...FedEx Corporation Strategic Audit May 14, 2004 MGMT 449 Prepared by: Clement Chen Lisa Duong Hideo Yang Marny Susanty Mario Vellandi Andrea Betro Forward: This company for this case analysis was chosen by me, Mario Vellandi. I found FedEx interesting because they are one of the top four logistics companies in the world with 2002 group revenues of $24.2 billion. Since I was studying the transport industry, I found them to be an excellent company to analyze while in Strategic Management. Research Process To prepare for this case, I had performed primarily all the research for this case. This process involved first going to the firm’s SEC filings on its website, then downloading the .rtf version of its 2003 10-K, and the following 10-Qs and pre-announcements. After having read and highlighted some 65 pages and notating applicable data for each section of the strategic audit, I copied the data into individual Word documents titled after each respective category. I also utilized company info from the investors section of its site. Next I used the standard and news search functions of Google, among other sites, by combing the term fedex with a combination of various business terms such as competition, weaknesses, swot analysis, and commercials. I had also used combinations with competitors’ names and specific business functions. Next, I had used the advanced features to limit my searches in two ways: by data type, and by domain extension. I found relevant existing secondary...
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...Moise JURCA CEMEX – “One-facing” company CEMEX is a 100-years-old multinational cement company based in Monterey Mexico. Over past 25 years CEMEX has changed its business processes from a local regional company (back in 1984) to a worldwide leader in cement industry. The company based its processes redesign and its continuous innovation on three components: Acquisition Strategy. Expansion Processes Technology and Innovation Supply and Demand Acquisition Strategy. Expansion Processes In 1987 CEMEX acquired Cementos Anahuac and in 1989 Cementos Tolteca, its biggest domestic competitor. By 1990 CEMEX had acquired 65% market share in Mexico and was one of the ten largest companies in the world. After having secured its leader position in Mexico, CEMEX began to look for opportunities beyond Mexico border. First stage of its expansion was the export of cement and by 2000 CEMEX became the largest international cement trader in the world. In 1991 CEMEX built distribution terminals in Spain to distribute cement that was produced in Mexico and also started to study European market. In 1992 CEMEX acquired Valenciana and Samson, Spain’s two largest cement companies for $ 1.84 billion. That time Spain was one of the largest cement market in Europe because of the continuous investment in that region. In 1994 CEMEX acquired 65% of Vencemos, Venezuela largest cement manufacturer at that time for $ 550 million followed by the series-acquisitions of Cementos Nationales in 1995 (Dominican...
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...sourcing, to having manufacturing or service or R&D facilities world-wide, or to supplying global markets, each of which have very different ramifications: Global sourcing Global manufacturing Global distribution . dealing with foreign . facility location . local content regulations suppliers . coordinating networks . managing global . managing international of plants distribution logistics . coordinating networks . managing risk . managing risk of R&D facilities . operations in other countries Page intentionally left blank. Class: 2a Type: Lecture Supply Chain Management & Service The goal in this part is to introduce the two main sections of the course, international manufacturing and international service. For manufacturing we start with the simple proposition that decisions about our company’s competitive strategy leads to a supply chain strategy which then leads to a supply chain structure. We provide a strategic framework that can be used to analyze design, planning, and operational decisions in a supply chain. This framework focuses on supply...
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...SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP® NetWeaver™ For Dummies® Published by Wiley Publishing, Inc. 111 River Street Hoboken, NJ 07030-5774 Copyright © 2004 by Wiley Publishing, Inc., Indianapolis, Indiana Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4447, e-mail: permcoordinator@ wiley.com. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...A Weak Link at Biological Vaccine Science Catching the Value of Supplier Management The purpose of this case is not to discuss effective or ineffective actions of individual actors in a specific situation, but to highlight the managerial challenges of supplier relationship management. It has been built from the observations of multiple situations in multiple companies then integrated in a fictitious setting, with fictitious characters. ©Michel Philippart 2012 - IRIMA 1 BVSx Profile BVS (Biological Vaccine Science) is a small, independent division (5% of revenues of the mother company) of a large pharmaceutical firm. It is based in Luxembourg, while its parent, a German company, is running its operations from Hamburg. BVSx was, for many years, the forgotten child of the group: vaccines were perceived as a very low margin business, compared to traditional pharmaceutical components, and more subject to litigation. It had been kept independent to allow an eventual spin-off. It is managed by a charismatic leader who has grown BVSx for the last 30 years, going through multiple mergers without ever integrating with its large parents and now working on securing his place in history before his retirement in Tuscany. Today BVSx is a strong number 2 in its field. The division’s profitability has been between 10 and 20% consistently, which has insured its relative independence from its corporate parent. The division has always been riding mainly on a scientific success in a...
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...Designing and Managing the Supply Chain David Simchi-Levi Philip Kaminsky Edith Simchi-Levi Solutions for Discussion Questions1 Kerem B¨lb¨l u u 1 We would like to thank Shiming Deng for his valuable contributions to the preparation of this manual. Chapter 1 Introduction to Supply Chain Management Discussion Questions Question 1 Pick any car model manufactured by a domestic auto maker. For example, consider the 2002 Ford Thunderbird. a. The supply chain for a car typically includes the following components: 1. Suppliers for raw materials 2. Suppliers for parts and subsystems 3. Automobile manufacturer (Ford, in this example). Within a company, there are also different departments, which constitute the internal supply chain: i. Purchasing and material handing ii. Manufacturing iii. Marketing, etc. 4. Transportation providers 5. Automobile dealers b. Many Þrms are involved in the supply chain. 1. Raw material suppliers. For instance, suppliers for steel, rubber, plastics, etc. 2. Parts suppliers. For instance, suppliers for engines, steering wheels, seats, and electronic components, etc. 3. Automobile manufacturer. For instance, Ford. 4. Transportation providers. For instance, shippers, trucking companies, railroads, etc. 5. Automobile dealers. For example, Hayward Ford. c. All companies involved in the supply chain want to maximize their respective proÞts by increasing revenue and decreasing cost. However, companies may employ different 2 strategies in order...
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...Designing and Managing the Supply Chain David Simchi-Levi Philip Kaminsky Edith Simchi-Levi Solutions for Discussion Questions1 Kerem B¨lb¨l u u 1 We would like to thank Shiming Deng for his valuable contributions to the preparation of this manual. Chapter 1 Introduction to Supply Chain Management Discussion Questions Question 1 Pick any car model manufactured by a domestic auto maker. For example, consider the 2002 Ford Thunderbird. a. The supply chain for a car typically includes the following components: 1. Suppliers for raw materials 2. Suppliers for parts and subsystems 3. Automobile manufacturer (Ford, in this example). Within a company, there are also different departments, which constitute the internal supply chain: i. Purchasing and material handing ii. Manufacturing iii. Marketing, etc. 4. Transportation providers 5. Automobile dealers b. Many Þrms are involved in the supply chain. 1. Raw material suppliers. For instance, suppliers for steel, rubber, plastics, etc. 2. Parts suppliers. For instance, suppliers for engines, steering wheels, seats, and electronic components, etc. 3. Automobile manufacturer. For instance, Ford. 4. Transportation providers. For instance, shippers, trucking companies, railroads, etc. 5. Automobile dealers. For example, Hayward Ford. c. All companies involved in the supply chain want to maximize their respective proÞts by increasing revenue and decreasing cost. However, companies may employ different ...
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...Page Chapter 1 3 1.1 1.2 1.3 1.4 1.5 Chapter 2 Introduction 3 3 4 6 7 Defining the Stage 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Chapter 3 Background The e-Thematic project Methodology The Research Consortium Report Supply chain integration and the Internet Traditional versus e-business focus e-Fulfilment Need for end-to-end e-Fulfilment solutions Software Standards Conclusions 8 8 9 11 12 13 15 17 18 3.1 3.2 3.3 3.4 3.5 3.6 Chapter 4 Differentiation in e-Business 18 19 21 24 25 33 Introduction B2B business models B2C business models Differences between B2B and B2C Regional differences in e-Business Concluding Remarks Best Practices and key issues in e-Fulfilment 35 4.1 4.2 4.3 35 37 42 Introduction Best Practices Key issues e-Thematic Final Report, March 2006 - e-Fulfilment Future opportunities - 1 Page Chapter 5 52 5.1 5.2 5.3 5.4 5.5 5.6 5.7 Chapter 6 RTD and Policy recommendations on e-Fulfilment 52 54 55 56 57 58 59 Introduction ICT Organisation Logistics Taxation Regulatory Cultural/Financial E-fulfilment Forum 61 6.1 6.2 6.3 6.4 6.5 6.6 61 62 63 64 66 68 Introduction Does Europe need an E-fulfilment Forum? The Industry Objectives...
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...Work Contracted for the H2O Corporation Table of Contents Background & Introduction Outline and Review of HRIS Systems Explanation of Manpower and Technology Needed to Operate HRIS Assessment of the importance of the HRIS function within an organization Metrics HRIS system can produce for the organization Best practices of 5-10 US organizations Key action items for H20 implementation of effective HRIS system Overview of Staffing Methods Cost per Hire Staffing and Training Requirements Consideration of Recruitment/Time to Fill Vacancies Unique/Best practices for Staffing Review of Training and Development-Strategic Alignment Cost Analysis of Training Program – In house vs. Consultant Best Practices for Training and Development Recommended Training and Development Programs Overview HR Functions- Outsourced Benefits/ Cost Savings of Outsourcing Best Practices- Outsourcing Key Actions and Recommendations- Outsourcing Overview of Performance Management Philosophies Analysis of Best Practices – Theory Analysis of Best Practices- Applied Table of Contents (Con’t.) Recommendation PM Program HR Budgets- Components/ Elements Cost Reduction Strategies Budget Cut Recommendations Summary of HR Department Budgeting Challenges Recent Practices from 3-5 US organizations Review of Typical US Rewards Programs. Analysis of Best Practices for Compensation, Benefits, and Perks Consideration of US Taxation...
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...Introduction to Centaur Partners SaaS Market Overview Centaur Partners Mergers & Acquisitions, Private Placement Advisory, and Transaction Consulting May 2015 CONFIDENTIAL – NOT FOR DISTRIBUTION © 2015, Centaur Partners │Confidential | Technology Market Overview IT Storage IT Infrastructure NASDAQ Composite IT Security BigData 160 SaaS Internet Digital Media 150 140 130 120 12% 110 100 90 80 5/7 6/7 7/7 8/7 9/7 10/7 11/7 12/7 1/7 2/7 3/7 4/7 IT Security SaaS Internet/Digital Media NASDAQ Big Data IT Infrastructure 43% 31% 25% 23% 6% 5/7 4% Source: CapIQ 5/4/15 IT Security Index: AVG, SYMC, CHKP, FTNT, PANW, FIRE, IMPV, VDSI, PFPT, FEYE, QLYS SaaS Index: CRM, N, ATHN, ULTI, JCOM, TRAK, BCOV, DWRE, GWRE, LOGM, CTCT, CSOD, LPSN, MKTG, VOCS, IL, TNGO, SPSC, SQI, ZIXI, ELLI, NOW, WDAY, MDSO, LOCK, FLTX, QLYS, RALY, MKTO, MRIN, MODN Big Data Index: EMC, TDC, INFA, MSTR, SPLK, DWCH, ATTUF, NTAP, SPLK, DATA, FIO, FALC Internet & Digital Media: 66 companies IT Infrastructure Index: VMW, CTXS, NTAP, CA, RHT, SWI, INFA, OTEX, CVLT, CPWR, QLIK, PEGA, MVSN, PRGS, JIVE, NTCT, BLOX, GUID, MGIC, FALC, FIO, GIMO, SSNI, CYNI, RALY © 2015, Centaur Partners │Confidential │ 2 Technology M&A Trends Key M&A Statistics Technology M&A – Transactions Since 2006 Number of Transactions 2,400 2,000 $165 1,600 1,441 $166 $150 1,281 1,216 1...
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...Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 The Kuali Financial System: An Open-Source Project CASE STUDY III-5 NIBCO’s “Big Bang”: An SAP Implementation CASE STUDY III-6 BAT Taiwan: Implementing SAP for a Strategic Transition CASE STUDY III-7 A Troubled Project at Modern Materials, Inc. CASE STUDY III-8 Purchasing and Implementing a Student Management System at Jefferson County School System CASE STUDY IV-1...
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...Jones: Introduction To Business: How Companies III. A Functional Approach to Business 12. Operations and Materials Management: © The McGraw-Hill Companies, 2007 Create Value for People Managing the Production and Flow of Goods and CHAPTER 12 Operations and Materials Management: Managing the Production and Flow of Goods and Services Learning Objectives After studying this chapter, you should be able to: 1. Describe the nature of the operations and materials management process and explain how it can create a competitive advantage for a company. 2. Identify the five main components of operations and materials management costs and the methods companies use to reduce them. 3. Differentiate between the three major kinds of operating systems companies use to produce goods and services. 4. Understand the way total quality management can significantly improve both quality and productivity. WHY IS THIS IMPORTANT Flour, eggs, sugar, baking powder, chocolate, and shortening don’t create much excitement when they are in the kitchen cupboard. They create a lot more excitement when someone transforms them into a cake. Whether it’s a cake, a computer, or a legal docu- ment, operations and materials management processes create value in a household or a company. A company’s operations require inputs such as raw materials or parts and the skilled people and equip- ment to transform them into useful products...
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...4 TH EDITION Managing and Using Information Systems A Strategic Approach KERI E. PEARLSON KP Partners CAROL S. SAUNDERS University of Central Florida JOHN WILEY & SONS, INC. To Yale & Hana To Rusty, Russell &Kristin VICE PRESIDENT & EXECUTIVE PUBLISHER EXECUTIVE EDITOR EDITORIAL ASSISTANT MARKETING MANAGER DESIGN DIRECTOR SENIOR DESIGNER SENIOR PRODUCTION EDITOR SENIOR MEDIA EDITOR PRODUCTION MANAGEMENT SERVICES This book is printed on acid-free paper. Don Fowley Beth Lang Golub Lyle Curry Carly DeCandia Harry Nolan Kevin Murphy Patricia McFadden Lauren Sapira Pine Tree Composition Copyright 2010 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945)...
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...4 TH EDITION Managing and Using Information Systems A Strategic Approach KERI E. PEARLSON KP Partners CAROL S. SAUNDERS University of Central Florida JOHN WILEY & SONS, INC. To Yale & Hana To Rusty, Russell &Kristin VICE PRESIDENT & EXECUTIVE PUBLISHER EXECUTIVE EDITOR EDITORIAL ASSISTANT MARKETING MANAGER DESIGN DIRECTOR SENIOR DESIGNER SENIOR PRODUCTION EDITOR SENIOR MEDIA EDITOR PRODUCTION MANAGEMENT SERVICES This book is printed on acid-free paper. Don Fowley Beth Lang Golub Lyle Curry Carly DeCandia Harry Nolan Kevin Murphy Patricia McFadden Lauren Sapira Pine Tree Composition Copyright 2010 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945)...
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