...organization. With reference to the Internet based information, discuss various strategic actions taken by this organization with regards to SCM to improve the finance and non- finance performance. 3 Introduction 3 Basic component Supply Chain Management 3 Plan 4 Source 4 Make 4 Deliver 4 Return 4 Supply chain management for logistic 5 Supply chain management for downstream 6 Tata Steel Strategic 6 Tata Steel supply chain logistic strategy 7 Tata Steel Supply Chain downstream strategy 8 Tata Steel finance improvement 9 Tata Steel non-finance improvement 9 Conclusion 11 Q2. Discuss various Supply chain activities (in relation to Lean Management) in a Toyota company in Danish Industries can learn and use for improved performance. 12 Introduction 12 What is Lean 13 Lean supply chain 14 Lean supply chain for Toyota Production System in Denmark 14 Value stream mapping 16 The VSM process 17 Performance improvement with implementation of VSM 17 Conclusion 19 Q1. Tata steel has taken various strategies in the SCM to improve the performance of the organization. With reference to the Internet based information, discuss various strategic actions taken by this organization with regards to SCM to improve the finance and non- finance performance. Introduction The Tata Group of Companies has always believed strongly in the concept of collaborative growth, and this vision has seen it emerge...
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...Finance and Performance Management Mastery and the High Performance Business At Accenture, we have always believed that a direct correlation exists between the sophistication of an organization’s finance and performance management capabilities and its overall performance. 2 Now, we’ve put that theory to the test. In a recent landmark study, Accenture examined the relationship between finance and high performance. The results show a tangible link and strong correlation between a high-performance business and mastery of a new finance competency set. The results also reveal that those companies that created the greatest value have embraced entirely new ways of thinking about finance and performance management. Achieving High Performance Accenture defines high-performance businesses as organizations that consistently outperform their peers over a sustained timeframe (typically 5 to 7 years) and across business cycles, industry disruptions and CEO leadership cycles. These companies deliver consistently upper-quartile total returns to shareholders. They create returns on invested capital significantly in excess of the cost of capital and drive profitable revenue growth faster than their industry peers. In short, they are lean, responsive to changing competitive fundamentals and consistently rank as market leaders. How do they do it? Accenture embarked on a major research program to identify the attributes and practices that distinguish high-performance businesses from...
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...Global Finance, Inc. is an international organization with expansions in many states. In every state, the company has a number of sites and each site has several workers and customers. Offices are interconnected to each other and to the host organization. As an international organization, Global Finance, Inc. requires a robust network that can support its daily operations, a secure network system and efficient network management strategies. Normally, network choices rely on the company budget, network coverage, and internal and external regulations. Effective network security requires constant upgrades and close monitoring to ensure possible loopholes are sealed in time. Executive Summery Global Finance, Inc. network is constructed by sets of routers and switches. The network switches and routers are designed with unique typologies including different sizes of meshes. The network adopted packet switching and circuit technologies. Packet switches are effective transfer paths and sharing carriers. The network system allows sharing with clients and other management teams. There are also virtual circuits connected to the main path to serve various needs. Additionally, the network has circuit system, which facilitates data transfer only when needed. Global Finance, Inc. has employed Integrated Services Digital Network (ISDN), which only transfer data when initiated (Acharya, Lasse, Thomas & Matthew, 2011). Apart from Wide Area Network (WAN) and Local Area Network (LAN) connections...
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...(RBV) in strategic management. Discuss key interrelationships among the functional areas of business. Identify the basic functions or activities that make up management, marketing, finance/accounting production/operations, research and development, and management information systems. Copyright ©2013 Pearson Education 4-2 2. 3. 4. Chapter Objectives 5. Explain how to determine and prioritize a firm’s internal strengths and weaknesses. Explain the importance of financial ratio analysis. Discuss the nature and role of management information systems in strategic management. Develop an Internal Factor Evaluation (IFE) Matrix. Explain cost/benefit analysis value chain analysis, and benchmarking as strategicmanagement tools. Copyright ©2013 Pearson Education 4-3 6. 7. 8. 9. A Comprehensive StrategicManagement Model Copyright ©2013 Pearson Education 4-4 Key Internal Forces Distinctive competencies A firm’s strengths that cannot be easily matched or imitated by competitors Building competitive advantages involves taking advantage of distinctive competencies. Copyright ©2013 Pearson Education 4-5 The Process of Performing an Internal Audit The internal audit Requires gathering and assimilating information about the firm’s management, marketing, finance/accounting, production/operations, research and development (R&D), and management information systems operations Provides more opportunity for participants to understand how their...
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...Implementation Page 10 Monitor and Control Page 11 1|Page Session 9, Ford Case Study by Christine Godby Executive Summary As Director of Supply Chain Systems, I have reviewed the analysis by my esteemed colleagues of our current supply chain and our recently implemented strategies to date. We have made significant changes to our supply chain through Ford 2000 and we should be proud of our achievements! Our use of information technology (IT) has enabled us to work together as a global team, even though we are on different continents. We have successfully reduced our supplier network which and work as a team with our current suppliers as well as enjoy cost savings and a more reliable supplier network. Our development of the Ford Production System (FPS) has resulted in a leaner more responsive and efficient manufacturing operation and our Order to Delivery (OTD) initiative has reduced our order to delivery time from 45-65 days to just 15 days! This being said, the global market is extremely competitive and I believe is challenging us in ways we have not seen before. With emerging technology and the ability to reach global audiences through the internet, our entire supply chain platform has changed. We need to find a way to work together and embrace this technology in ways that will be cognisant of shareholder value and customer responsiveness. We have analyzed the DELL virtual integration method and the successes DELL has seen using this method are nothing short...
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...Page |1 ABOUT US Bdjobs Training has been the biggest professional training house in the country. The tracks of its training programs include Marketing/Sales, IT , Commercial, Finance, Quality & Process, Industrial Engineering, RMG, Banking, HR, Development/NGO, Management Development and so forth. Since its inception, Bdjobs Training has been mentoring the professionals by providing latest industry focused education. BT, in this expedition, engages hundreds of industry experts to ensure quality education to the young entrepreneurs and professionals of the country. BT offers both short (1 or 2 days) and long courses in the form of workshop and certificate training. Also BT offers customized in-house training programs exclusively designed for a group of employees. Customized courses can be provided either at our training facilities or on-site at clients’ location. Our training programs are lively, interactive, and include role-playing and demonstrations of real-life workplace issues and solutions. bdjobstraining.com Page |2 bdjobstraining.com Page |3 TRAINING TRACKS Marketing/ Sales Track • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 1111 Selling Techniques for Excellence 13 Lessons to turn every Company into Fantastic Brands Advance Selling Techniques Art of Pharmaceutical Sales Brand Management–Walking the Talk Branding for Bangladeshi Business Constructive & Modern Leadership Approach in Selling through Team...
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...CHAPTER ONE INTRODUCTION 1.1 BACKGROUND OF THE STUDY Supply chain encompasses several business entities including suppliers, manufacturers, wholesalers, distributors, retailers and customers concerned with ensuring the flow of raw materials, component parts or finished goods from the source to the final destination, organizations can no longer detached from these business entities (Adebayo, 2012). As stated by (Gunasekaran et al., 2003), companies cannot run away from being part of SCM in either operational or strategic level of implementation. In the traditional way, companies just buy the raw material, process it to become final product and distribute it to the customers. At the strategic level of implementation, the focus is more toward fulfilling customer’s requirement and satisfaction. Supply chain management can help a company achieve the true return on investment of customer relationship management (CRM) systems, making it easier to see how well-managed and efficient supply chain operations have a significant bearing on the organization’s overall financial performance. One important benefit is that supply chain management reduces the time required for a new product or service to progress from the initial concept to its final delivery to the market. Indeed, a key objective of supply chain management is to bring new ideas to market faster, whether they are innovations from in-house or ideas gleaned from elsewhere that an enterprise needs to transform into deliverable...
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...design, managing, controlling, and improvement of business activities that provide details to the overall performance of products and services that are produced. Operations management is one of the three primary functions of a business. The other primary functions, noted by the text, are marketing and finance. 2. What is the difference between the terms “production management” and “operations management”? The production management has a focus on the physical goods produced. For example, a manager over production would be concerned if orders were not meeting customer’s quotas. Operations management has a focus on how goods and services are produced and delivered to customers. Operation managers will be concerned of adding customer value while decreasing waste or increasing costs. 3. What is the difference between operations management and supply chain management? Operations management is primary focused on the inputs and processes required to produce a service or product for a customer. On the other hand, managers over supply chains are tasked with the responsibility of getting the goods or materials to the place of production. A high emphasis on the supply chain managers is getting those raw materials to the operation at the precise time that the materials will be converted by the operation. If the delivery timing is off, an operation will face either shortages or increased inventories. 4. What are the key decisions made by purchasing and logistics managers...
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...Research Publication Date: 12 November 2010 ID Number: G00208603 Case Study for Supply Chain Leaders: Dell's Transformative Journey Through Supply Chain Segmentation Matthew Davis Faced with ever-changing customer needs, product commoditization, unique global requirements and new, low-cost competitors, Dell embarked on a three-year journey to segment its supply chain response capabilities. The company designed its supply chains based on a mix of cost optimization, delivery speed and product choices that customers value, while aligning internally across all functions to execute against this vision. Key Findings Dell's market and business strategies changed, requiring the company to move from a single supply chain to a customer segmentation supply chain approach. A unified, cross-functional business strategy with collaborative, decision-making processes across sales, marketing, product design, finance and supply chain is essential for segmentation. Segmentation is enabled by a cost-to-serve (CTS) methodology to dynamically allocate costs to business decisions, highlight net profitability and drive the right actions for each supply chain. Supply chain segmentation is a multiyear journey enabled by the development and alignment of organizational skills to the needs of the journey's different phases. Recommendations Start with segmentation of your company's customers and channels to understand the different demand rhythms and cycles. Focus on decreasing...
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...1 Supply chain: the facilities, functions, and activities that are involved in producing and delivering a product or service from suppliers to the end customer. focusing on integrating and managing the flow of goods, services, and information through the supply chain in order to make it responsive to customer needs while lowering total costs. Supply chain management: Supply chain strategy: designing a firm’s supply chain to meet the competitive priorities of the firm’s operations strategy. 2 The goal is to reduce costs as well as increase performance which 3 can be accomplished by better forecasting, inventory management, operations planning and scheduling, and resource planning. Dynamic sales volumes Customer service levels Service/product proliferation •One of the most costly operating aspects of supply chains is trying to meet the needs of volatile sales volumes. •Involves excessive inventories, underutilized personnel, expensive delivery options to meet customer demands on time. •Questions such as “What service level should be guaranteed?” or “How speedy must our deliveries be?” need collaborative discussion from the sales, marketing, and finance groups. •The answers will affect on the design of the supply chain, particularly its points of supply and the choice of suppliers. •The sales and marketing groups can create new services or products because they are closely in touch with customers and their needs. 4 5 Capital investments in machinery...
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...Operations Management Course contact information • Instructor Dr. Chetan Soman Office & Phone: 4-J, 4839 e-mail: chetan@iimahd.ernet.in Objective of course: To gain an appreciation of the strategic importance of operations and how operations relate to other business functions To develop a working knowledge of the concepts and methods related to designing and managing operations Organizational Functions Finance Secures financial resources at favorable prices and provides funds for operations. Marketing Assesses customers’ wants, and promote organizations goods or services. Operations Creates products & services 4 What is Operations? • Operations – processes that produce goods and services • Processes – fundamental activities of organizations that use resources to transform inputs into goods and services Operations as a Transformation Process INPUT Material Machines Labor Management Capital OUTPUT Goods Services TRANSFORMATION PROCESS Feedback Transformation Processes Physical Locational Exchange Physiological Psychological Informational (manufacturing) (transportation/ warehouse) (retail) (health care) (entertainment) (communications) Food Processing Industry Inputs Raw Vegetables Metal Sheets Water Energy Labor Building Equipment Processing Cleaning Making cans Cutting Cooking Packing Labeling Output Canned vegetables Hospitals Inputs Doctors, nurses Hospital Medical Supplies Equipment...
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...Research Publication Date: 12 November 2010 ID Number: G00208603 Case Study for Supply Chain Leaders: Dell's Transformative Journey Through Supply Chain Segmentation Matthew Davis Faced with ever-changing customer needs, product commoditization, unique global requirements and new, low-cost competitors, Dell embarked on a three-year journey to segment its supply chain response capabilities. The company designed its supply chains based on a mix of cost optimization, delivery speed and product choices that customers value, while aligning internally across all functions to execute against this vision. Key Findings Dell's market and business strategies changed, requiring the company to move from a single supply chain to a customer segmentation supply chain approach. A unified, cross-functional business strategy with collaborative, decision-making processes across sales, marketing, product design, finance and supply chain is essential for segmentation. Segmentation is enabled by a cost-to-serve (CTS) methodology to dynamically allocate costs to business decisions, highlight net profitability and drive the right actions for each supply chain. Supply chain segmentation is a multiyear journey enabled by the development and alignment of organizational skills to the needs of the journey's different phases. Recommendations Start with segmentation of your company's customers and channels to understand the different demand rhythms and cycles. Focus on decreasing the time required...
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...100834533 | Year: | 1 | Course Code | MN2201K | Course Tutor: | Mr Ailson De Moraes Dr Endrit Kromidha | Assignment No.: | Individual Assignment | Degree Title: | Strategic Management | Question No. & Title: | 2.Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. | This essay will analysis the sector matrix and the chain concept to identify their comparative use and which has a better strategic understanding in the long-run of product market, such as the automobile market. And moreover, it will be begin with the definition and the benefits and limitation of these approaches. As mention, this paper will critic the three tools for analysing and prescribing remedies for improvement in the company performance; the sector matrix framework and the chain concept, Value chain and Global Commodities Chain.This approach will be explain through the seventh-largest auto maker in the automotive industry, Chrysler ( Vanne,2014). Value chain was introduced in 1985 by Michael Porter as a “basic useful tool for firms to achieve competitive advantage and enhancing it to sustain” ( Porter 1985 :26). It defines as a series of activities that builds and create business conceptualising the activities that is provides product and service to a customer (Ensign n.y.) and (Economictimes,2015) Its describe as analysing which focuses on the activities...
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...9, 2014 John Wetherington Strategic Initiative Paper Harley-Davidson’s strategic plan is to improve the quality, accurately forecast the associated costs of returns and allowances, and to maintain the firm’s reputation of satisfying customers. Their financial plan involves taking steps to make sure the company can grow and be profitable in the future. There are plenty initiatives that affect the organization’s financial planning and costs and revenue of the supply chain. It is important to stay ethical when trying to supplant other motorcycle companies as the world’s number-one motorcycle when taking these initiatives. Strategic Planning Initiative Harley-Davidson’s 2013 annual report discusses several strategic initiatives. Specifically, their quality control initiative will require financial planning to support successful implementation of the initiative and add value to the company. Harley’s alignment of strategic planning and financial planning will affect costs, sales, and Harley's ability to finance future capital projects. The 2013 Harley-Davidson Annual Report identifies their quality control initiative as an effort in early detection of quality issues, and improvement of manufacturing processes to avoid recalls, legal costs, and delays in introducing new products to the market. Furthermore, the company wishes to improve its methods of estimating potential costs associated with warranty claims, recalls, and class action suits. Under their current methods, they...
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...Managing Supply Chain Program: MBA (P) Section: E Final Project Submitted to: Mr. Asher Ramish Submitted by: Adil Chand 094432055 Abdul Ahad 104632031 Abuzar sabir 094432057 Adnan Mukthar 094432004 Mujtaba Haider 094432064 Date : 10-06-2011 Knorr Chicken Noodles Tables of Contents 1. Acknowledgement ……………………………………………………….…..… 04 2. Executive summary ………………………………………………………... 05 3. Introduction of company ………………………………………….……….….. 06 4. Analysis of end to end supply chain………………………………………….. 07 4.1. Generalized supply chain model…………………………………... 07 4.1.1. Suppliers network………………………………………… 07 4.1.2. Customers network……………………………………… 10 4.1.3. Flow chart of generalized supply chain model……………… 11 5. Upstream and downstream activities………………………………… 12 5.1. Supply chain flow……………………………………… 12 5.1.1. Material flow……………………………………………...
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