...Executive Summary A request for a proposal was set by Jennifer Childs, Manager of a mid-size pharmaceutical company, to her three General Managers to propose on the reinvestment of an additional profit of $2,000,000 into the company. She has strained that the proposal should lead to a reduction of cost to the company and or increase in sales. The money would be allocated to one or more of the affected areas. Proposed areas to improve on are: * The Product development department needs upgrading in more laboratory equipment and scientists but the costs involved could absorbed the whole profit amount * Production department needs to be restructured by using employee teams. This could be a good idea, the reasons are as follows: * Suggestions made by employees could be implemented * Cost not too much if work spread over a period of time The only problem we foresee is that Tyler should convinced Jennifer as the things that her father built, weigh up very high for her. * Operational department needs upgrading. Computer equipment can`t handle the volume of transactions – this would require buying new software but this could led to a loss of disruption to the legacy system. It would be suggested that this project being breakdown into phases. * A proposal was made by the Marketing manager to increase his budget to employ more sales representatives, rather than allocating funds to projects as he believe that this will increase sales. What needs to be taken...
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...Harvard Case Study Stryker Corporation: Capital Budgeting Term Paper Laini Tsang Golden Gate University MS Finance, FI 312 Summer 2013 Stryker’s Capital Budgeting Harvard Case Study Table of Content Case Background and Summary Pharmaceutical Industry’s Landscape Stryker’s New CERS and why it is “painful”? Propositions Conclusions 2 Stryker’s Capital Budgeting Harvard Case Study Case Background and Summary Founded in 1941 in Michigan, Stryker Corporation is a fast-paced company with continuously exceptional growth rates. Over the last 27 years, the company historically increased revenues by 20%. The company’s culture prides itself on service ethics, integrity, innovations, accountability, and customer relationships; it is one of the world’s leading medical technology companies with history of successful stories. Stryker’s products focus on implants for joint replacement, trauma, spinal surgical products, neurologic and endoscopic equipment. The company has well diversified product portfolios with solid fundamentals. Over the years, the company’s accretive mergers and acquisitions brought operational synergies and cost efficiency, strengthening the pipeline with increasing profitability. This paper examines Stryker’s capital budgeting process (CER – Capital Expense Request) and why this process, after its modifications in 2005, had slowed down the company’s internal capital project requests. From the company’s financials, we can see their capital...
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...elements of corporate finance theory? They are heavily influenced by corporate finance theory * All submissions are required to show the net present value (NPV), internal rate of return (IRR) and payback period. * They need to highlight the project’s anticipated outgoing cash flow and earnings effects on the company and describe specific risks that could affect the projects abitily to deliver projects economic results. * Specifically for mergers the CER would include financial analyses of “Best Case” and “Worst Case” scenarios which would include income and cash flow figures. To what extent are they shaped by Stryker’s particular industry, history, and culture? These factors play a role in shaping the CERs and capital budgeting: * Industry: With a growth in the medical industry and an aging baby boomer population Stryker would naturally see a growth. However to continue to achieve this growth a steady or increased rate they would need to establish a method (in this case CERs and capital budgeting process) to make the best financially decisions and keep the company moving on its current growth path. * History: Their business history shows that in the 1970s when John Brown took over a CEO and set ambitious growth targets that were met through invention, of their corporate slogan “20% growth forever!” That trend continued over the following decades and to maintain that growth Stryker will need to...
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...Contents Executive Summary 3 Introduction 3 Problems and Causes 4 Question 1 4 Question 2: 5 Question 3: 6 Conclusions: 8 Prioritised Recommendations 8 Final Recommendations (General Lessons Learnt) 8 Introduction The mandate of Syndicate study group Joburg South is to analyse this case study about a Midsize pharmaceutical company under the leadership of Jennifer Childs (Owner and CEO). The company has sales offices or manufacturing plants in eight countries. At the October staff meeting the CEO asked three manager to develop a prioritized list of potential projects and to meet with her to sell on their ideas. According to the CEO company profits for the year are expected to be more than 2m$ more than anticipated, the CEO tell them she would like to reinvest this additional project by funding project within the company, that will either increase sales or reduce costs. Further the instructions is that the managers must not assume that the funds will be divided equally amongst the three of them. The CEO further states that she is willing to put all the funds on one project if it seems appropriate. The company has the following key personnel: Julie Chen Manager product development and he has a team of scientists working on a new prescription drug. Tyler Ripken is employed as a manager production at the firm’s largest and oldest manufacturing facility and has been with the company for only 6 months Jeff Mathews Manager operations is...
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...OCR LEVEL 3 CAMBRIDGE TECHNICAL CERTIFICATE/DIPLOMA IN HEALTH AND SOCIAL CARE UNIT 14 – WORKING IN THE HEALTH SECTOR ASSIGNMENT 2 |UNIT TUTOR: |Nerys Brooks | |STANDARDISED WITH: |Ann Compton | |(Sign and date) | | |DATE SET: |06/05/16 | |SUBMISSION DATE: |10/06/16 | |LEARNING OUTCOMES: |3 Understand roles and responsibilities in the health sector | | |4 Understand the concept of multi-disciplinary working in the health | | |sector | |ASSESSMENT CRITERIA COVERED IN THIS ASSIGNMENT | |NOTE: The grades listed below are subject to internal and external moderation | |P5 | | | ...
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...CASE: CORWIN CORPORATION Table of Contents 1. EXECUTIVE SUMMARY 2 2. INTRODUCTION 4 3. PROBLEM STATEMENT AND DISCUSSION OF PROBLEMS 5 3.2 DISCUSSION OF PROBLEMS 5 3.2.1. POOR PROJECT SELECTION PROCESS 5 3.2.2. NO DETAILED SCOPE SPECIFICATIONS 6 3.2.3. LACK OF TOP OR SENIOR MANAGEMENT SUPPORT 6 3.2.4. LATE INVOLVEMET OF MIDDLE OR FUNCTIONAL MANAGEMENT 7 3.2.5. POOR CHANGE MANAGEMENT PROCESS 8 4. PROPOSED SOLUTIONS AND DISCUSSIONS OF SOLUTIONS 9 4.1. PROPOSED SOLUTIONS 9 4.2. DISCUSSION OF SOLUTIONS 9 4.2.1. EFFECTIVE PROJECT SELECTION PROCESS 9 4.2.2. DETAILED SCOPE SPECIFICATIONS 10 4.2.3. TOP OR SENIOR MANAGEMENT SUPPORT 11 4.2.4. EARLY INVOLVEMENT OF MIDDLE OR FUNCTIONAL MANAGEMENT 13 4.2.5. EFFICIENT CHANGE MANAGEMENT PROCESS 13 5. CONCLUSIONS 15 6. RECOMMENDATIONS 16 6.1. EFFECTIVE PROJECT SELECTION PROCESS 16 6.2. DETAILED SCOPE SPECIFICATIONS 16 6.3. TOP OR SENIOR MANAGEMENT SUPPORT 17 Top management support should always be there in an organisation to provide sufficient executive level support and make management decision. Tough the other members on the management level are not available; the business should be able to continue without showing any gap. Therefore, Corwin needs to do the following: 17 6.4. EARLY INVOLVEMENT OF MIDDLE OR FUNCTIONAL MANAGEMENT 18 6.5. EFFICIENT CHANGE MANAGEMENT PROCESS 18 Corwin Corporation must put in place an efficient change management process that will address all the scope changes. 18 PMBOK (2008:93), the Perform Integrated...
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...Learning outcomes On successful completion of this part of the module you will be able to: 4. How you will learn? Well that is largely up to you! We will help! We encourage you to set your own goals so that you can get the most out of your learning. We will provide a mix of teaching, tailored learning activities, assessment advice and signposting to key sources as well as direct feedback in class. Additionally, key research staff will be invited to share their research experiences with you so that you can develop a deeper understanding of all aspects of research especially research design. The weekly workshops will help you to shape your own research project, setting your research question, helping you to problem solve and analyse live research issues. Alongside this, your own personal study: private reading; reflective writing and thinking are essential to build the knowledge and skills for the assessments. We will also be using WebLearn to provide additional support. Keeping a reflective diary specifically for this module is advisable. Weekly...
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...background since it started. They have a benchmark of 20% growth annually, and one of the reasons the firm has been able to do this is their way of managing their capital budgeting process. Stryker used CERs (Capital Expenditure Requests) in their capital allocation process. These were basically permission forms that were submitted to be filled out by the authorities in order to get allowance to spend a certain amount of money. The mission of the CERs and the capital budgeting process at striker is to standardize and formalize the capital budgeting process. The CERs made it easier for the company to keep track of the expenditures that were made in each division. Thus, the firm was able to support cash flow targets and maintain the 20% growth of the company. The CERs have been shaped by elements of corporate finance theory. The fact that the CERs are made to have a smarter way of managing the expenditures of the company, automatically refers to the principal goal of corporate finance which is to maximize shareholder’s wealth. Since the CERs are helping to maintain the 20% growth benchmark, that means that the company is growing and consequently the value of the stock prices is increasing as well as it can be appreciated in exhibit 3 of the case. Also, the CERs have been shaped by the company’s particular industry, history and culture. Since the company has been extremely successful and has maintained a 20% growth over the years, it...
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...COMPONENTS OF THE RESEARCH PROPOSAL (Source: Brynard & Hanekom (1997): Introduction to research in Public Administration and related academic disciplines; J L van Schaik Academic Publishers, Pretoria, pages 24- 26) Research encompasses various components which need to be explained or described in a research proposal. The term "research proposal" indicates that a specific course of action will be followed. The following components can be regarded as steps in the writing of the research proposal. They are important and should be followed for the actual composition of the proposal: 1. Title page of the research proposal A research proposal should be submitted with a title page on which full particulars pertaining to the following appear: the name of the researcher; student number; course; and the following wording: Research proposal in preparation of a research project with the following proposed detail:"..... " (For example: "The education in Public Administration of chief directors employed in provincial government departments") 2. Introduction Emphasise the importance of the proposed research and describe the research topic or theme. This is usually done in one or two paragraphs. In all cases it should be stated whether a relationship exists between the proposed research and research undertaken before. If no such research has been undertaken previously, this should be pointed out. 3. Motivation Present, as clearly as possible, the source of interest...
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...In 1996, Harley-Davidson began the development of a corporate Supply Management Strategy (SMS) intended to move the company from a site-specific, transactional mentality to a long-term focus on supplier relationships. By July 1997, the initial planning meeting was held for an integrated procurement system, the supplier information link (SiL’K). Harley-Davidson followed a very thorough and rigorous process in implementing SiL’K to allow the organization time to become comfortable with this new philosophy and to ensure engagement and enthusiasm for SMS. By November 1997, momentum had built to the point that procurement managers were will to provide several part-time resources to the SiL’K project team. Their goal was to move the project from strategy to action. The next four months were spent mapping existing procurement processes to find commonalities across business units. Starting in April 1998, a reduced core team consisting of a smaller number of full-time resources started developing the desired future state (“to-be” processes). This team also began work on the detailed specifications and actively managed expectations through frequent communications with the stakeholders. By the end of September 1998, the team had completed a functional specification for the SiL’K system and distributed an RFQ to key stakeholders for review. The team’s shared vision of new processes and activities simplified the task of completing a jointly written RFQ. Internal acceptance and...
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...Methodology was a system to help streamline projects to eliminate redundancies and make processes more efficient. The system included project management, total quality management, concurrent engineering, scope change control and risk management. In the twenty century, methodology has the same results; to make processes more efficient however some of the processes have changed. The twenty-century processes are supply chain management, business processes, feasibility studies, cost-benefit analyses (ROI) and capital budgeting. Regardless of the changes in the processes, the end result is to streamline the process, reduce paperwork and eliminate duplications. Methodology has been known to lower cost and improve customer satisfaction. Based on the case study titled “Creating a Methodology”, the executive staff had many concerns about implementing an enterprise project management methodology (EPM). The executive staff knew it was necessary to continue to compete in the request for proposal (RFP) process. In addition this was a requirement from corporate to implement a methodology. The reasoning for the executive staff hesitation is that they felt such efficiencies could result in a reduction in authority and workforce. In addition to learning a new process, there were concerns of them being to strict and not allowing enough flexibility. This would change the manor of doing business and additional time would be needed to create the methodology. Although some of the concerns...
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...CASE STUDY JENNIFER CHILDS PHARMACEUTICALS Contents * Breakdown of case study (Background) * The analyzing method * Model * Analyses of the case study (By method of comparison) * Projects * Product development * Production * operation * Marketing * Analysis of the projects (summary): * Question 1 * Question 2 * Question 3 Case study Breakdown of case study Jennifer Childs is the CEO of a mid-sized global pharmaceutical company that has offices and manufacturing plants in 8 countries. The company is moving in to new markets moving to a globalized company trend. The pharmaceutical company is experiencing and highly profitable year with $ 2 000 000 above projected profit margin. The focus is to use above profit for reinvestment into the company The CEO Jennifer Childs meets with 3 managers of the company to task them to present projects that focus to achieve the mission and vision of the company. The request for personal was given verbally Mission statement (themes) * Reduce cost * increased profit The analyzing method Used is the method where a scenario is established where by the preferred effective and efficient model for success to the requirements is established. This preferred model then is used to compare it to the case study and highlight where problems and issues exists, where by the case study is analyzed and core problems is highlighted Model: The model is based on effective, efficient...
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...SYTEMS AND OPERATIONS Introduction Operations and Systems SSM Recomandations Management Issues REPORT THAT ANALYSES THE SYSTEMS AND OPERATIONS MANAGEMENT PRACTICES AT ATOKOWA ORGANISATION (SUPPLIED) WITH RECOMMENDATIONS TO IMPROVE THEIR BUSINESS To :Jonothan Atokowa Analysis of Current Systems and Operations Business process mapping is defining exactly what an organisation does, who is in charge to what standard a process will be completes and how successful the business process can be determined. It will help understand the strengths and weaknesses within the existing process and help improve productivity increase efficiency , reduce errors and stimulate sales revenue. Process identification at Atokowa Description of Activity Atokowa retail outlet -Product scanned into Epos system | | Products are totalled | | Payment is taken | | Written in transaction table | | Decremented in stocks table | | Review of daily reorder report | | Delivery request | | (Melbourne )Warehouse,process ofr delivery request | | Purchase of supplies/ products from China | | Purchase of products from Hong Kong | | Table 1 The transactions table in the ASIS MS Access database serves almost the same purpose as the Table stocks, combining the two in to one could make the process faster and easier to understand. The system creates...
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...need. Tell the other team what we are willing to do. 2) Acquire information about the other team. Never assume. 3) Reach a tradeoff that is satisfactory to both parties. Before the Negotiation we had a thorough plan to discuss and analyse the deal between Riggs and Vericomp. We did our research and prepare for the coming negotiation. Research and preparation is crucial in this matter as without proper preparation either team could lose track of the goal and end up making bad decisions or deals that might jeopardise the negotiation. This is a Negotiation not a contest where the best team wins. We were hoping to make a deal with Vericomp in such a manner that both parties come out of this deal satisfied. We were not going to swindle the other party over neither were we prepared to lose our goals. In order to prepare and be ready for any outcomes, I developed a clear understanding of our goals and desire before we enter the negotiation. I analyse each part of the arrangement and separate them. I had set up options and possibilities that would arise in the circumstance that the other team may propose an offer we were not willing to acknowledge. We were prepared to forfeit the agreement in order to ensure Riggs’ benefit if unfair proposals were made. To...
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...PROCEDURE……………………………………………………………..4 6. MARKING SCHEME…………………...........................…..……………………………..4 7. EXAMPLES OF PAST CAPSTONE PROJECT TITLES……………..…..........………5 8. GUIDE TO CARRYING OUT RESEARCH………………………………………………..6 8.1 BEFORE YOU BEGIN…………………………………………………………………….…6 8.2 RESOURCES………………………………………………………………………………...6 9 SUBMITTING YOUR CAPSTONE PROJECT ……………….........………………...….9 10 PLAGIARISM……………………..……………………………………………………….…9 11 ADMINISTRATIVE DOCUMENTATION .....................................................................9 APPENDIX A STAFF EXPERTISE FIELDS .…………………………...……………………………….11 APPENDIX B CAPSTONE PROJECT REGISTRATION FORM …..….……..................………..…12 APPENDIX C CAPSTONE PROJECT PROPOSAL …….……………....………………………….…13 1 Introduction This handbook is designed to help the final year students in the SEEU, Contemporary Science and Technologies (CST), to choose, plan, start and complete a successful Capstone project. The SEEU regulations require that students studying for CST, Contemporary Science and Technologies, complete a CAPSTONE PROJECT worth 12 ECST credits for Computer Science degree, 12 ECTS credits for ICT degree and 6 ECTS credits for Business Informatics degree. A capstone project is a large piece of work selected from a suitable area of computing to reflect your chosen subject programme and must...
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