International Journal of Production Research Vol. 48, No. 17, 1 September 2010, 5137–5155 Supply chain performance measurement: a literature review Goknur Arzu Akyuz* and Turan Erman Erkan Department of Industrial Engineering, Atilim University, Kizilcasar Mahallesi, 06836 Incek Go¨lbasi, Ankara, Turkey (Received 19 February 2009; final version received 2 June 2009) This paper is intended to provide a critical literature review on supply chain performance measurement. The study aims at
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|L |T |P |C | |BA9121 |Operations Management |3 |0 |0 |3 | |BA9122 |Financial Management |3
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Guidelines on Credit Risk Management Rating Models a n d Va l i d a t i o n These guidelines were prepared by the Oesterreichische Nationalbank (OeNB) in cooperation with the Financial Market Authority (FMA) Published by: Oesterreichische Nationalbank (OeNB) Otto Wagner Platz 3, 1090 Vienna, Austria Austrian Financial Market Authority (FMA) Praterstrasse 23, 1020 Vienna, Austria Produced by: Oesterreichische Nationalbank Editor in chief: Gunther Thonabauer, Secretariat of the Governing
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Microsoft Office System Customer Solution Case study REI Improves Its Product Development Processes by Integrating Process and Project Management Tasks “REI is combining the best of what Visio and Apprentice Process Modeler do for process modeling; what Project and PM Solutions do for project management; what SharePoint does for collaboration and document management; and what Outlook does for communication and collaboration. It’s all tied together with the Microsoft .NET Framework.” Kevin
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256 Performance of Financial Institutions in Bhutan Dil Bahadur Rahut* Iván Velásquez Castellanos** Pravakar Sahoo*** Abstract The Kingdom of Bhutan is a small landlocked country in South Asia, located in the eastern Himalayas, and bordered by India and China. Bhutan is a small and fragile economy with a population of about 687,000. Nevertheless, its banking system plays an essential role in the growth and development of the country. This paper analyzes the financial performance, the development
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Management Training Program This group of fifteen cohorts should have strong conceptual skills to move to the ranks of senior management. These are different from technical skills and human skills and include creativity, formulating abstractions, analyzing complex situations, understanding issues and solving problems. The individuals in this cohort must have excellent cognitive abilities that allow them to examine complex issues to devise specific and effective courses of action. They should have the
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for management 14 5.1 Types of Costs 14 5.2 Cost Volume Profit Analysis 15 Contribution Margin (CM) 16 Unit Contribution Margin (Unit CM) 16 Contribution Margin Ratio (CM Ratio) 17 Break-even point 17 5.3 Justification of management decision based on profit-loss potentials 17 Conclusion 18 References 18 Introduction This assignment has been prepared considering the assessment requirements that include different learning objectives. We have explained several sources of funding
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deteriorated morale as a result of minimized accomplishment. The central issue of teaching and learning at Jefferson is the lack of focus and shared vision as a direct result of poor communication. As we learned in our Systems Thinking/Systems Change simulation, the most important step of promoting change is through effective communication and recognizing yet planning for the different stages of change. The
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Executive Summary Liquidity management refers to meeting liquidity needs by using the outside sources of discretionary funds like government funds, discount window borrowings, repurchase agreements, certificates of deposits and other types of commercial borrowings. The major risk a bank runs is liquidity risk. Under any circumstances a bank has to honor its commitments. As a result, it has to make sure that enough liquidity is available to meet fund requirements in situations like liquidity crisis
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In addition, analytics-generated insights can be easy to replicate: A financial services company we studied built a model based on an analysis of big data that identified the best place to locate an ATM, only to learn that consultants had already built similar models for several other banks. Moreover, turning insights from data analytics into competitive advantage requires changes that businesses may be incapable of making. One retailer, for example, learned that it could increase profits substantially
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