...Case Report- DeHavilland Inc. CASE ANALYSIS CONTENT | | MARKS AVAILBLE | EXECUTIVE SUMMARY | De Havilland had high inventory and high manufacturing cost which has been caused by the high cost of sourcing the flap shrouds and bay doors from Dollard Plastics of Montreal and the company was looking forward to an alternative supplier with a long time relationship. I found they were less of strategy and more tactical. The total parts cost of Dash 8 airplane at De Havilland represented 60-65% of their total manufacturing cost. It’s is evident that the company has recognized that and they have taken steps to solve this issue. A further indication that the company is operating at high cost is their previous failed attempt when they requested a 25% discount on all parts across the board. Dollard Plastics of Montreal is currently supplying the company with the parts needed but at about 3 times higher than Morton’s quote. The uncertainty that De Havilland was going through at this point in terms of choosing the right supplier who was going to be reliable enough to commit to a 5 year fixed contract with the company. The company wanted to move to a smaller base of vendors but should not be sore source without a backup plan. The company focused on cost reduction but cost should not be the only criteria of vendor evaluation and selection. The whole structure and process did not respect the strategic role of procurement, as well as tactical approaches that support the strategy. Such as Kim...
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...Executive Summary De Havilland (Havilland) is Canadian aircraft manufacturer that was recently acquired by Boeing. The parent company has requested Havilland take on several initiatives including seeking 25% price reductions from suppliers, reducing the total number of suppliers and seeking more long-term fixed pricing agreements. Havilland recently received submissions for an RFQ for the supply of supply flap shrouds and equipment bay doors. The pricing received raises some concerns however, as there are large variations in pricing between the lowest price from Marton Enterprises Inc. (Marton) and the highest price from the incumbent, Dollard Plastics (Dollard). There are several viable alternatives for Havilland. They may accept the bid from Marton on the condition that it is assured Marton fully understands the scope, their facilities are sufficiently equipped, and they provide their financials. It will be in Havilland’s best interests not to pursue their policy under the Bidder Selection Board (BSB) to attempt to renegotiate the price lower since Marton already provided substantial savings. The next option for Havilland is to pursue the first option but only given Marton 80% of the work for the first year and keep the incumbent under contract for the remaining 20% of work. The third option is to cancel the RFQ, clarify with the bidders what was unclear in the specifications that resulted in such a wide variation in pricing and go out for bids again. The final option...
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...Executive Summary De Havilland (Havilland) is Canadian aircraft manufacturer that was recently acquired by Boeing. The parent company has requested Havilland take on several initiatives including seeking 25% price reductions from suppliers, reducing the total number of suppliers and seeking more long-term fixed pricing agreements. Havilland recently received submissions for an RFQ for the supply of supply flap shrouds and equipment bay doors. The pricing received raises some concerns however, as there are large variations in pricing between the lowest price from Marton Enterprises Inc. (Marton) and the highest price from the incumbent, Dollard Plastics (Dollard). There are several viable alternatives for Havilland. They may accept the bid from Marton on the condition that it is assured Marton fully understands the scope, their facilities are sufficiently equipped, and they provide their financials. It will be in Havilland’s best interests not to pursue their policy under the Bidder Selection Board (BSB) to attempt to renegotiate the price lower since Marton already provided substantial savings. The next option for Havilland is to pursue the first option but only given Marton 80% of the work for the first year and keep the incumbent under contract for the remaining 20% of work. The third option is to cancel the RFQ, clarify with the bidders what was unclear in the specifications that resulted in such a wide variation in pricing and go out for bids again. The final option...
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...DE HAVILLAND Case Report January 20, 2015 Table of Contents Executive Summary 3 Issues Identified 3 Environmental and Root Cause 3 Alternatives and Options 4 Implementation 5 Recommendations 5 Monitor and Control 6 Conclusion 7 Executive Summary This case report addresses many factors when decisions are made in identifying and working strategically with custom designed components and assemblies. De Havilland Company especially Kim Tomar has a decision to make. A RFQ proposal by Marton Enterprises could bring cost reductions down by 60% for this particular assembly and help with streamlining BOM cost to achieve a reduction of 25%. There’s risk to using a new vendor, including delivery and trust and even if the correct SSB members are evaluating the proposals. There are discrepancies that need to be reviewed and questioned by the Operations, Logistics and Sourcing staff and hidden costs not noted on the price breakdowns ie: soft and hard tooling costs. Marton must prove to the SSB group and OLS that their proposal is solid and can manufacture and meet spec’s as identified by De Havilland Engineers. There also needs to be plan to increase capacity should there be an upswing. My recommendations include two options including a primary and secondary vendor model (mitigating risk of custom components and shortages and working with the existing vendor Dollard Plastics to looks for ways of continuous...
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...[pic] Module TWO - Supply Chain Management DE HAVILLAND INC: Supply Chain Strategy Case Study Prepared By: Pankaj Kapoor Executive summary De Havilland’s Dash 8 aircraft division has only a “year plus” inventory of Flap Shrouds and Equipment bay doors and now they have to decide if they want to continue sourcing these parts from same supplier “Dollard Plastics” a Montreal based supplier or should they start thinking of sourcing these parts from other potential suppliers. Kim Tomar, financial analyst materials of DH has responsibility to gather all related facts, Analysis and come up with report & recommendations. Since De Havilland is now under new management of Bombardier Inc. Kim Tomar has to keep Bombardier’s following new policies in mind while making any recommendations. (Exhibit 2: DH Organizational Chart), • 25% discount on purchases across the board • Establishing 5 year fixed cost contract with suppliers • Consolidation of sources / reduction of suppliers Kim Tomar had received good response from nine potential suppliers on RFQ sent by BSB (Exhibit 3 reflects the bidding structure from each supplier). After normalization, it was evident that Marton Enterprises Inc, offered huge savings and also ready to commit to all policies including fixing the cost for next 5 years...
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...Bakgroud of Malaysia Airlines System Berhad Scheduled air passenger and mail services in Malaya commenced in 1937 when Wearne's Air Service (WAS) commenced operating services between Singapore, Kuala Lumpur and Penang. Wearne's Air Service was started by two Australian brothers, Theodore and Charles Wearnes. The service commenced as a thrice weekly flight between Singapore and Penang The first flight, using an 8-seater de Havilland DH.89A Dragon Rapide took place on 28 June 1937 This inaugural flight departed Singapore from the then brand-new Kallang Airport which had just opened earlier in the same month on 12 June Later a second D.H.89A enabled the expansion to daily services as well as the addition of Ipoh as a destination. The WAS services ceased with the onset of the Second World War Japanese occupation of Malaya and Singapore. An initiative by the Alfred Holt's Liverpool-based Ocean Steamship Company, in partnership with the Straits Steamship Company and Imperial Airways, resulted in the incorporation in Singapore on 12 October 1937, Malayan Airways Limited (MAL). But the first paying passengers could be welcomed on board only some 10 years later. After the war, MAL was restructured to include just the partnership of Straits Steamship and Ocean Steamship. The airline's first flight was a charter flight from the British Straits Settlement of Singapore to Kuala Lumpur, on 2 April 1947, using an Airspeed Consul twin-engined aircraft. This inaugural flight on the "Raja Udang"...
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...The Discipline of Innovation by Peter F Drucker . Reprint r0208f August 2002 HBR Case Study The Sputtering R&D Machine Martha Craumer r0208a Voices Inspiring Innovation Creativity Under the Gun Teresa M. Amabile, Constance N. Hadley, and Steven J. Kramer r0208b r0208c The Failure -Tolerant Leader Richard Farson and Ralph Keyes r0208d r0208e Breaking Out of the Innovation Box John D. Wolpert Best of HBR The Discipline of Innovation Peter F Drucker . r0208f r0208g r0208h r0208j Research That Reinvents the Corporation John Seely Brown Tough-Minded Ways to Get Innovative Andrall E. Pearson Organizing for Innovation: When Is Virtual Virtuous? Henry W. Chesbrough and David J. Teece Creativity Is Not Enough Theodore Levitt r0208k In Closing Stumbling into Brilliance Danny Hillis r0208l BEST OF HBR 1985 The Discipline of Innovation by Peter F Drucker . How much of innovation is inspiration, and how much is hard work? If it’s mainly the former, then management’s role is limited: Hire the right people, and get out of their way. If it’s largely the latter, management must play a more vigorous role: Establish the right roles and processes, set clear goals and relevant measures, and review progress at every step. Peter Drucker, with the masterly subtlety that is his trademark, comes down somewhere in the middle. Yes, he writes in this article, innovation is real work, and it can and should be managed like any other corporate function. But that doesn’t mean it’s the...
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...Target Segmentation 1.1 Introduction Red Bull is a non-alcoholic energy drink and therefore falls under the category of soft drinks. Soft drinks can be divided into sub-segments and one of these segments is energy and sports drinks. These can be divided again into three different categories: • Glucose energy drinks • Sport drinks • High energy stimulation drinks • Since 1996 the market of soft drinks has grown by 5% and by 1997 it reached a total amount of £6.896bn, which is an equivalent of 10bn liters. Moreover we can say that the segment of energy and sports drinks represents 2.6% or £177m of the overall soft drink market. Since 1992 an increase of 64% in volume sales can be found within this very young market of energy and sports drinks. • The main differences of the three above mentioned sub-segments of soft drinks are as followed 1.2 Glucose Energy Drinks These drinks provide physical energy through glucose or a mixture of sugars. Originated from the Lucozade brand. These drinks do not contain any other substantial ingredients such as Lucozade Energy, Lucozade NRJ or Red Card. In 1927 they were originally positioned as a convalescence drink. 1.3 Sports drinks Also known as isotonic drinks, replaces body fluids after sport activities or exercises. Sport drinks help to re-energize and re-hydrate the body and can be taken before, during or after exercises. That’s because you should drink it in great amounts and fairly quickly, they are usually...
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...retail stores 16 4.2.3. Brand loyal and value promotion 16 4.2.4. Acquisition strategy 16 4.2.5. Methods used by Apple in order to enter new markets 17 5. Conclusion 18 6. References 19 7. Bibliography 21 8. Appendix 22 9. Group log 25 9.1. First meeting 25 9.2. Second meeting 25 9.3. Third meeting 25 9.4. Fourth meeting 26 9.5. Fifth meeting 26 9.6. Sixth meeting 26 10. Reflection 28 Nguyen Thi Diu 28 Hany Jawad 28 He Miao 28 Hani Elyas 29 Yousaf Khan 29 Abstract Apple made several hugely successful products over years and now it has become the most famous technology company over the world. This report considers Apple’s premium brand that command the higher price as a competitive business in the context of needs-based positioning. It is needed to lower its price if Apple wants to control all the markets. This report will discuss strategies...
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...UNIT 1 The travel and tourism industry Introduction T he travel and tourism industry is one of the biggest and fastest growing industries in the UK. This unit will give you an introduction to the industry, providing a sound basis for further study. You will find out about the nature of the industry, its size and scale, and you will be introduced to the types of organisations that form its structure. In addition you will investigate the development of the industry and the factors which have affected the growth of travel and tourism. How you will be assessed This unit is assessed through an external assessment set by Edexcel. A variety of exercises and activities is provided in this unit to help you develop your understanding of the industry and prepare for the external assessment. After completing the unit you will achieve the following outcomes: ✱ Understand the nature and characteristics of travel and tourism and the travel and tourism industry ✱ Understand the development of the travel and tourism industry ✱ Explain the structure of the travel and tourism industry ✱ Explain the scale of the travel and tourism industry. UNIT 1: THE TRAVEL AND TOURISM INDUSTRY 1 1.1 The nature and characteristics of travel and tourism and the travel and tourism industry What is tourism? Defining tourism is not a simple matter, as it is a complex industry made up of many different businesses, the common theme being that they provide products and services...
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...OUT LINE: CAMBRIDGE COLLEGE CAP-STONE- PSY 490. INSTRUCTOR: SEYMORE, RICHARD DEL VILLERS. Date: 12/17/2012 Student: Ramy Barrett * OUT LINE: “Cultural competence an important skill to a health care practice”: * What is cultural competence? What is not? 1. It’s not cultural awareness, cultural sensibility. 2. According to the anthropologist, Williams Haviland: Cultural 3. According to the office of Minority Health, defined Cultural and linguistic ( Website: www.competence (http://minorityhealth.hhs.gov/) 4. Kate Berardo as Cultural Awareness is the foundation of communication. 5. Stephanie Quappe and Giovanna Cantatore( 2007). * Why is cultural competence important in the health field? 1. I’ am an immigrant (My experience) : I have seem poor quality of care 2. Personal experience as an interpreter. (Example). * The Benefit and the lack of cultural competence:(Negative & positive effects): 1. Zborowski, M. (1952). Cultural Components in Responses to Pain. Journal Of Social Issues, 8(4), 16-30. 2. Dr Elyse R. Pork PhD from, Massachusetts General Hospital/Harvard Medical School, Boston, MA, (2006) 3. http://xculture.org/why-cultural-competency 4. Used: Schwartz, M. C. (1978). Helping the worker with counter-transference. Social Work, 23(3), 204. 5. Cultural Competence in Psychosocial and Psychiatric Care: A Critical Perspective with Reference...
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...ARMY AVIATION OPERATIONS IN LOW INTENSITY CONFLICT Introduction “Foot slogging” by infantrymen has been most important and fundamental to address an insurgency; however, there are limitations to their mobility. To increase their versatility, the Portuguese introduced two contrasting means, the helicopter and the horse. While there were other, more conventional solutions to the mobility problem, such as trucks, jeeps, and light armored cars, these vehicles required at least crude roads, had other terrain limitations, and were vulnerable to land mines. The advent of the helicopter and its application in counter-insurgency began with the British in Malaya on 1 April 1950, with the formation of the Far East Casualty Air Evacuation Flight at Seletar with strength of three Westland S-51 Dragonfly helicopters. During the Malayan Emergency the British used their helicopters primarily for casualty evacuation and later for airlifting troops. Question that looms ahead for the future, no matter what the outcome in Jammu and Kashmir, and North Eastern States, is how the army aviation succeeds against fierce insurgency in strategy and capabilities. The Taliban’s resurgence, tenacious resistance against NATO forces in Afghanistan, Al Qaeda’s ability to elude United States forces, and the trouble Israel has had in trying to subdue violence in tiny Southern Lebanon (Hezbollah) and tinier Gaza (Hamas) deepen concern that even world’s finest militaries have problems against any kind...
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...for Economics Working Paper Institutionelle Rahmenbedingungen für internationale M&A-Transaktionen: auf dem Weg zu einem globalen Fusionskontrollregime? Marburger volkswirtschaftliche Beiträge, No. 2004,09 Provided in Cooperation with: Faculty of Business Administration and Economics, University of Marburg Suggested Citation: Budzinski, Oliver; Aigner, Gisela (2004) : Institutionelle Rahmenbedingungen für internationale M&A-Transaktionen: auf dem Weg zu einem globalen Fusionskontrollregime?, Marburger volkswirtschaftliche Beiträge, No. 2004,09 This Version is available at: http://hdl.handle.net/10419/29869 Nutzungsbedingungen: Die ZBW räumt Ihnen als Nutzerin/Nutzer das unentgeltliche, räumlich unbeschränkte und zeitlich auf die Dauer des Schutzrechts beschränkte einfache Recht ein, das ausgewählte Werk im Rahmen der unter → http://www.econstor.eu/dspace/Nutzungsbedingungen nachzulesenden vollständigen Nutzungsbedingungen zu vervielfältigen, mit denen die Nutzerin/der Nutzer sich durch die erste Nutzung einverstanden erklärt. Terms of use: The ZBW grants you, the user, the non-exclusive right to use the selected work free of charge, territorially unrestricted and within the time limit of the term of the property rights according to the terms specified at → http://www.econstor.eu/dspace/Nutzungsbedingungen By the first use of the selected work the user agrees and declares to comply with these terms of use. zbw Leibniz-Informationszentrum Wirtschaft Leibniz Information Centre...
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...February 2013 US Airways and American Airlines announced their plans to merge the airlines creating the largest airline in the world. US Airways was founded in 1937 as All American Aviation and in 1996 commenced operations as US Airways with its parent company being US Airways group. The headquarters is located in Tempe Arizona. US Airways operates an intensive international and domestic network and has 198 destinations throughout North and South America, Middle East and Europe. Us Airways is a member of Star Alliance Network with a fleet of 346 mainline jet aircrafts and 256 regional jet and turbo prop aircrafts. Us Airways has a shuttle that provides hourly service between Boston, New York, and Washington, D.C. that is known as US Airways Express that is operated by contract and subsidiary airline companies. As of January 2013 US Airways employed 32,213 individuals worldwide and operated 3,028 daily flights. American Airlines, Inc. is owned by the AMR Corporation headquartered in Fort Worth, Texas. It operates and extensive international and domestic network as US Airways. American Airlines has scheduled flights throughout North America, South America, Europe, the Caribbean, and Asia/Pacific. The Dallas/Fort Worth International Airport is the airlines largest hub with American Airlines accounting for about 85% of the traffic and 83% of landing fees and travel to more destinations than any other hub. American Airlines operates maintenance bases at Tulsa, and Fort...
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...CONTENTS Section 1 - Industry Profile Overview Future Outlook European Industry Overview North America Overview Asia & Pacific Industry Overview India & Middle East Industry Overview Development of World Scheduled Air Traffic World Economic Growth and Airline Profits Rankings - Passenger services Rankings – Freight services Section 2 - British Airways Profile Overview Alliances LHR Air Transport Movements LGW Air Transport Movements Awards History Key Events (1987-2005) Board Members Leadership Team British Airways Management Team Employees Brands Departmental Analysis Section 3 - British Airways Fleet Aircraft Fleet Aircraft Delivery Schedule Mainline Fleet Profiles Regional Aircraft Fleet Maintenance Section 4 - British Airways Performance Summary Strategy Social and Environmental Performance Incentive Plans Summary Financial / Operating Statistics Principal Investments Shareholder Information Share Price History Section 5 - Global Partners Overview BA Connect Franchisees oneworld Aer Lingus American Airlines Cathay Pacific Finnair Iberia LanChile Qantas oneworld At A Glance Section 6 - Route Network British Airways Franchisees Section 7 - General Information Airport Three Letter Decodes Outside Advisors Abbreviations & Specialist Terms How To Contact Us 2 3 3 4 4 5 6 6 7 8 89 91 92 93 97 98 99 100 101 102 103 104 9 9 10 10 11 12 13 38 39 40 41 44 47 105 109 110 115 116 118 56 56 57 69 72 73 74 75 75 77 86 87 88 This document has been prepared solely...
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