...Ciba-Geigy and the Newport Investment Proposal Portfolio planning at Ciba-Geigy From its founding in the mid-eighteenth century through the 1970s, Ciba-Geigy, Switzerland’s top chemical and pharmaceutical company, had evolved to include chemicals, dyes, pharmaceuticals, crop protection and animal health businesses. From the 1980s Ciba-Geigy used corporate portfolio planning to steer the corporate portfolio. The goal of corporate portfolio planning was to improve the process of resource allocation and performance assessment. The main idea was to differentiate the businesses – to give them different objectives, different types of managers, and to allow them to adopt the organization structure that was appropriate for each business. Before that, Ciba-Geigy had relied primarily on case-by-case discussions rather than formal guidelines to determine resource allocation in the corporation. Portfolio planning became part of the formal strategic planning system in 1984, with the introduction of annual strategy meetings with individual divisions. In August of each year, every unit was required to come before Ciba’s executive committee (CEC) to review its strategic plan, whose goals and performance objectives were determined by its role in the portfolio. For example, ‘growth’ divisions would have other objectives than ‘core’ divisions. The CEC sought confirmation that assumptions, objectives, and strategies were still valid and resource requirements still the same. Once the CEC had reviewed...
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...Susanne Keller, Christopher Law, Thomas Shih, and Britton Wolf G The concepts in this article were applied to the ECP-1 Facility, Overall Winner of the 2010 Facility of the Year Awards. For further information on this project, see “Case Study: Genentech’s ECP-1 Bacterial Manufacturing Facility, Overall Winner, 2010 Facility of the Year Awards” in the March/April 2011 issue of Pharmaceutical Engineering. Project Controls Systems Integration Background enentech is among the world’s leading biotech companies with multiple products on the market and a drive to discover, develop, manufacture, and commercialize new medicines to treat patients with serious or life-threatening medical conditions. In 2005, Genentech was ramping-up a build program due to increased demand for existing and new medicines about to come to market. By that time, Genentech had grown from a small biotech company with less than 3,000 employees in 1995 to more than 9,000 employees. It quickly became apparent that an ad hoc approach to project management of capital construction projects would no longer be sufficient. To keep pace with growth, an intensive effort was launched to investigate and then implement a set of integrated tools and approaches to facilitate project planning and execution. Investing in a full suite of project planning, monitoring, and control mechanisms is a prudent and necessary step to ensure project delivery. This investment...
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...Newport Investment Ciba-Geigy Agenda • • • • • • • Pigments Division within Ciba-Geigy‘s Portfolio Pigment Division Pigment Market Overview Newport Plant $140 m Newport investment Conclusion (Reflection about Portfolio Planning) 2 22.02.2015 Pigments Division within Ciba-Geigy‘s Portfolio • Founded in the mid 18th century • 14 divisions and 33 strategic business units Ciba-Geigy 5 Categories Pillar Growth Core Development Niche Texitle Dyestuffs Chemicals Pigments Polymers Mettler-Toledo • High margin product • Much in common with Pillar Key source of profit and cash for the group HighPerformance Pigments (HPP) Classical Pigments Dispersions Quinacridone DPP 22.02.2015 3 Pigment Division • Market for Pigments: Colouring agents e.g. printing ink and automobile paint (HPP) • Ciba worldwide leader in organic pigments and clear no 1 in HPPs • According to Ciba‘s portfolio planning guidlines responsible for SFr. 50M p.a. cash flow, 10% RONA 22.02.2015 4 Pigment Market Overview • • • • • • Total market 6 bn – 20% marketshare 2-3% annual growth rate Relative market share of 1.0 Very profitable products (esp. DPP) Competitors: BASF, HOECHST, DAINIPPON Principal markets: – North America => US approx. 40% of Ciba‘s total HPP Sales (50% DPP) – Japan Long-term markets: – Europe – North America – Far East • 22.02.2015 5 Newport Plant • Importance of Newport Plant for Pigment business ...
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...principles of Infrastructure Library (ITIL) standards and guidelines. ITIL is essentially a set of publications that together offers a framework of “best practices” management guidance for all aspects of IT services (Tan & Payton, 2010). This assignment will cover the ins and outs of when information technology fails within the health care organization. Research will be done to identify what the contributing factors are when failure occurs, and how it impacts the organization’s operations and the security of the information. Also the team’s reaction to the failure, as well as the measures taken by the leaders in dealing with the various stakeholders will be explored. Custom application and proprietary systems, along with project metrics and portfolio management for the insurance of operational efficiency and effectiveness will be discussed. Also a view of what the government has done to secure health care and patient information will be analyzed. Background story- A Florida health system experienced an IT network failure that rendered the organization’s $80 million Epic electronic medical record system to fail, the outage lasted nearly two days. The three-hospital Martin Health System (MHS) located in Stuart, Fla, reported a...
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...INRODUCTION: Credit Risk Management (CRM) is responsible for the planning, monitoring and reporting of the credit portfolio. The monitoring of loans on obligor and portfolio basis as well as the reporting of these to Management and the Board remains the core responsibility of CRM. The monitoring unit is delineated along the strategic business units (SBUs) to provide independent support and guidance to the relationship teams in the management of facilities, by ensuring early warning signs of deterioration are promptly picked up and remedial action is set in motion. The credit control unit is responsible for ensuring adherence to control measures, confirming approval of credit, conveying approvals and ensuring conditions are satisfied. CRM has ownership of all rating systems/scorecards and recommends and monitors the credit risk appetite for the year, and reports periodically to the Board and Management. The department serves as the credit secretariat and manages the documentation and other credit process initiatives for the Group. Credit risk management verifies and manages the credit process from origination to collection. In designing credit policies, due consideration is given to the Bank’s commitment to: Create, monitor and manage credit risk in a manner that complies with all applicable laws and regulations; Identify credit risk in each investment, loan or other activity of the Bank; Utilise appropriate, accurate and timely tools to measure credit risk; Set acceptable...
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...Management, Strategy and Organisations Name: Professor: Course: Date: Table of Contents Introduction 2 Diversification of Associated British Foods 2 Logic of the Portfolio 3 Nature of Corporate Parent 5 Justification for the inclusion of Primark in ABF’s Portfolio 6 How ABF’s Development Reflect Goold and Luch’s Historical Perspective of Corporate Diversification 6 References: 9 Management, Strategy and Organisations Introduction Associated British Foods is a differentiated global food, ingredients and wholesale group with annual sales of over £13.3bn and a work force of over 113,000 individuals spread in 47 countries across Europe, Africa, America, Asia and Australia. According to its financial reports, results for 2012/13 exceeded expectation. Generally, operating in a harsh business setting, proceeds improved by 9 % whereas attuned working profits went up by 10% and the attuned incomes per share increased by 13% in the preceding year. Over the last three years, ABF’s share price has outperformed the FTSE 100 share index and other listed food producers. Diversification of Associated British Foods Being a multinational corporation, ABFs operate in five key areas: Sugar, Agriculture, Retail, Grocery and Ingredients. It is a leading multinational producer of sugar and sugar derived products. In Europe, it has Azucarera as its largest producer. Similarly, its British sugar is the only processor of sugar beet crop in Europe with the company being a supplier of half of the...
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...through equity sources of capital. Debt sources typically include; short or long-term loans from wealthy individuals to banks, while equity sources often include the owner’s wealthy individuals and/or Angel Networks. Venture capital is not a typical source of equity financing for most small business, as these businesses will not have the required growth potential Venture Capitals need to manage their risk return requirements. Explain the process of financial planning used to estimate asset investment requirements for a corporation. Explain the concept of working capital management. Identify and briefly describe several financial instruments that are used as marketable securities to park excess cash. The financial planning process has eight specific steps. The financial planning process is the firms attempt to forecast the future, both the long and short-term future for sales, expense and etc. Using eight domains better captures the sophisticated nature of planning. Here are the eight steps in the Financial Planning Process: 1. Establish and Defining the Client-Planner Relationship. 2. Gathering Information Necessary to Fulfill the Engagement. 3. Analyzing and Evaluating the Client’s Current Financial Status. 4. Developing the Recommendations. 5. Communicating the Recommendations. 6. Implementing the Recommendations. 7. Monitoring the Recommendations. 8. Practicing within Professional and Regulatory Standards. ...
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...The company chosen here is Gulf Pharmaceutical Industries (Julphar). Julphar is one of the largest pharmaceutical manufacturers in the Middle East and North Africa (MENA) and distributes medicines to over 40 countries. Established in 1980 in the UAE, its first stand-alone facility produced only five products. The decision to create Julphar came at a time when the UAE was making the transition from herbal medicines to conventional medicines, and the creators of Julphar wanted to invest in a sector which would generate long-term value for the Emirates. Over three decades later, it currently operates twelve internationally certified manufacturing facilities globally, produces over a million boxes of medicines daily and holds 3,483 product registration certificates. Eleven of the Facilities are based in the UAE and covers production areas including Tablets, Syrups and Suspensions. In 2013, Julphar launched a twelfth manufacturing facility in Ethiopia, as part of its ongoing international expansion strategy. Julphar maintains a diverse product portfolio which targets major therapeutic segments including endocrinology, anti-infective, cardiovascular and gastroenterology, over-the-counter, nephrology, dermatology, respiratory, metabolic and burn and wound management. Julphar’s core business is manufacturing and is into Generics. Generic medicines help in reducing the cost of manufacturing by allowing the company to buy raw material for their products from various raw material manufacturers...
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...great aptitude for learning, with expertise in portfolio analysis, reporting, process improvement, credit analysis and more. A hardworking individual and a performer in all quarters. She is diligent, and leverages on customer information across all the stages of the credit cycle, from account acquisition to account retention, and credit loss using numerous data sources. She is also able to take on responsibility and work well under pressure. She is a good team player with excellent interpersonal skills and strong commercial awareness who is able and willing to update her skills in response to the needs of a constantly evolving market place. CAREER SUMMARY Employer | Key Responsibilities and Achievements | Role | Date | Asset Management Corporation of Nigeria (AMCON) | Loan Management: * Review of customers repayment proposals and obtain relevant approval from Management which has led to the restructuring of loans worth over One Billion Naira in the last six months. * Examine terms and conditions of approved credit proposals to ensure that they are in full compliance with the Corporation’s policy procedures and guidelines prior to the disbursal of approved facility terms and conditions. * Preparation of credit facility letters and related security documentation ensuring...
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...Areas of Business In this paper I would like to consider one more time during this course the purpose of me going back to graduate school. In 1998 I graduated from Saint-Petersburg State Institute of Technology where obtained a Bachelor’s degree in Engineering and Technology. After completion of study I started my career working at one of the biggest oil fields in the world operated by Chevron Company. During my first years of work I had a chance to be involved not only in specific tasks but in managerial activities also. At that time I started to feel that, being a specialist in my area of background I received, does not give me a feeling that this is my way I want to go forward during my entire life. Thanks God, soon, I got promoted to Facilities Engineering Department to Project Engineer position. Since that moment my project management career started. During obtaining work experience by moving from project engineering positions in small projects to more managerial positions in bigger projects, I decided to obtain specific knowledge related to professional project management area. Since 2005 I entered to Project Management Institute Association and managed to obtain Project Management Professional certificate in 2012. PMP was quite challengeable for me and the real thing I proud of. This successful pass though was also like a definition of a new horizon to go forward obtaining Master of Business Administration degree. Why I decided to go to Business Administration? Actually...
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...of Requirements For PROJ 587 Advanced Program Management Keller University @ DeVry University Online Dr. Robert Kenmore, Professor Group Project – Gilbert, Reynolds-Myers, Ladson, M. Williams, Williams, & Sampath January 18, 2014 I. Strategic Plan A. FEMA’s National Disaster Recovery Framework (NDRF) defines how Federal agencies will more effectively organize and operate to utilize existing resources to promote effective recovery and support States, Tribes and other jurisdictions affected by a disaster. B. The National Disaster Recovery Planning (NDRP) Division at Federal Emergency Management Administration (FEMA) Headquarters facilitates and coordinates RSF (Recovery Support Functions) activities and recovery planning at the national level, additionally, the RSF coordinating agency will commit to designating a senior level principal to serve as the RSF national coordinator, provide significant engagement and management for the RSF, and ensure ongoing communication and coordination between the primary agencies and support organizations. a. Dr. Eliyahu Goldratt’s Critical Chain Concepts (Course handout). II. Strategic Capacity Plan A. The National Disaster Recovery Framework (NDFR) aims to leverage and concentrate the effects of existing Federal resources, programs, projects and activities through an organization of Recovery Support Functions...
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...Organizational Planning at Ford Motor Company Organizational Planning at Ford Motor Company Ford Motor Company manufactures and distributes vehicles around six continents making it one of the largest automotive manufacturer’s in the world. The company has a strong market position as a result of its product portfolio that gives Ford significant competitive advantage in the marketplace. However, Ford Motor continues to strive to become the world’s leading consumer company for automotive products and services ("Sustainability Report", 2014). Achieving Goals To achieve goals, Ford plans to implement both strategic and operational plans that coincide with the company’s mission and vision for the future. Its main purpose is to improve its products and services to meet customer needs, and to provide a reasonable return to its shareholders. Strategic Plan Ford Motor Company has a goal of becoming an efficient global enterprise by using its new technologies on its global platforms. This will allow the organization to generate growth across its products and efficiency savings (“Global Round-Up,” 2011). Its focus is on sustainability and fuel efficient technologies. Ford recognized for its efficient use of natural resources, such as retooling its manufacturing facilities with energy-efficient equipment, and increasing the use of sustainable materials while eliminating undesirable materials and substances. Additionally, the company focuses on delivering...
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...1. Explain the challenge Elizabeth faced in meeting her capacity needs and what she should have considered before moving into the larger facility. Capacity is the maximum output rate that a facility achieves. Planning for capacity needs is essential to the successful operation of a facility for a company. Elizabeth faced challenges because there was no capacity planning, which involves the process of establishing the output rate that can be achieved by a facility. (Reid & Sanders, 2010, pg. 316) If there is no careful planning, there may not be enough output capability to meet customer demands or that there could be too much capacity sitting idle. If a company wants to grow and take full advantage of demand, capacity should be carefully planned. (Reid & Sanders, 2010, pg. 317) A lot of capacity planning and demands relies heavily upon customer demand and knowing how to meet those demands. For example There are several needs that are part of capacity planning that Elizabeth should have considered before making the move to a larger facility. The first that should have been determining the market need of the community. Determining the amount of baked goods that would be sold would have helped her understand the space necessary for purchase. After determining the market need, research on the premises, location, prices, and other pertinent information should be obtained to ensure that the proper capacity is used for the physical premises of Biddy’s Bakery. 2. Determine...
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...IQMS – At a Strategic Turning Point? IQ Medical Services (“IQMS”) A Live Case Prepared for Florida Intercollegiate Graduate/MBA Business Case Competition Laura Kozloski Steve Barnett Executive Summary IQ Medical Services (“IQMS”) is based in Miami, Florida, and was founded in 2007. It is an ISO 9001:2000 certified company that operates globally in collaboration with major healthcare corporations such as General Electric (“GE”) Healthcare. IQMS’ purpose has been to design, construct, and service best-in-class turnkey cyclotron facilities for healthcare systems and academic institutions worldwide; their vison – how they “see” they can accomplish this mission – has been to partner with cyclotron manufacturers such as GE and Siemens. Cyclotron facilities produce contrast media drugs known as FDGs (FluoroDeoxyGlucose) that are injected into patients to detect and diagnosis serious medical conditions. The most common usage is for PET studies, which are diagnostic procedures to determine the extent to which cancer may have spread within a patient’s body. IQMS has partnered with a variety of cyclotron equipment manufacturers accounting for 80% of the 65 projects IQMS has completed in over 30 countries worldwide since 2007. IQMS’ core expertise includes: PET/SPECT Radiopharmaceutical contrast media injection production Equipment selection, procurement and installation, start-Up and qualification with integrated multivendor warranty and service solutions FDA and equivalent regulatory...
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...IQMS – At a Strategic Turning Point? IQ Medical Services (“IQMS”) A Live Case Prepared for Florida Intercollegiate Graduate/MBA Business Case Competition Laura Kozloski Steve Barnett Executive Summary IQ Medical Services (“IQMS”) is based in Miami, Florida, and was founded in 2007. It is an ISO 9001:2000 certified company that operates globally in collaboration with major healthcare corporations such as General Electric (“GE”) Healthcare. IQMS’ purpose has been to design, construct, and service best-in-class turnkey cyclotron facilities for healthcare systems and academic institutions worldwide; their vison – how they “see” they can accomplish this mission – has been to partner with cyclotron manufacturers such as GE and Siemens. Cyclotron facilities produce contrast media drugs known as FDGs (FluoroDeoxyGlucose) that are injected into patients to detect and diagnosis serious medical conditions. The most common usage is for PET studies, which are diagnostic procedures to determine the extent to which cancer may have spread within a patient’s body. IQMS has partnered with a variety of cyclotron equipment manufacturers accounting for 80% of the 65 projects IQMS has completed in over 30 countries worldwide since 2007. IQMS’ core expertise includes: PET/SPECT Radiopharmaceutical contrast media injection production Equipment selection, procurement and installation, start-Up and qualification with integrated multivendor warranty and service solutions FDA and equivalent regulatory...
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