The main challenges are: Product and service: The customer process drives the value chain. A company’s business model must dictate which competencies account forits position in the value chain, which products and services it delivers itself, who serves the rest of the customer process, and which companies form part of the same ecosystem. Customer access: Many customers expect their business partners to have a global presence and market share with a guaranteed future. Economies of networks
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creating educational opportunities for management. c. c. allowing operational employees to interact with management. d. d. encouraging the sharing of knowledge across business units. | 3. | (Points: 0.5) | | Which competitive force did 7-Eleven determine as being its primary disadvantage, based on your reading of the chapter case? a. a. Traditional competitors b. b. Substitute products and services c. c. Customers d. d. Suppliers This is wrong | 4. | (Points: 0.5) |
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capabilities--the value processes But note that there is no one template. STRATEGIC COST MANAGEMENT - BA122B - Fall 2006 4-1 Value Chain and the QCT Triangle VC allows alignment of processes with customers. This generates a quality advantage. VC focuses cost management efforts. VC provides for efficient processes which improves the timeliness of operations. STRATEGIC COST MANAGEMENT - BA122B - Fall 2006 4-2 Value Chain Benefits Identifies value processes
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2 A Framework for Reducing the Impact of Disruptions to the Supply Chain: Observations from Multiple Executives Robert B. Handfield, Jennifer Blackhurst, and Debra Elkins Contents Introduction..................................................................................................30 Methodology................................................................................................. 31 Supply.Chain.Risk.Management.Process................................................. 32
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quantitative methods for selection of projects. 5. Section‐B Case Study A project manager obtained the following data relating to a project. Activity Sequence 1 – 2 1 – 3 1 – 4 2 – 5 3 – 6 3 – 7 4 – 6 5 ‐ 8 6 – 9 7 – 8 8 – 9 Estimated time, weeks Optimistic Most likely Pessimistic 7 8 9 4 5 12 2 10 12 3 7 11 8 18 46 6 9 18 3 3 9 3 3 9 8 18 40 2 6 10 3 6 15 Draw a PERT diagram & mark the critical path.
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Executive Summary Part 2 Table of Contents I. Issue with Impact Analysis Part 3 Immediate Issues Part 4 Systemic Issues II. Environmental and Root Cause Analysis Part 5 Qualitative Analysis Part 6 Quantitative Analysis III. Alternatives Part 7 Alternatives IV. List Recommendations Part 8 Recommendations V. Implementation Part 9 Recommendations Implementation Plan VI. Monitor and Control Part 10 Monitor and Control Part 11 Conclusion & Management Plan Part 3: Immediate Issue
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Cost and Differentiation Strategies A.Cost Reduction as competitive advantage Cost Advantage (=> cost efficiency => cost cutting : restructuring, outsourcing, lean production…)is normally considered as the primary basis for competitive advantage in an industry. The Key to cost-cutting is the study of the 8 factors that determine a firm’s cost position : 1. Economies of scale Economies of scale exist wherever an increase in the amount of inputs employed in a production process results
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Accessories Page 6: Product Group-Clothing Page 7: Product Group- Entertainment Page 8: Product Group- Food Hall Page 9: Product Group- Furnishing Page 10: Product Group- Furniture Page 11: Product Group- Households Page 12: Product Group- Restaurant Page 13: Product Group- Stationary Page 14: Product Group- Toiletries Page 15: Conclusion Executive Summary This is a project report by Manas Dubashi on a fictional retail chain by the name of “The Business”. The analysis is based
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MC DONALDS CASE STUDY ANALYSIS OF THE COMPANY McDonald's Corporation is the world's largest chain of hamburger fast food restaurants, serving around 68 million customers daily in 119 countries Headquartered in the United States, the company began in 1940 as a barbecue restaurant operated by Richard and Maurice McDonald; in 1948 they reorganized their business as a hamburger stand using production line principles. McDonald's operates over 34,000 restaurants worldwide, employing more than 1.7
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Introduction 4 Issue Identification 5 - 7 Environment and Root Cause Analysis 8 - 9 Alternatives and Options 10-11 Recommendations 12 Implementation 13-14 Monitor and Control 15 Conclusion 16 Ford Motor Company Executive Summary As director of Supply Chain Systems, Teri Takai recommends implementing virtual integration
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