...Components Put Sales at Risk” Why all partners must carry consequences for the associated risk within the Supply Chain Author: Mathijs Cornelis van Itterzon What are the consequences of a tsunami in Japan, with respect to the price of Apple stocks? If we ask a regular person this question, one may answer that it doesn’t have that much influence at all. Mainly because people have never heard of the company ShinEtsu, which is responsible for manufacturing thin silicon wafers for Apples products (Der Spiegel, 2011). What many people do not know is that when this Japanese manufacturer has been overwhelmed by a natural disaster risk of stock-out may appear and may harm other partners within the supply chain. One of the major customers is Foxconn in Taiwan which manufacturers Apple’s iPhone and iPad. Still we rely that Apple controls their supply chain well in order to produce sufficient iPhones for the market. Taiwan’s Foxconn is able to produce the iPhones and iPad due to the efficient and ‘justin-time’ delivery from the Japanese manufacturer. Natural disasters like the tsunami in Japan may disrupt the continuity in the supply chain with all the associated consequences. Risk management and mitigation strategies are suitable solutions, which may prevent a supply chain breakdown because one will get insight in high-risk situations, such as the situation in Japan and hence consider how to reduce the associated consequences (Chopra & Sodhi, Managing Risk to Avoid Supply Chain Breakdown...
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...Paper Not many companies, if any, are known for more innovation than Apple Inc. The products and software produced by Apple Inc. always seem to be years beyond the reach of other companies. Apple Inc. and its wholly-owned subsidiaries (collectively “Apple” or the “Company”) designs, manufactures and markets mobile communication and media devices, personal computers, and portable digital music players, and sells a variety of related software, services, peripherals, networking solutions, and third-party digital content and applications (Apple, 2011, pg. 1). Apple Inc. (Apple) produces such items and services as the “iPhone®, iPad®, Mac®, iPod®, Apple TV®, a portfolio of consumer and professional software applications, the iOS and Mac OS®X operating systems, iCloud®, and a variety of accessory, service and support offerings” (Apple, 2011). Apple’s innovation strategy is described below and is evaluated along with the risks involved with the strategy. Apple’s financials and business plan are also described below. Innovation Strategy Innovative companies can thrive even in a tough economy. Apple Inc. has seen hard times and good times. Apple has survived as a company because of a renewed commitment to innovation. This commitment to innovation spearheaded by Steve Jobs has caused other companies to analyze how Apple does so well. First, it is important to note that Apple has not been always successful. Today Apple epitomizes a capabilities-driven innovation strategy, but it wasn't...
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...People take risk daily whether they realize it or not. For instance, a person might take a different route to work. The individual has two choices. One, take a conservative approach and travel the familiar road they are accustomed to minimize the risk of being late. Secondly, the person can obtain a diverse path and assume the chance of being delayed or discovering a new road that saves time and money. Sure, it is always safe to stay in the comfort zone. The person may begin to think the “what if.” What if there is more traffic or closed roads while taking this new path towards reaching their destination. A savvy individual must assess the risk of driving an unfamiliar way. They must be willing to face the outcome. The consequences can be positive...
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...Strategic Plan STR/581 Strategic Plan James Cash Penney started JCPenney, now known as JCP, 110 years ago. Penney aspired to be a lawyer for his family was not really well-off. His father was a Baptist minister and a farmer. He never had an opportunity to start in law school due to educational expenses that his family cannot afford. He worked in a local dry goods store where he became an assistant manager in Golden Rule Store. He had the chance to acquire one-third of the venture. In five years time, that was 1907, Penney acquired that of his partners (Soylent Communications, 2012). He had a vision to establish an entity that treats people the way he wants to be treated and this is what people commonly hear as “fair and square”. His very first retail business was named Golden Rule as based on his philosophy in life coming from the words of Confucius: “treat others as you want to be treated”. JCPenney was successful in his business for long years. His venture has the capacity to be an industry leader in innovation, pricing, and marketing strategy. Way before internet was invented, JCPenney offered catalogs to showcase their products. And now, they have jcp.com and their facebook page in which they do their promotions, marketing and sales (Toy, 2012). JCPenney had difficult times in keeping a close competition with Macy’s and Dillard’s Department Store especially when there were costs hikes when sales were down. The company adopted measures to deal with its problem. There...
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...requirements to be kept by banks (due to risk of bad loans (credit risk) made by banks). 1. Credit risk faced by banks taken into consideration for calculating capital set aside requirement 2. Thus, banks had to set aside 8% of the RWA(risk weighted asset) loan made by banks to avoid bank insolvency if people dint pay back loan. Assets defined different weights as per their riskiness, eg: Govt bonds =carries 0% risk i.e. 0 weight in risk calculation, Good rating bonds (AAA) = 20%, municipal bonds = 50% risky etc. Thus, if Banks held bonds worth $10 m of a v good rated Co (AAA) then its RWA would be 20% of that i.e. 20% of 10m i.e. 2 million would be considered risky and thus 8% of this 2 m bank would have to keep aside as capital requirement as per Basel 1. 3. Quality of counter party was not considered = one of the main weaknesses of the Basel 1 (i.e. no differentiation if GE/Apple/Microsoft took loans or any new companies with no CF’s at all) Basel 2 in 2004 Again calculation of how much capital to be kept aside by banks due to risks arising from credit risk, market risk(banks hold a lot of positions in capital mkt so risk involved) and operational risk(fraud, natural catastrophe, govt changes etc) was discussed in Basel Accord 2. 1. Credit risk+ Market risk+ Operational risk 2. Risk management process brought into place = Regulators can come inhow mgnt structure is of bank and how banks can measure and quantify the risk (Internal Capital Adequacy Assessment...
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...An Analysis of Sources of Risk in the Consumer Electronics Industry ManMohan S. Sodhi Cass Business School Seongha Lee Samsung Forthcoming, JORS (2007) ABSTRACT: The consumer electronics industry is a $ 240 billion global industry with a small number of highly competitive global players. We describe many of the risks associated with any global supply chain in this industry. As illustration, we also list steps that Samsung Electronics and its subsidiary, Samsung Electronics UK, have taken to mitigate these risks. Our description of the risks and illustration of mitigation efforts provides the backdrop to identify areas of future research. INTRODUCTION In supply chain management, there is much discussion on risks related to such aspects of supply chains as short product lifecycles, keen competition combined with cooperation, and globalization. The consumer electronics industry is the very embodiment of these aspects of supply chain management and related risks. While some of the supply- and demand-related risks are similar to such industries as the toy industry (Johnson 2001), the consumer electronics industry faces additional risks due to its vertically integrated supply chains. This article seeks to provide a starting point for understanding supply chain risk in this industry through examples from this industry as well as related ones like computers and mobile phones. To illustrate the mitigation of these risks, we list steps that Samsung Electronics and its subsidiary...
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...Geopolitics, International Environment and Business International risk management 1 Geopolitics, International Environment and Business Risks identification Are we leading towards economic war? 2 Geopolitics, International Environment and Business Several agencies seem to reinforce this idea, particularly regarding international trade 3 “Public economic warfare” Japan JETRO, Japan External Trade Organization (www.jetro.go.jp) Created in 1958 to promote Japanese exports From the 80s it expands to developing countries. 21st century: To promote FDI into Japan To help small & medium sized companies to export. 4 USA (1992, 1993): Bill Clinton Policy "Putting People First, A National Economic Strategy For America" Governor Bill Clinton June 21, 1992 Opening up world markets. […] we will move aggressively to open foreign markets to quality American goods and services (for instance, NAFTA) Economic security council / Advocacy Center / CIA / FBI –Economic Counterintelligence Program The stakes in this game are high! 5 FRANCE: UBIFRANCE -Offices in France (partnership with chambers of trade) -80 offices in 60 different countries (156 in 120 countries if Economic Missions considered) -More than 1,400 collaborators MISSION: to make French exports easier, to support and to monitor French companies abroad. 6 7 “Private economic war” International competition Is it replacing military conflicts? Competitive...
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...November, 2013 Chip Wilson tried to explain the recall by saying “some women’s bodies just don’t work for it.” Public relations took another hit when stores in Maryland and Dallas posted inappropriate promotional signs which resulted in more negative media coverage (Huang, 2014). Lululemon Athletica Inc. faced multiple public relations issues in 2013 that were negatively impacting their sales. The company was conducting damage control on multiple fronts in an effort to regain credibility as a trusted brand who offers quality products. Lululemon needed to create a strategy to repair the company’s self-inflicted credibility damage (Huang, 2014). Lululemon Athletica Inc.’s credibility problems can be attributed to a lack of strategic alignment, risk planning, and unwillingness to accept responsibility within the senior leadership team. This lack of direction and planning contributed to the poor and controversial communication from Lululemon and Chip Wilson. It also created an environment that allowed stores to use promotional slogans without obtaining...
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... Audit Risk, Business Risk, and Audit Planning Review Questions: 4-1. Business Risk - Those risks that affect the operations and potential outcomes of organizational activities. Engagement Risk - The risk auditors encounter by being associated with a particular client: loss of reputation, inability of the client to pay the auditor, or financial loss because management is not honest and inhibits the audit process. Financial Reporting Risk - Those risks that relate directly to the recording of transactions and the presentation of financial data in an organization’s financial statements; also referred to as the risk of material misstatement. Audit Risk - The risk that the auditor may provide an unqualified opinion on financial statements that are materially misstated. 2. Business risk management is defined as: “Process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risks to within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives.” (COSO, 2004) The organization itself bears the responsibility for effective implementation of ERM. It is important for all organizations to implement an effective ERM so that risks are understood and properly controlled by members of the organization, particularly management and the...
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...Top 10 risks in telecommunications 2012 About this report As the challenges and opportunities facing telecoms operators around the world continue to evolve, the sector’s risk universe is changing rapidly. And as companies formulate and execute their strategies to sustain and grow value in today’s fastmoving environment, they have to ensure that their understanding and management of risk keeps pace. Today, navigating through the sheer speed and scale of change presents challenges for all operators. We have produced Top 10 Risks in Telecommunications 2012 to help them map out the right path. This is the latest in our ongoing series of studies designed to pinpoint the most critical risk issues, analyze the sector’s evolving responses and highlight elements of emerging best practice. As in previous reports, we do not claim that the list of risks we present here is comprehensive. Also, by its nature, it can only provide a generalized snapshot of the risks that we — and the sector as a whole — see at this time. Given this, we would encourage you to read this report with an open mind and inquisitive attitude. Are these really the risks you face in your own business? If not, how and why are your organization’s risks different? And how do those particular risks impact you? The answers inevitably vary from company to company. But in every case, we believe that leaders should take the following steps: • Undertake a thorough risk assessment at least annually, to define your key risks...
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...Stakeholder mapping for effective risk assessment and communication Author(s) / Address (es) Jane Gilmour and Ruth Beilin, University of Melbourne Material Type and Status (Internal draft, Final Technical or Project report, Manuscript, Manual, Software) Project final report Summary The aim of the report was to review and evaluate methods for stakeholder mapping. The report intended to explore applications in biosecurity risk management, and to recommend potentially fruitful direction for testing methods that might improve the efficiency of stakeholder interactions. The report reviews a range of options and outlines in detail the definition and identification of stakeholders, and procedures for mapping influence and interest. It uses a workshop run by ACERA on volume of trade to illustrate the basic features of these methods. The report concludes by discussing the merits and weaknesses of the mapping approaches. It recommends their use to improve the efficiency of interactions and to improve transparency of process. ACERA Use only ACERA Use only ACERA Use only Received By: ACERA / AMSI SAC Approval: ACERA / AMSI SAC Approval: Date: Date: Date: Australian Centre of Excellence for Risk Analysis Page 1 of 55 Stakeholder mapping for effective risk assessment and communication; ACERA Project 06/09 Dr Jane Gilmour; ACERA Associate Professor Ruth Beilin, University of Melbourne Review; April 2007 Australian Centre of Excellence for Risk Analysis Page 2 of 55 ...
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...reflect the opinion of The Institute of Cost and Works Accountants of India nor can the Institute by any way be held responsible for them. The contents of this journal are the copyright of The Institute of Cost and Works Accountants of India, whose permission is necessary for reproduction in whole or in part. ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ the management accountant, May, 2010 Cost Management for Growth of SME in Textile Sector by R. Gopal 387 Performance Monitoring in SME Sector by I. Mohamed Ibrahim 388 Cost Management : Key to Survival in Current Global Meltdown by S. Jeyaraj 392 Cost Management : Key to Survival in Current Global Meltdown by Guruprasad D. 400 Salient Feature of MOU by ICWAI with CBEC 406 Request for Comments on Exposure Draft of CAS 408 Essay Competition Notice 411 WIRC Seminar 414 Examination Notification - ICWAI 418 Exam Programme - CAT 419 Continuing Education Programme 420 Notice 421 ○ Editorial 347 President’s Communique 348 Speech by Hon’ble...
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...436_XSS_FM.qxd 4/20/07 1:18 PM Page ii 443_Disaster_Rec_FM.qxd 5/25/07 3:07 PM Page i Visit us at w w w. s y n g r e s s . c o m Syngress is committed to publishing high-quality books for IT Professionals and delivering those books in media and formats that fit the demands of our customers. We are also committed to extending the utility of the book you purchase via additional materials available from our Web site. SOLUTIONS WEB SITE To register your book, visit www.syngress.com/solutions. Once registered, you can access our solutions@syngress.com Web pages. There you may find an assortment of valueadded features such as free e-books related to the topic of this book, URLs of related Web sites, FAQs from the book, corrections, and any updates from the author(s). ULTIMATE CDs Our Ultimate CD product line offers our readers budget-conscious compilations of some of our best-selling backlist titles in Adobe PDF form. These CDs are the perfect way to extend your reference library on key topics pertaining to your area of expertise, including Cisco Engineering, Microsoft Windows System Administration, CyberCrime Investigation, Open Source Security, and Firewall Configuration, to name a few. DOWNLOADABLE E-BOOKS For readers who can’t wait for hard copy, we offer most of our titles in downloadable Adobe PDF form. These e-books are often available weeks before hard copies, and are priced affordably. SYNGRESS OUTLET Our outlet store at syngress...
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...2. What is your decision regarding the 2 credit proposals? Why? Ashar Corporation: First of all, I am going to discuss the Ashar Business Credit Proposal. In this proposal, Ashar Industries Company, which is one of the largest steel companies worldwide, is asking for a $850 M credit in order to finance their acquisition of Zellmont SA, which would actually create the largest steel producer company of the world. This acquisition has not been recommended by the Zellmont board, and therefore it could be regarded as a hostile takeover at the moment. As it is seen on its financial statements, Ashar corporation has been a very healthy corporation during the past few years. We can see that they have a really stable Income Statement, with high figures regarding their revenues, EBIT, Net Income. Even though, there is a decrease of the figures from 2004 to 2005, if we check in the Balance Sheet, it can be justified by the acquisition of fixed assets and long-term debt and equity. This can be a worrying figure since the company has already long-term debt, but if we look out of the box, we should know that steel companies, in order to grow and maximize their profit, they need to acquire a lot of fixed costs, which will be the base for their operations. It can be a bit risky because if the value of the steel goes down, then the debt to asset ratio will increase. Although all these possible outcomes, and looking forward in the future of the steel industry, it is not really probable...
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...VAR as a risk management tool. VAR is one of the simple and widely used risk measures that attempt to summarise the total risk of the portfolio. Despite of its popularity within Financial Intuitions, Treasures and Fund Managers, there are frequent criticisms against its use which we will discuss in this part. One of the criticisms is that VAR focuses on the risks around the middle area of the distribution and completely ignores the tail portion which is associated with large losses. (Glasserman, Heidelberger & Shahabuddin, 2002, P239). So, the probability of the portfolio losing side has not been evaluated enough. For example, the interpretation of VAR number $904,617 calculated previously for the bank’s portfolio is that there is a 99% probability that the maximum loss will not exceed $904,617. This may not be the case if the 1% loss is of significant amount and of unpredictable nature. Measuring rare events such as Bank Robberies and Natural disasters are almost impossible. The use of historical data in such context is not sufficient enough predict the future which can lead to excessive risk taking or not hedging property. It may turn out to be like an airbag in a car that works all other times but the time of an accident. Another criticism is regarding the Subadditivety. The sum of VAR of two portfolios is actually larger than the sum of 2 VARs. The end result should be either equal or lesser than the sum because diversification actually reduces the risk. This violates...
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