inventory and focus towards just in time inventory. All of these factors will further drive up the already US industry leading profit margin per vehicle. In order to accomplish these goals FORD needs to refocus the Purchasing department’s responsibilities, consolidate and develop suppliers that deliver finished high level components and increase the information flow across all points of the supply chain. These steps will help to introduce a more pull-based system. Contents Issue identification 1 Environmental and root cause analysis 2 Alternatives/Options 3 Recommendations 4 Implementation 5 Monitor & Control 6 Issue identification • Current order to delivery (OTD) is more than 60 days. • Management of large supplier network. • Utilization of IT is lacking. • Purchasing isn’t integrated into Product development. • Independent dealership network has resulted in FORDs loss of control over customer service experiences. This network also breeds FORD vs. FORD sales battles...
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...business that the Ford Motor Company has excelled in since 1903. Ford can never be virtually integrated like Dell but the Ford Company can adopt some of Dell’s concepts of virtual integration to strive for excellence in supply chain management. As Director of Supply Chain Systems, I am convinced that Ford can implement portions of Dell’s Virtual Integration strategy even though the Ford Company differs in many respects from Dell. A modification of the virtual integration system that Dell uses should be applied to Ford’s supplier base, distribution system, dealerships, and divisions. Issue Identification Ford must find ways to improve their supply chain management to compete in a global market and continue to retain its market share in an increasingly competitive, saturated and over capacitated US market. Ford must act now or risk losing market share. The main issue Ford must deal with is decreasing the volume and complexity of its supplier base as it is plagued with costly inefficiencies. Secondly, Ford must get closer to its customers to better understand their needs and wants and to create better forecasting of demand. Teri Takai must decide within a week if Ford should model its supply chain strategy close to Dell’s Virtual Integration. Environment and Root Cause Analysis The Ford Motor Company is the 2nd largest industrial corporation in the world with revenues of $144 billion. Ford employs over 370,000 employees and has operations in 200 countries. What Ford does best is...
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...of the new supply chain strategy of Virtual Integration and strategies from companies like Dell. Although there are several key differences between the companies, Dell’s virtual integration strategy can be applied to Ford’s supply chain operation. A modification of the virtual integration system currently used by Dell could be applied to Ford’s dependent supplier base, distribution system, dealerships and divisions. Special care will need to be taken to address the unique dependency of our custom Tier 1 supplier. The management of lower tier suppliers of general or generic components would be more effectively suited by the standard procedures used by Dell. If we at Ford could find a solution to the obstacles of virtual integration, it could make our supply chain run smoothly with less bottlenecking, inventory, and better overall performance. Managers could overcome the complex and error-prone manual process of forecasting and procuring parts which would result in reduced OTD lessen costs and enhance customer satisfaction. ISSUE IDENTIFICATION Senior Executives have asked how Ford should use the emerging information technologies and ideas from new high-tech industries to change the way we interact with Suppliers. We must find ways to improve the Supply Chain management and to increase shareholder value and Supply Chain responsiveness. Specifically we are looking at how Dell manages their Supply Chain and incorporates the virtual integration strategy. A decision is...
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...FIN 305: Business Finance Spring 2016 Midterm Paper: Financial Analysis on Apple EXPECTATIONS & EVALUATIONS The objective of this paper is to thoroughly analyze Apple’s financial history and status for the last five years (2003 – 2007). Other important topics will be discussed which include: the company’s background, its assets, bonds, stocks, etc. To support the analysis, different relevant ratios will be calculated for Apple Inc in order to estimate the company’s current status, and also to compare Apple Inc. to the computer industry and one of its major competitors – Dell. The financial analysis of Apple is based on evaluating company and industry data from various sources. A trend analysis was performed using data for the last five years, and presented in Excel charts and tables. Finally, I computed various ratios for Apple, and compared them to industry norms, and to Dell’s. Numerous graphs were created using MS Excel to support the analysis. EXECUTIVE SUMMARY History Apple Computer was formed in April 1976 by 25-year-old Steve Wozniak and 21-yearold Steve Jobs—both college dropouts. After selling a van for some extra start-up cash, the two set up shop in the Jobs’ family garage at 2066 Crist Drive in Los Altos, California, to start building computers. In 1977, Jobs and Markkula hired Michael Scott as the company’s first president and Chief Executive Officer (CEO).8 In April of that same year, Apple decided it would be beneficial to their marketing...
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...ADVANTAGE TECHNOLOGY NETWORKS PRACTICE PROCESS BALANCE PERFORMANCE SUPPLY CHAIN SUPPLY CHAIN THE &THE VS. HYPE REALITY 46 SUPPLY CHAIN MANAGEMENT REVIEW · SEPTEMBER/OCTOBER 2001 www.scmr.com The conventional wisdom is that competition in the future will not be company vs. company but supply chain vs. supply chain. But the reality is that instances of head-to-head supply chain competition will be limited. The more likely scenario will find companies competing— and winning—based on the capabilities they can assemble across their supply networks. By James B. Rice, Jr. and Richard M. Hoppe A n increasingly vocal and popular sentiment holds that the nature of competition in the future will not be between companies but rather between supply chains. If this does, in fact, represent the future, how will these chains actually compete against each other? And what can practitioners do now in anticipation of this future? In contemplating the much-ballyhooed supply chain vs. supply chain (SC vs. SC) proposition, we first sought examples of this competition in action. Yet for as many examples of SC vs. SC competition that we found, there were at least as many places where the model didn’t fit. On the one hand, we saw vivid examples where one company or a series of companies had designed supply networks to act with singular focus against other unique companies or groups of companies—for example, Brax, Perdue Farms, and Tyson Foods. Yet more...
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...mean success Contrary to popular belief a college degree is neither a guarantee nor a prerequisite to success. Success is a term that depends on the person defining it but very purpose of a college degree is to gain monetary success. There far too many incidences that have proven the statement wrong. Oprah Winfrey, Henry Ford and Bill Gates are not the only persons to achieve success without a degree. A quick search on the online search engine google.com would prove otherwise. Many that opt for college do not know of the myriad of careers that do not require a college degree. And with the current economy, even those with a college degree have a hard time finding a job. Dropping out of school is very often frowned upon. Terms like ‘slacker’ and ‘aimless’ are used to describe school dropouts. Even the term ‘dropout’ is derogatory. However, according to Forbes.com, the list of the richest people is filled with the very such dropouts. Bill Gates, Michael Dell and Larry Ellison found higher education to actually be keeping them from success. Bill gates scored an almost perfect score on his SAT but dropped out of Harvard University, Michael Dell dropped out of University of Texas at Austin and Larry Ellison dropped out of the University of Illinois. Surprisingly, the same article stated that 33% of the Forbes 400 members did not have a college degree. The popular magazine further mentions that “the average net worth of Forbes 400 members without a college degree is 6.6%...
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...The World of Finance Financial Management Denise Milligan American Intercontinental University- Online FINA310-08 Unit 1 IP Professor Michael James January 10, 2013 Introduction Stocks which are also known as equities, gives the stock owners or stockholders a share of ownership in the firm. People who buy stocks are known as investors and investors but stocks to make money. Some investors buy stocks to be able to vote shares and by doing so have some control of the company. Companies that sell their stock do so to raise capital for new product lines, expansion into new markets, or expanding existing facilities or building new facilities. These stocks are bought and sold, also known as traded, in the stock market. Two of those markets are the New York Stock Exchange (NYSE) and the National Association of Securities Dealers Automated Quotation System (NASDAQ) (Career Education Corporation [CEC], 2012). NYSE The NYSE is a security exchange that trades stocks and bonds between investors. Corporations provide their stocks and bonds to be traded on the exchange to build capitol. The NYSE has a designated specialist for each stock, the stock is trade on what they call the trading floor at the NYSE building in New York, and this is an auction market. The designated specialist is a human shield designed to protect the stocks in case there are problems with the electronic trading (Brooks, R., 2013, p. 186). The NYSE has been a public exchange since 2006 but began trading...
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...GDP: Measuring Total Production and Income 7.1 Gross Domestic Product Measures Total Production 1) In May 2009, Ford Motor Company's sales were down 20 percent from a year earlier. These events were caused by A) an economic recession. B) an economic expansion. C) a reduction in advertising. D) declining quality of service. Answer: A Diff: 2 Page Ref: 613/209 Topic: The Business Cycle Objective: LO1: Explain how total production is measured. Special Feature: Chapter Opener: Ford Motor Company Feels the Effects of the Recession 2) During a business cycle expansion, total production ________ and total employment ________. A) increases; increases B) increases; decreases C) decreases; increases D) decreases; decreases Answer: A Comment: Recurring Diff: 1 Page Ref: 617/213 Topic: The Business Cycle Objective: LO1: Explain how total production is measured. AACSB: Reflective Thinking Special Feature: None 3) Macroeconomics, as opposed to microeconomics, includes the study of what determines the A) average price levels of goods and services in the economy. B) price charged for laptop computers by Dell. C) wages paid to employees by Dell. D) quantity of Dell employees. Answer: A Comment: Recurring Diff: 1 Page Ref: 614/210 Topic: Macroeconomics vs. Microeconomics Objective: LO1: Explain how total production is measured. AACSB: Reflective Thinking Special Feature:...
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...GDP: Measuring Total Production and Income 7.1 Gross Domestic Product Measures Total Production 1) In May 2009, Ford Motor Company's sales were down 20 percent from a year earlier. These events were caused by A) an economic recession. B) an economic expansion. C) a reduction in advertising. D) declining quality of service. Answer: A Diff: 2 Page Ref: 613/209 Topic: The Business Cycle Objective: LO1: Explain how total production is measured. Special Feature: Chapter Opener: Ford Motor Company Feels the Effects of the Recession 2) During a business cycle expansion, total production ________ and total employment ________. A) increases; increases B) increases; decreases C) decreases; increases D) decreases; decreases Answer: A Comment: Recurring Diff: 1 Page Ref: 617/213 Topic: The Business Cycle Objective: LO1: Explain how total production is measured. AACSB: Reflective Thinking Special Feature: None 3) Macroeconomics, as opposed to microeconomics, includes the study of what determines the A) average price levels of goods and services in the economy. B) price charged for laptop computers by Dell. C) wages paid to employees by Dell. D) quantity of Dell employees. Answer: A Comment: Recurring Diff: 1 Page Ref: 614/210 Topic: Macroeconomics vs. Microeconomics Objective: LO1: Explain how total production is measured. AACSB: Reflective Thinking Special Feature:...
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...Difference between Supercomputers and Mainframe computers In this report I am going to talk about supercomputers and Mainframe computers. I will also define where they are used and what is the difference between these two machines. Mainframe Mainframe is a high performance computer used for different purposes. It is known for its reliability, availability and scalability. It is a huge and powerful computer and acts as a base for enterprise IT. It consists of frames which together make a mainframe. They are produced by various companies, including IBM, HP, Honeywell, and Bull. But the leading companies who have half the market share are IBM and HP who provide the most powerful mainframes to enterprises. The other brands are providing small to medium sized mainframes. According to M. Manoj article (2009), “Nearly all mainframes have the ability to run (or host) multiple operating systems, and thereby operate not as a single computer but as a number of virtual machines. In this role, a single mainframe can replace dozens or even hundreds of smaller servers.” The features of mainframe include: It can store extremely large volume of data It has very high processing speed Simultaneous support of thousands of users Ability to communicate with other applications Almost impossible to hack into the mainframe The operating systems managing mainframes are MVS (multiple virtual storage), ESA(Enterprise System Architecture) and z/OS (zero downtime operating system). ...
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...www.it-ebooks.info www.it-ebooks.info E L E V E N T H E D I T I O N MARKETING MISTAKES AND SUCCESSES 3 0 T H A N N I V E R S A RY Robert F. Hartley Cleveland State University JOHN WILEY & SONS, INC. www.it-ebooks.info VICE PRESIDENT & PUBLISHER EXECUTIVE EDITOR ASSISTANT EDITOR PRODUCTION MANAGER PRODUCTION ASSISTANT EXECUTIVE MARKETING MANAGER ASSISTANT MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR SENIOR DESIGNER SENIOR MEDIA EDITOR George Hoffman Lise Johnson Carissa Doshi Dorothy Sinclair Matt Winslow Amy Scholz Carly DeCandia Alana Filipovich Jeof Vita Arthur Medina Allison Morris This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Copyright © 2009, 2006, 2004, 2001, 1998, 1995, 1992, 1989, 1986, 1981, 1976 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should...
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...Operations Management Course contact information • Instructor Dr. Chetan Soman Office & Phone: 4-J, 4839 e-mail: chetan@iimahd.ernet.in Objective of course: To gain an appreciation of the strategic importance of operations and how operations relate to other business functions To develop a working knowledge of the concepts and methods related to designing and managing operations Organizational Functions Finance Secures financial resources at favorable prices and provides funds for operations. Marketing Assesses customers’ wants, and promote organizations goods or services. Operations Creates products & services 4 What is Operations? • Operations – processes that produce goods and services • Processes – fundamental activities of organizations that use resources to transform inputs into goods and services Operations as a Transformation Process INPUT Material Machines Labor Management Capital OUTPUT Goods Services TRANSFORMATION PROCESS Feedback Transformation Processes Physical Locational Exchange Physiological Psychological Informational (manufacturing) (transportation/ warehouse) (retail) (health care) (entertainment) (communications) Food Processing Industry Inputs Raw Vegetables Metal Sheets Water Energy Labor Building Equipment Processing Cleaning Making cans Cutting Cooking Packing Labeling Output Canned vegetables Hospitals Inputs Doctors, nurses Hospital Medical Supplies Equipment...
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...individual assets PORTFOLIO EXPECTED RETURN The expected return of a portfolio is the weighted average of the expected returns of the respective assets in the portfolio Portfolio rate of return = fraction of portfolio rate of return + x in second asset on second asset ( ( fraction of portfolio in first asset )( )( x s i 1 rate of return on first asset ) ) E( rp ) wi E( ri ) TWO-SECURITY PORTFOLIO: EXPECTED RETURN E( rp ) wD E( rD ) wE E( rE ) E (rp): Portfolio expected return E (rD): Expected return of security D E (rE): Expected return of security E WD: Security D’s weight WE: Security E’s weight TWO-SECURITY PORTFOLIO: RETURN EXAMPLE 1 Suppose you invest 60% of your portfolio in Dell and 40% in Embell. The expected...
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...Titulació:Ingenieria superior Informatica Crèdits: 37.5 Director/Ponent:Jose M.Cabré Garcia Departament:Organización de Empresas MEMBRES DEL TRIBUNAL President:Ferran Sabate Carriga Toma de decisiones y gestión de proyectos empresariales(PDGPE) Vocal:Francesc Tiñena Salvañà Compresion de datos e imagen (CDI) Secretari:Jose M. Cabré Garcia Empresa y entorno economico(EEE) QUALIFICACIÓ Qualificació numèrica: Qualificació descriptiva: Data: INDEX CHAPTER 1: INTRODUCTION CHAPTER 2: VERTICAL INTEGRATION 2.1. VERTICAL INTEGRATION 2.2: THE THREE A’S OF A SUPPLY CHAIN EXCELLENCE 2.2.1: AGILITY 2.2.2: ADAPTABILITY 2.2.3: ALIGNMENT 2.3: PORTER’S ANALYSIS 2.4: EXAMPLES: WAL-MART AND DELL CHAPTER 3: THE SYSTEM LOCK-IN 3.1 THE DELTA MODEL 3.2: THE SYSTEM LOCK-IN 3.3: EXAMPLE: FORD MOTOR CO 3.3.1: FORD MOTOR CO LOCK-IN CHAPTER 4 : ZARA 4.1 ZARA’S HISTORY 4.2 BUSINESS MODEL 4.2.1: PORTER’S ANALYSIS ON ZARA 4.2.2 PRODUCT LIFE CYCLE CURVE 7 9 9 13 15 16 17 19 30 36 36 39 41 42 45 45 47 47 49 1 4.2.3: KEY FACTORS OF SUCCESS 4.2.4: STRATEGIC DRAWBACKS 4.2.5: LOGISTICS AND SUPPLY CHAIN 4.2.6: STRATEGY 4.2.7: OPPORTUNITIES 4.3 THE MATHEMATICAL MODEL 4.4 FINANCIAL DATA 4.5 COMPETITORS CHAPTER 5 : BENETTON 5.1 BENETTON’S HISTORY 5.2 BUSINESS MODEL 5.2.1: STRENGHTS 5.2.2: WEAKNESSES 5.2.3:PARTNERSHIP 5.2.4: INTEGRATION 5.2.5: SUPPLY CHAIN HISTORY 5.2.6: NETWORKED MANUFACTURING 5.2.7: POSTPONEMENT IN DYEING 5.3: INFORMATION SYSTEM 5.3.1: THE SHOP 2 50 51 54 59 65 66 71 73 76...
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...Strategic Management Analysis of the strategy of the Strategic Management – Analysis of the Strategy of the Apple, Inc. 15 June 2012 List of contents List of contents …..…..…………………….………………………………….….………… 2 List of figures …………….…….……………………………….…………........................ 3 1. Executive Summary ……………………………………..….…………….….…………. 4 2. Historical development ………………….……..………………..…..……..………...… 4 3. Environmental analysis …………………………………………………..…………...... 8 3.1 Company description ………………………………………………..…………….. 8 3.2 The SWOT Analysis of Apple …….………………………………..…………….. 10 3.3 The most influential competitors ……………………...…………..……………... 12 3.4 PEST Analysis …...…………………………………………………….…..……… 14 4. Business Analysis of Apple ……………………………………………………..……. 16 4.1 Portfolio overview …..……………………………………..………………………. 16 4.1 Corporate Identity ……………………………………….………………………… 18 4.2 Corporate Social Responsibility …………...………………………………….… 18 5. Conclusion ………………………..…..…………..……………………………………. 19 List of references ………………………..…..………..…..…………………………..….. 20 Appendix ………………….…………………………………………………………… 21-25 -2- Strategic Management – Analysis of the Strategy of the Apple, Inc. 15 June 2012 List of figures Figure 1: Apple’s 183M smartphone sell until Q1/2012 ...……………………………… 7 Figure 2: Apple net sales by product 2011 ……………………………………………… 9 Figure 3: Apple sales by product 2010 ………………………..………………….……… 9 Figure 4: Apple’s sales by product line ………………………………………...………. 10 Figure 5: Key Executives...
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