...Assignment # 3 Case 5 John Deere and Complex Parts, Inc. Summary Deere & Company was formed in 1837, with its headquarters set up in Moline, Illinois and were considered as a pioneer in manufacturing farm and forestry equipment, construction, commercial and consumer equipment. Their broad range of products and services included equipment financing, power systems, special technologies. In 2006, supplier evaluation team members of Deere Inc. Moline unit were united to discuss the performance of Complex Parts. For the past 10 years, Complex Parts, Inc. had been playing a key role in Deere’s sales with an annual approximation of U.S. $3.5 million. Their contribution to Deere Inc. included supplying them a key manufactured part, which required significant engineering input and testing. Even though other suppliers could produce this part, Complex parts Inc. took charge of it by actively involving with Deere Inc.’s sales engineers weekly, associating with their cost reduction strategies. And keeping up the Deere Inc.’s design changes and globalizing their quality plan. But during the past year, Complex Parts had provided questionable service to the Moline unit and now the unit manager John has been analyzing whether to continue business with Complex Parts, Inc. or to source it from a new supplier. Deere Inc. had a dynamic supply management strategy in place, known as Achieving Excellence Program (AEP). The program was about giving Deere and its suppliers the necessary...
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...Background Deere & Company was founded over 177 years ago in 1837 and since then have grown into a multi billion dollar corporation that has established themselves as the leading manufacturer of farming and forestry equipment. Their products reside in over 110 countries and as of 2013; they employ over 67,000 individuals (Statista, 2014). In 2006 members of John Deere’s supplier evaluation team were discussing a long time supplier, Complex Parts, performance. Over the past year, their service had declined resulting in an unfavorable and less profitable relationship between John Deere and Complex Parts and the supplier evaluation team was tasked with providing a recommended course of action to their project manager within the coming week (Wisner, Tan, & Leong, 2012). John Deere employed the Achieving Excellence Program (AEP) as a supply management strategy aimed to develop long-lasting supplier relationships by an evaluation process that promoted communication, trust, cooperation and continuous improvements. Suppliers under the AEP were evaluated in their quality, delivery, cost management, wavelength, and their technical support. The AEP is what the supplier evaluation team was required to utilize in their evaluation and decision process in order to remain fair and unbiased to all of John Deere’s suppliers (Wisner, Tan, & Leong, 2012). Discuss the strength and weakness of John Deere’s Achieving Excellence Program. Consider and discuss other criteria to include in the...
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...John Deere and Complex Parts, Inc. 1 On Friday, November 22, 2006 Blake Roberts, Hayley Marie, Stan Eakins, and John Pearson, one of John Deere’s supplier evaluation teams, were discussing the performance of Complex Parts. They had provided questionable service to John Deere’s Moline unit over the past year, and they were wondering if this merited giving Complex Products’ business to a different supplier. They needed to recommend a course of action to their project manager next week. Company Backgrounds Deere & Company, headquartered in Moline, Illinois, was founded in 1837 and in 2007, they conducted business in over 110 countries and employed approximately 47,000 people worldwide. They are the world’s leading manufacturer of farm and forestry equipment, and also produce construction, commercial, and consumer equipment. Other products and services produced by Deere include equipment financing, power systems, special technologies, and healthcare. Net sales in 2006 were over $19 billion with total assets of more than $34 billion. Cost of goods sold in 2006 was approximately $15 billion. Complex Parts, Inc. had been a supplier of John Deere for the past 10 years with annual sales to their Moline unit of approximately $3.5 million. They supplied Deere with a key manufactured part requiring significant engineering input and testing. Two other Deere suppliers were capable of supplying this part; however, Complex Parts was providing all of Deere’s needs at the time...
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...John Deere and Complex Parts, Inc. 1 On Friday, November 22, 2006 Blake Roberts, Hayley Marie, Stan Eakins, and John Pearson, one of John Deere’s supplier evaluation teams, were discussing the performance of Complex Parts. They had provided questionable service to John Deere’s Moline unit over the past year, and they were wondering if this merited giving Complex Products’ business to a different supplier. They needed to recommend a course of action to their project manager next week. Company Backgrounds Deere & Company, headquartered in Moline, Illinois, was founded in 1837 and in 2007, they conducted business in over 110 countries and employed approximately 47,000 people worldwide. They are the world’s leading manufacturer of farm and forestry equipment, and also produce construction, commercial, and consumer equipment. Other products and services produced by Deere include equipment financing, power systems, special technologies, and healthcare. Net sales in 2006 were over $19 billion with total assets of more than $34 billion. Cost of goods sold in 2006 was approximately $15 billion. Complex Parts, Inc. had been a supplier of John Deere for the past 10 years with annual sales to their Moline unit of approximately $3.5 million. They supplied Deere with a key manufactured part requiring significant engineering input and testing. Two other Deere suppliers were capable of supplying this part; however, Complex Parts was providing all of Deere’s needs at the time...
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...JOHN DEERE AND COMPLEX PARTS INC. I. Summary of Findings Deere & Company is the global leading manufacturer for forestry and farm equipment, but also produces other equipment such as for construction, commercial and consumer. The company’s total assets amounted to over $34 billion, and thus proves that the company produces quality products patronized by plenty consumers. Deere & Company has been working with Complex Parts, Inc. for a very long time, which earns $3.5 million from the former. They have been working together for the past 10 years. Deere aims to be of world quality, with strong supplier relationships by the use of the Achieving Excellence Program (AEP). The program is an evaluation process regarding suppliers in the business, which results to stronger supplier relationships for better equipment quality in the long run. The performance of Complex Parts gets good scores from the AEP, although is weak in some parts, such as responsiveness, which challenges Deere between choosing a new supplier or changing their standards in the program. II. Background Information Deere & Company was founded by John Deere in 1837, and is headquartered in Moline, Illinois. They are the world’s leading manufacturer of farm and forestry equipment, and also produce construction, commercial and consumer equipment. Other products and services produced by Deere included equipment financing, power systems, special technologies and healthcare. In 2007...
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...2 – John Deere and Complex Parts Inc. Key Facts * Net Sales for John Deere were over $19 billion * Net assets of more than $34 Billion * Complex parts was supplier for more than 10 years * Supplied Deere with a key manufacturing part requiring significant engineering input and testing * Complex Parts supplied all needs to John Deere at the time * Complex parts was interested in increasing sales to John Deere * Achieving Excellence Program (AEP) was a supply management program trying to give the competitive advantage to deliver world class equipment * Strived to develop long lasting relationships * Promoted communication, trust, cooperation, and continuous improvement * Key, Partner, approved , conditional supplier rankings * Complex Parts * Started falling short of requirements of John Deere * Not answering phone calls * Delivery rating was over 150,000 * Target cost not met, reducing projected profits on certain things for Deere * Not following Deere Quality Plan at new Facility * Getting quotes on time seemed to be very difficult Discussion Questions 1. Some of the strengths about the Achieving Excellence Program are that they strived to develop long lasting relationships with their suppliers. They provided supplier performance summaries at the end of each quarter to show the suppliers how they were doing in their part of supply John Deere, and they also had John Deere...
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...MKT 315 WK 9 QUIZ 7 CHAPTER 14 To purchase this visit here: http://www.activitymode.com/product/mkt-315-wk-9-quiz-7-chapter-14/ Contact us at: SUPPORT@ACTIVITYMODE.COM MKT 315 WK 9 QUIZ 7 CHAPTER 14 MKT 315 WK 9 Quiz 7 Chapter 14 MULTIPLE CHOICE 1. Which of the following is a false statement about the Deere & Company and its independent dealers? a. John has nearly 3000 independent dealers. b. John Deere's new CEO, Robert Lane, says its dealers are part of the Deere family and can never be replaced. c. Dealers need to achieve targeted levels of sales. d. John Deere dealers are needed to proved technical service to their customers. e. The Dealers are part of the logistical programs to provide parts to John Deere customers. 2. According to the text, the evaluation of channel member performance is: a. Of less importance than employee evaluation. b. More important than employee evaluation. c. Of equal importance to employee evaluation. d. Easier to do than employee evaluation. e. Done far more frequently than employee evaluation. 3. Which of the following is not a factor affecting the scope and frequency of channel member evaluations? a. The level of expertise of the channel managers b. Relative importance of channel members c. Degree of manufacturer’s control over the channel members d. Nature of the product e. Number of channel members 4. The degree of control the manufacturer has over its channel members plays __________ in determining the scope and...
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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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...Company History - Larsen and Toubro | 1946 - On 7th February, the Company was incorporated. Larsen & Toubro carries on business as civil mechanical electrical chemical & Agricultural engineers as manufacturers as importers & exporters & as contractors. The Company represents a large number of overseas manufactures, notably manufacturers of tractors, agricultural machinery, dairy machinery, film cooling towers and general industrial and engineering plants and coal mining machinery. 1969 - With effect from 1st Oct., Alu Capsules Ltd & India, Crown Cork, Co. Ltd, both wholly owned subsidiaries were amalgamated with the company. And a new division was formed like Bottle Closure Division. 1975 - During the year, the company commissioned a plant at Bangalore for the manufacture of multipurpose hydraulic excavators and high pressure hydraulic system in collaboration with Poclain, S.A. France. 1977 - During the year Faridabad Factory become operative and commenced the manufacture of switchboards. 1979 - With effect from 1st April, Wilcox Buckwell India, Ltd another subsidiary, was merged with the company. ...
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...The Non-Obvious Problem: How the Indeterminate Nonobviousness Standard Produces Excessive Patent Grants Gregory Mandel∗ The dominant current perception in patent law is that the core requirement of nonobviousness is applied too leniently, resulting in a proliferation of patents on trivial inventions that actually retard technological innovation in the long run. This Article reveals that the common wisdom is only half correct. The nonobviousness standard is not too low, but both too high and too low. It is indeterminate. Three principal factors produce nonobviousness indeterminacy: a failure to identify the quantum of innovation necessary to satisfy the standard, a failure to define the baseline level of ordinary skill against which to measure an innovation, and the epistemic infeasibility of requiring a technologically lay decision maker to judge from the perspective of a more highly trained and educated person of ordinary skill in the art. This Article introduces a mathematical model of innovation and patenting to analyze the effects of nonobviousness indeterminacy. Based on the model, indeterminacy in nonobviousness decisions has several unexpected consequences. First, indeterminacy results in an excessive total number of patent grants, and in many patent grants on obvious inventions. Second, indeterminacy leads to too many patent applications on obvious inventions and too few applications on non-obvious inventions. ∗ Professor of Law, Temple University — Beasley School of...
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...C H A P T E R The External Environment 4 The Environmental Domain Task Environment • General Environment • International Context Environmental Uncertainty Simple-Complex Dimension • Stable-Unstable Dimension • Framework Adapting to Environmental Uncertainty Positions and Departments • Buffering and Boundary Spanning • Differentiation and Integration • Organic Versus Mechanistic Management Processes • Planning and Forecasting Resource Dependence Controlling Environmental Resources Establishing Interorganizational Linkages • Controlling the Environmental Domain • Organization-Environment Integrative Framework Chapter Four The External Environment 53 M any companies are surprised by changes in the external environment. Perhaps the greatest tumult for today’s organizations has been created by the rapid expansion of e-commerce. For example, Amazon.com was ringing up on-line book sales for more than a year before managers at Barnes & Noble even began thinking about a Web site. Barnes & Noble was highly successful with its book superstore concept, but its early efforts in e-commerce were marked by costly mistakes and missed opportunities. Even though the company burned through $100 million in an effort to “crush Amazon,” Barnesandnoble.com was still selling only 15 percent of books bought online compared to Amazon’s 75 percent.1 Firms in every industry, from auto manufacturing to telecommlunications, face similar uncertainty. Many factors in the external environment...
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...TextRESORT HOTEL AND GOLF COURSE MARKET ANALYSIS AND PRELIMINARY VALUE ESTIMATE COUGAR CANYON TRINIDAD, COLORADO PREPARED FOR: COLARELLI INTERNATIONAL RESORTS AND LIVING, LLC Economic & Market Research / Land & Development Planning Landscape Architecture / Community Planning & Design Golf Feasibility Analysis FINE RESORT HOTEL AND GOLF COURSE MARKET ANALYSIS AND PRELIMINARY VALUE ESTIMATE COUGAR CANYON TRINIDAD, COLORADO PREPARED FOR: COLARELLI INTERNATIONAL RESORTS AND FINE LIVING, LLC January 16, 2012 PREPARED BY: Economic & Market Research / Land & Development Planning Landscape Architecture / Community Planning & Design Golf Feasibility Analysis TABLE OF CONTENTS Page Executive Summary ............................................................................................................. i I. Introduction ............................................................................................................ 1 II. Cougar Canyon Site Description ................................................................................ 4 III. Hotel Market Analysis A. B. C. D. IV. National and Regional Trends ....................................................................... 26 Tourism and Visitation 1. General Visitation Trends. ........................................................................ 28 2. Visitor Expenditures. .......................................................................
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...Research Paper: Direct Sales to Multichannel Supply Chain Activity 7.4 By Brian K. Tramontina Submitted to Dr. Xavier Bruce In Partial Fulfillment of the Course Requirements for LGMT 682 Integrated Logistics Embry-Riddle Aeronautical University College of Business - Worldwide May Term 2015 July 17th, 2015 Table of Contents I. Introduction…………………………… Page 3 II. Early Beginnings……………………….. Page 3 III. Common Ground………………………. Page 4 IV. Rabbit Ears to Multi-Channels………… Page 5 V. Benefits………………………………… Page 5 VI. Drawbacks…..…………………………. Page 6 VII. Effects on the Supply Chain…………… Page 7 a. Distribution Centers……………. Page 7 b. Inventory………………………. Page 8 c. Demand Forecasting…………… Page 9 VIII. Customer Interaction…………………… Page 10 IX. Conclusion…………………………………. Page 11 X. References………………………………… Page 12 Introduction Many of the larger current retail stores in the outdoor goods industry got their start by practicing direct sales – that is they sold door-to-door and person-to-person. Sometimes they placed advertisements in newspapers and when they got a response or an “order”, they would pack it up and mail it out from their own house. Logistics probably was not a very important topic in the minds of those entrepreneurs back then and the supply chain was simply whatever they had that they could sell. The more they sold, the more successful they became and the more they...
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...The importance of Purchase and Supply management INF 336 Instructor: Lori Deere In my time of jobs, I’ve had some experience of dealing with projects, vendors (suppliers) and some of the business. When I worked for Whole Foods, I dealt with different vendors and dabbed in some of the project aspect of the work. In later time, I became the bulk buyer and got more involved. At that time I really didn’t know how vital purchasing and supply management were in business. In an organization, buying supplies and keeping them in order is very important to help the business run correct. For this paper, I’ll discuss the aspects of purchasing and supply management and why it’s important. It will go over some of the important parts with explanation. In the process, I’ll do my best to give examples from my past experiences and other examples. SO that being stated, let’s go into what exactly is purchasing and supply management. “Supply management is focused on the acquisition process recognizing the supply chain and organizational contexts” (Johnson, P. F., Leenders, M. R., & Flynn, A. E. 2010). Purchasing and supply management is a complex matter that requires more than what most think. It’s stated that there is no easy way to organize the functions of supply, integrate suppliers correctly, and conduct the activities involved. It’s actually more of challenge of anything. In addition, each organization needs its own unique method. “It is also challenging because every supply...
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...Coleman Webster University Abstract Making a decision about whether or not to move these activities offshore is a decision of far-reaching consequences. Developing countries have been unable to radically alter their industrial structure due to numerous internal institutional and external technological barriers. Consequently, they have sought global participation through outsourcing activities. This is indeed a break from the traditional self-reliant way of doing business. Outsourcing arrangements are technologically and organizationally complex, and present a variety of challenges to manage effectively. Outsourcing benefits include cost savings, quality improvement, and the ability of the organization to concentrate time and resources on its core business. Outsourcing trends change from year to year, and usually involve changes such as progressive outsourcing, cloud sourcing, mergers between organizations from different parts of the world and protectionism. In this paper we will look at a few of these areas such as the how in recent years the business practice of outsourcing jobs has been considered both a blessing for American business and a concern for the American worker, the amount of outsourcing being done and why, the affect on the economy in the United States, and the role government plays in outsourcing. The paper concludes, however, that the trend is just beginning and how our country can and should responsibly move forward on this issue. Outsourcing: ...
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