.......1 Chapter 1. Managing the Digital Firm ....2 Opening Case: DaimlerChrysler's Agile Supply Chain ....3 1.1 Why Information Systems? ....4 Why Information Systems Matter 4 • How Much Does IT Matter? 6 • Why IT Now? Digital Convergence and the Changing Business Environment ....7 1.2 Perspectives on Information Systems ....13 What Is an Information System? ....13 Windows on Organizations: Cemex: A Digital Firm in the Making ....14 Window on Technology: UPS Competes Globally with Information Technology ....17 It Isn't Just Technology: A Business Perspective on Information Systems 18 • Dimensions of Information Systems ....20 1.3 Contemporary Approaches to Information Systems ....25 Technical Approach 26 • Behavioral Approach 26 • Approach of This Text: Sociotechnical Systems ....27 1.4 Learning to Use Information Systems: New Opportunities with Technology ....27 The Challenge of Information Systems: Key Management Issues 28 • Integrating Text with Technology: New Opportunities for Learning ....30 Make IT Your Business ....31 Summary, 31 • Key Terms, 32 • Review Questions, 32 • Discussion Questions, 33 • Application Software Exercise: Database Exercise: Adding Value to Information for Management Decision Making, 33 • Dirt Bikes USA: Preparing a Management Overview of the Company, 33 • Electronic Commerce Project: Analyzing Shipping Costs, 34 • Group Project: Analyzing a Business System, 34 • Case Study: Dollar General: Heavy on Organization, Light on Systems...
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...CHAPTER III PROBLEM CASE Questions: 1. For such a small company, why is an ERP better than SCM applications? 2. Identify the supply chain segments that the ERP supports, be specific. 3. Relate this case to Porter's value chain and to its competitive model (Chapter 14). Show the ERP's contribution. 4. Enter intuitivemfg.com and report on the capabilities of their ERP product. 5. Relate this case to business planning and strategy. Answer for Question 1 ERP covers the overall processes of the whole organization from front-office to back-office operations. It supports internal supply chain within an enterprise. SCM basically are processes involving bill of materials, manufacturing, inventory, warehousing, and logistics. It support just certain part of internal supply chain. In certain industries, such as manufacturing, freight forwarding, and logistics providers, SCM is a subset of ERP. Therefore, for small companies like NDI, it’s more efficient and effective to implement one system, namely ERP, instead of more SCM systems. Because if a small companies like NDI only implements SCM instead of ERP, they have to expand to another system such as HRM (Human Resources Management), FM (Financial Management), and PB (Planning and Budgeting), if the company’s demand of business process is exceeding the system that supports it. Furthermore, ERP software support several functionalities for SCM, and small companies like NDI could choose which functionalities they would like...
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...Defining value chain architectures: Linking strategic value creation to operational supply chain design Matthias Holweg a, Petri Helo b,n a b Judge Business School, University of Cambridge, UK Department of Production, Faculty of Technology, University of Vaasa, Finland art ic l e i nf o Article history: Received 31 May 2012 Accepted 13 June 2013 Available online 28 June 2013 Keywords: Value chain Supply chain management Operations strategy a b s t r a c t Over the past three decades scholars have developed comprehensive insights into the operational and strategic aspect of designing and managing the supply chain. Reviewing this ample body of knowledge however one cannot help but notice a persistent disunion between the “value chain” view that considers aspects of value creation and appropriation, and the operational “supply chain” view that considers strategies and tools for designing and operating efficient inter-firm networks. Commonly these views do not interact: value creation has the aim of capturing the maximum value-added in financial terms, the supply chain view aims for designing operationally efficient supply chains. In contrast to their treatise within the academic literature, from a practical point of view these two aspects are both necessary (and thus in their own right insufficient) components to a firm's supply chain strategy. In this paper we thus turn to an exploratory case study to identify what such a combined view of the value and supply chain would entail...
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...Rubric for Case Analysis: As you are probably aware, case analysis is the most essential part of a business analyst’s toolbox. As such, it is of paramount importance that you learn how to do case analysis thoroughly. As with any analysis we follow a certain framework when we conduct case analysis. Please understand that the framework that we are going to follow in this class is one of many and there is disagreement among the academic and professional communities as to which one of these frameworks is the best. That said, in my humble opinion, the framework that follows is a good start to the case analysis process. What we gather from the initial analysis can then be used to direct functional departments (finance, supply chain, marketing etc.) to gather relevant data, which can be used to do further analysis. The initial analysis should follow the following process: ------------------------------------------------- Part 1 Points assigned: 15 (financial + external+ internal) A) Financial Analysis: Look for both accounting and economic measure of performance in the case. If any such indicators are not given in the case or you can’t calculate these indicators from the data provided in the case (i.e. profit-loss statement, balance sheet, and relevant data associated with WACC calculation etc.), skip this part of the analysis. However, if such data is present please go ahead and calculate relevant financial ratio and economic indicators of performance as instructed in the...
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...Chapter 4: Supply Chain Relationships (pp. 107-140) Chapter 5: Supply Chain Performance Measurement and Financial Analysis (pp. 141-186) Chapter 6: Supply Chain Technology – Managing Information Flows (pp. 187-228) 2. Prepare a written case study for the following in APA format: 1. Written Case Study Due -- Case 4-1 CoLinx, LLC. – answer all questions listed in the text for the case. (pp. 138-139) 1. Describe the elements of the value proposition for the manufacturer- members of CoLinx. What would be the elements of the value proposition for the distributors of products that are shipped from CoLinx? (Insert Answer Here) 2. What are the major sources of savings for manufacturer-members of CoLinx? (Insert Answer Here) 3. What are the keys to long-term sustainability of a relationship such as CoLinx? (Insert Answer Here) 2. Written Case Study Due – Case 5-1 CPDW – answer all questions listed in the text for the case. (p. 183) 1. Describe the nature of CPDW’s problem. (Insert Answer Here) 2. What metrics would you recommend that CPDW use to enhance its pricing strategy? Provide a rationale for your recommendation. (Insert Answer Here) 3. Written Case Study Due – Case 6-1 Catnap Pet Products – answer all questions listed in the text for the case. (pp. 221-222) ...
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...Management 222 Telecommunications, the Internet, and Wireless Technology 260 Securing Information Systems 312 Creating a New Internet Business 351 Part Three Chapter 9 Chapter 10 Chapter 11 Chapter 12 Part Three Project Key System Applications for the Digital Age 353 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications 354 E-Commerce: Digital Markets, Digital Goods 388 Managing Knowledge 428 Enhancing Decision Making 470 Designing an Enterprise Information Portal 508 Part Four Chapter 13 Chapter 14 Chapter 15 Part Four Project Building and Managing Systems 509 Building Systems 510 Project Management: Establishing the Business Value of Systems and Managing Change 552 Managing Global Systems 592 Redesigning Business Processes for Healthlite Yogurt Company 629 International Case Study 631 Your Digital Portfolio 645 References R 1 Glossary G 1 Photo and Screen Shot Credits P 1 Indexes 11 iv Complete Contents Part One Chapter 1 Organizations, Management, and the Networked...
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...IT and the Executive: Value Chain Analysis Question: What is a Strategy(1) ? The Oxford English Dictionary defines a strategy as follows: 1: The art of war. 2a: The management of an army or armies in a campaign. 2b: the art of moving troops, ships, aircraft, etc into favourable positions 3: A plan of action or policy in business or politics So let us now ask this question again, and this time attempt to answer it using a more information systems and business oriented language. “Strategy is a rule for making decisions under conditions of partial ignorance, whereas policy is a contingent decision. Business strategy is the broad collection of decision rules and guidelines that define a business’s scope and growth direction.” [1] “Strategy is the pattern of objectives, purposes or goals and major policies and plans for achieving those goals stated in such a way as to define what business the company is in or to be in and what kind of company it is or is to be.” [2] “Strategy formulation involves the interpretation of the environment and the development of consistent patterns in streams of organisational decisions.” [3] “Strategy is a broad based formula for how business is going to compete, what its goals should be, and what policies will be needed to carry out those goals. The essence of formulating competitive strategy is relating a company to its environment.” [4] “ Strategic decisions are concerned...
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...Cream, as of October, 2004 Case Uses & Objectives This case can be used to augment discussions of strategic analysis, specifically both internal and external environmental analysis (Chapters 2 & 3 in Dess, Lumpkin & Eisner); and strategic formulation, specifically business level strategy (Chapter 5), with an additional focus on strategic implementation, specifically entrepreneurial development (Chapters 12 & 13). The case is written in a style that overviews the situation but intentionally avoids guiding students through any analytical framework or specific application question. In so doing, it provides the instructor with the latitude to adjust class discussion and thereby accommodate the abilities of a wide-range of students. Specifically, the instructor can invite students to reason through a situation where uncertainty exists and speculation may be required. In terms of environmental analysis, this case connects a discussion of external environmental forces and Porter’s five-force model, and how such forces affect the opportunities for growth in an industry (referencing concepts covered in Chapter 2). In terms of internal analysis of the firm, (referencing Chapter 3), the value-chain and resource-based VRIN analysis provides a case for how distribution challenges across the value-chain activities could affect value. The stakeholder perspective can also be analyzed using the balanced scorecard. As a business-level strategy case, (referencing concepts covered...
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...2004 Case Uses & Objectives This case can be used to augment discussions of strategic analysis, specifically both internal and external environmental analysis (Chapters 2 & 3 in Dess, Lumpkin & Eisner); and strategic formulation, specifically business level strategy (Chapter 5), with an additional focus on strategic implementation, specifically entrepreneurial development (Chapters 12 & 13). The case is written in a style that overviews the situation but intentionally avoids guiding students through any analytical framework or specific application question. In so doing, it provides the instructor with the latitude to adjust class discussion and thereby accommodate the abilities of a wide-range of students. Specifically, the instructor can invite students to reason through a situation where uncertainty exists and speculation may be required. In terms of environmental analysis, this case connects a discussion of external environmental forces and Porter’s five-force model, and how such forces affect the opportunities for growth in an industry (referencing concepts covered in Chapter 2). In terms of internal analysis of the firm, (referencing Chapter 3), the value-chain and resource-based VRIN analysis provides a case for how distribution challenges across the value-chain activities could affect value. The stakeholder perspective can also be analyzed using the balanced scorecard. As a business-level strategy case, (referencing concepts covered in Chapter 5), this case is very...
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...THE IMPACT OF SUPPLY CHAIN MANAGEMENT ON GOVERNMENT INSTITUTIONS A Research Dissertation by GEORGE FREDERICK JACOBSON STUDENT NO. 94032512 B. TECH: PURCHASING MANAGEMENT Submitted in partial fulfilment of the requirements for the degree MBA in the Business School Faculty of Management Sciences TSHWANE UNIVERSITY OF TECHNOLOGY Supervisor: Prof. J A Watkins Pretoria 4 June 2007 PUBLICATION OF DISSERTATION The attention of the reader is specifically drawn to the fact that the national Government departments, who sanctioned this research study, specifically requested that the work should not be published due to the sensitivity of ongoing remedial actions. DECLARATION OF COPYRIGHT I hereby declare that this dissertation submitted for the degree (Magister Technologia) at the Tshwane University of Technology, is my own original unaided work and has not previously been submitted to any other institution or higher education. I further declare that all sources cited are cited or quoted are indicated or acknowledged by means of a comprehensive list of references. G.F. JACOBSON Copyright© Tshwane University of Technology (2007) i DEDICATION This study is dedicated to my family and friends for their love and support through this process allowing me to grow as a person. ii ACKNOWLEDGEMENTS I would like to express my sincere gratitude and appreciation to the following: My Lord and Saviour, Jesus Christ for His continued blessings...
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...marketing works, but also how it relates to real decisions around the world. This book offers a truly global approach with cases and exhibits from all parts of the world, including Europe, the Middle East, Africa, the Far East, North and South America. It provides a complete and concentrated overview of the total international marketing planning process, along with many new, up-to-date exhibits and cases, which illustrate the theory by showing practical applications. • Extensive coverage of hot topics such as glocalization, born globals, value creation, value net, celebrity branding, brand piracy, and viral marketing, as well as a comprehensive new section on integrated marketing communication through social networking. • Brand new case studies focus on globally recognized brands and companies operating in a number of countries, including Build-A-Bear Workshop, Hello Kitty, Ralph Lauren and Sony Music Entertainment. • Global Marketing ‘Svend Hollensen writes with real authority and insight having been involved in global marketing both as a manager and academic. His book provides a framework within which managers can develop their own approach to overseas markets, and is illustrated with cases and insights that aid understanding.’ Fifth Edition Global Marketing A decision-oriented approach Svend Hollensen Video cases featuring firms such as Nivea, Reebok, Starbucks, Hasbro...
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... Identify the components of the value chain and explain its extended version. * Describe how information systems apply to competitive strategies for business. * Explain how information systems apply to strategy for nonprofit organizations and governments. * Explain why the role of information systems in organizations shifts depending on whether the systems are deployed to run, grow, or transform the business. * Solutions to Chapter Review Questions 1. What are the five competitive forces that shape industry competition? How are these forces interrelated? The five forces that influence industry competition are (1) threat of new entrants, (2) power of buyers, (3) power of suppliers, (4) threat of substitutes, and (5) rivalry among existing competitors. The five forces determine industry structure and how profitable companies in the industry will be. The five interrelated forces are “internal” to the industry. 2. How do disruptive innovations, government policies, complementary products and services, and environmental events affect how the competitive forces operate? Disruptive innovations, government policies, complimentary products and services, and environmental are “external” forces that affect how the five forces operate. For example, certain innovations can flood through an industry, changing everything in their path, forcing every company to change its strategy. 3. What are the components of the value chain? Which components comprise the primary...
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...INTRODUCTION WELCOME TO THIS CASE STUDY PROGRAMME! The Jollibee case study should be appealing to many candidates given the familiar nature of the product. Although very little is known about the brand, given the recent ‘silent’ entry into the Singapore market without much fanfare, we all know should be familiar with how the fast food industry operates. The case certainly has all the “ingredients” of a strategic management case study although at the first reading of the case, with a clear focus on international expansion strategies. The good news is that we are given very clear information regarding the strategic directions of the company. We will discuss this later in another section. The case deals with that aspect of strategic management known as services. It also has information on market analysis, competition and positioning. The problem I feel with the case study is that there are no immediate problems to resolve, in that Jollibee seems to have been performing well and their international expansion strategies seem to be on track to grow the business further. This I feel is the crux of the whole case study. To this end, the Jollibee case study needs to be addressed from only ONE perspective - SUSTAINABILITY in the light of increasing competition and changing market demographics. Areas of focus in the case It is imperative that when we approach this case, we MUST adopt a strategic perspective and NOT be concerned about the operational issues. Fortunately, the case seems to have presented...
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...Designing and Managing the Supply Chain David Simchi-Levi Philip Kaminsky Edith Simchi-Levi Solutions for Discussion Questions1 Kerem B¨lb¨l u u 1 We would like to thank Shiming Deng for his valuable contributions to the preparation of this manual. Chapter 1 Introduction to Supply Chain Management Discussion Questions Question 1 Pick any car model manufactured by a domestic auto maker. For example, consider the 2002 Ford Thunderbird. a. The supply chain for a car typically includes the following components: 1. Suppliers for raw materials 2. Suppliers for parts and subsystems 3. Automobile manufacturer (Ford, in this example). Within a company, there are also different departments, which constitute the internal supply chain: i. Purchasing and material handing ii. Manufacturing iii. Marketing, etc. 4. Transportation providers 5. Automobile dealers b. Many Þrms are involved in the supply chain. 1. Raw material suppliers. For instance, suppliers for steel, rubber, plastics, etc. 2. Parts suppliers. For instance, suppliers for engines, steering wheels, seats, and electronic components, etc. 3. Automobile manufacturer. For instance, Ford. 4. Transportation providers. For instance, shippers, trucking companies, railroads, etc. 5. Automobile dealers. For example, Hayward Ford. c. All companies involved in the supply chain want to maximize their respective proÞts by increasing revenue and decreasing cost. However, companies may employ different 2 strategies in order...
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...Global sourcing Global manufacturing Global distribution . dealing with foreign . facility location . local content regulations suppliers . coordinating networks . managing global . managing international of plants distribution logistics . coordinating networks . managing risk . managing risk of R&D facilities . operations in other countries Page intentionally left blank. Class: 2a Type: Lecture Supply Chain Management & Service The goal in this part is to introduce the two main sections of the course, international manufacturing and international service. For manufacturing we start with the simple proposition that decisions about our company’s competitive strategy leads to a supply chain strategy which then leads to a supply chain structure. We provide a strategic framework that can be used to analyze design, planning, and operational decisions in a supply chain. This framework focuses on supply...
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