...APICS Certified Supply Chain Professional Exam Content Outline I. Supply Chain Management (SCM) Fundamentals (30%) A. Overview of supply chain management 1. Supply chain management process overview 2. Definitions of supply chain, supply chain management, including reverse supply chain 3. Value and benefits of supply chain management (using the supply chain to improve profitability and decrease working capital) a. Key stakeholders in the supply chain 4. Evolution of supply chain management (definition of different stages, recognition, understanding, examples) a. Functional supply chains b. Integrated supply chains (internal and external) c. Value networks B. Aligning supply chain management with corporate strategy 1. Corporate strategy (strategic and financial planning) 2. Competitive priorities and future direction (use of visibility, velocity, and variability) 3. Aligning supply chain strategy and capabilities with corporate strategy 4. Driving supply chain decisions (e.g. processes, capacities, locations, etc.) with competitive priorities and supply chain strategy 5. Using ERP to align operations with...
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...Dave 06/09/13 Phase 3 IP Performance Management System Overview The accounting firm is responsible for the structure and completion of all components of a performance management system. To obtain organizational goals, performance management is a structured process of ensuring that a company’s employee’s personal work load and performance is being put forth to achieve productivity and benefit the company to uphold toward meeting the organizational goals and challenges. Strategic measures can be set to achieve the goals of the organization and to set alignment with what the organization is striving to achieve such as setting self achievable goals, the corporate goals, as well as department goals. (Roberts, A.) There is also an administrative standpoint, which relates performance appraisals from the outcome of the performance overview with supporting information which eventually determines the salary increases to be set forth, or benefits and recognition programs such as incentives or cash pay outs for a job well done. After the performance overview is completed there is a final step, which includes areas of improvement to benefit the company through future training and development in which areas the employee lacks. Within my current company, we refer to our performance management system as a Performance Management Process (PMP). Each quarter, our management sits down with all his/ her employees to engage with them on their personal performance being put forth. The first quarter...
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...An Overview of Monitoring Microsoft Exchange 2000 Server with Microsoft Operations Manager 2000 ® Dale Koetke, Sean O'Brien Jyoti Kulkarni An Overview of Monitoring Microsoft Exchange 2000 Server with Microsoft Operations Manager 2000 ® Dale Koetke, Sean O'Brien Jyoti Kulkarni Copyright Information in this document, including URL and other Internet Web site references, is subject to change without notice. Unless otherwise noted, the example companies, organizations, products, domain names, e-mail addresses, logos, people, places and events depicted herein are fictitious, and no association with any real company, organization, product, domain name, e-mail address, logo, person, place or event is intended or should be inferred. Complying with all applicable copyright laws is the responsibility of the user. Without limiting the rights under copyright, no part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of Microsoft Corporation. Microsoft may have patents, patent applications, trademarks, copyrights, or other intellectual property rights covering subject matter in this document. Except as expressly provided in any written license agreement from Microsoft, the furnishing of this document does not give you any license to these patents, trademarks, copyrights, or...
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...Network Management Template Group Project Tech Corp 5/19/2013 * Table of Contents 1. Introduction 2 1.1 Individual Responsibility 2 2. Configuration Management 3 2.1 Inventory Management 3 2.1.1 Management Criteria 3 2.1.2 Design Overview 3 2.1.3 Usage & Rationale behind the Template 4 2.1.4 Value to Management 4 3. Performance Management 5 3.1 Performance Log 5 3.1.1 Management Criteria 5 3.1.2 Design Overview 5 3.1.3 Usage and Rationale Behind the Template 6 4. Fault Management 7 4.1 Device Fault log 7 4.1.1 Management Criteria 7 4.1.2 Design Overview 7 4.1.3 Usage & Rationale behind the Template 8 4.1.4 Value to Management 8 5. Security Management 9 5.1 Software Security 9 5.1.1 Management Criteria 9 5.1.2 Design Overview 9 5.1.3 Usage and Rationale Behind the Template 10 6. Conclusion 11 7. References 12 Introduction N etwork management is a broader subject of managing the whole network consistently. There are some supportive products like software and hardware to enable the users of network to manage the network properly. It covers a wide area of management such as fault, security, performance, configuration and more. These all aspect of network management has to be accomplished successfully to gain the obvious management of network. To gain these management aspects templates need to be take control as a management tool of network. Each criteria of network has to be...
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...Roles and Functions Paper HCS/325 The role of management in a health care setting is a diverse one with many different functions and competencies that come into play. There are also many roles in the health care managerial field that are essential to the overall function and success of the health care industry; thought some are more significant than others, all are vital. According to Thompson, Buchbinder, and Shanks (2012), there are six management functions in which managers utilize to carry out process in the health care industry: planning, organizing, staffing, controlling, directing, and decision making (Chapter Chapter 1: An Overview of Healthcare Management). Planning, which means setting priorities and determining performance targets, is needed to be able to ascertain which direction and end goals are needed to meet the overall spectrum of the organization. Organizing involves knowledge of the overall design of the organization and designating reporting relationships and intentional patterns of interaction (Thompson, Buchbinder, & Shanks, 2012, Chapter Chapter 1: An Overview of Healthcare Management). This would apply in the workplace as determining positions, assignments, and the distribution of authority and responsibility within the scope of the managerial role. Staffing, controlling and directing all involve identifying characteristics of the workforce and applying those toward the overall need of the organization. Developing and maintaining...
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...Performance Assessments: Estimated weeks to complete Social Responsibility (JJT2) Activities at a Glance 1 4 WEEK 1 Ethics Reading Read the following chapters in Business and Society: Stakeholders, Ethics, Public Policy: chapter 4 ("Ethics and Ethical Reasoning") chapter 5 ("Organizational Ethics and the Law") After reading the assigned chapters in your e-text go to the publisher companion site to review key terms and to take the interactive quizzes for the assigned chapters. Overview of Leadership Ethics Access MindEdge and complete the following module. Compare your work to the feedback provided. Module 1: Leadership Ethics If you want additional information to supplement your learning, please review the following SkillSoft resource: Business Ethics for Managers WEEK 2 Overview of Sustainable Management Read the following chapter in Business and Society: Stakeholders, Ethics, Public Policy: chapter 10 ("Ecology and Sustainable Development in Global Business") chapter 11 ("Managing Environmental Issues") After reading the assigned chapters in your e-text go to the publisher companion site to review key terms and to take the interactive quizzes for the assigned chapters. Sustainable Management Review Visit this website for additional information: www.epa.gov Access MindEdge and complete the following module. Compare your work to the feedback provided. Module 3: Overview of Sustainable Management ...
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...[Overview of R&D Evaluation Methods] 4/27/2015 Strategic Cost Management 1 Background- Strategic Management in R&D • Traditionally R&D Division in any company as been a part of Company’s overhead. • The investment in R&D has been strategically planned to be an “X”% of the sales or the profits achieved by the company. • The financial Matrix for an R&D organization has been poorly defined. • With recent stress on innovation, R&D is back in focus. • A lot of cost cutting measures and Product differentiation methods are now being tracked through R&D divisions through out USA. 4/27/2015 2 Benefits of R&D evaluation programs • Generate additional important information for continuous product improvement. • Document knowledge base and prevent silo operation. • Document research model to prevent repetition of previous unsuccessful models. • Develop systematic cost effective model . • The focus of R&D evaluation program would be on non-financial strategic allignment. 4/27/2015 3 R&D Evaluation programs: NonFinancial benefits • Increase overall efficiency and quality of an research program • Align R&D focus with the corporate strategic goal. • Promote innovation • Co-relate past efforts with the future to reduce down time. 4/27/2015 4 R&D Evaluation programs: NonFinancial benefits • Increase overall efficiency and quality of an research program • Align R&D focus with the corporate strategic goal. • Promote innovation ...
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...An Oracle White Paper April 2011 A Technical Overview of the Oracle Exadata Database Machine and Exadata Storage Server Oracle White Paper— A Technical Overview of the Oracle Exadata Database Machine and Exadata Storage Server Disclaimer The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle. Oracle White Paper— A Technical Overview of the Oracle Exadata Database Machine and Exadata Storage Server Introduction ......................................................................................... 2 Exadata Product Family ...................................................................... 4 Exadata Database Machine ............................................................ 4 Exadata Storage Server .................................................................. 8 Exadata Database Machine Architecture .......................................... 12 Database Server Software ............................................................ 14 Exadata Storage Server Software ................................................. 16 Exadata Smart Scan Processing .........................
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...between staff. This may result in management making poor business decisions because of inaccurate or outdated information. In addition, incorrect or outdated information may be used by employees and passed to customers. • Each office site stores its data on local file servers. This practice makes it difficult to access and or share data across the multiple locations. Business productivity is also sacrificed as a result of the time it takes to e-mail documents between the office locations and await responses. Key stakeholders affected range from middle and upper management to employees collaborating on different tasks. • Simple Gateways experiences frequent, problematic processing delays for administrative tasks while using a paper based system. This may result in confusion for supervisors and employees as to which staff members are out of the office and when. Administrative task processing delays may result in staff taking time off when, in fact, a time off request has not yet been approved thereby creating possible staffing shortages. In addition, pay check inconsistencies and or errors may occur as delayed time off requests are not processed and billed in a timely manner. Any of these scenarios could cause backlog for the HR and or Payroll departments. A2. Discuss the differences between the actual performance and the desired performance of Simple Getaways. The differences between the actual performance and the desired performance of Simple Gateways information processing...
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...Course No: EHRM-521 Course Title: Compensation Management Prepared for Abu Sayef Md. Muntaquimul Bari Chowdhuri Lecturer, Department of Management Studies Faculty of Business Studies Jahagirnagor University Prepared By: Md. Abu Rukana (Std. ID: 2011 3 122 ) Md. Hemayetul Islam (Std. ID: 2011 3 022) Mohammad Khalilur Rahman(Std. ID: 20122394) Ziasmin Akter (Std. ID: 20113286) Content…….. 1. 2. 3. 4. 5. 6. 7. Synopsis of mobile operator in BD Robi Banglalink Citycell Findings Recommendation Q/A Mobile Phone Subscribers in Bangladesh Operators Grameen Phone Ltd. (GP) Active Subscribers(Million) 39.293 Orascom Telecom Bangladesh Limited (Banglalink) 25.490 Robi Axiata Limited (Robi) Airtel Bangladesh Limited (Airtel) Pacific Bangladesh Telecom Limited (Citycell) Teletalk Bangladesh Ltd. (Teletalk) Total 19.211 6.734 1.699 1.358 93.788 Source: BRTA Website Company Overview ROBI… Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. Company Overview ROBI Cont. On 28th March, 2010 the company started its new journey with the brand name Robi. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries. Compensation plan of ROBI Salary & Benefit Monthly salary is transferred to employees bank account on 25th of each month Employee receives a monthly pay statement which...
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...This Report We Welcome Your Feedback C1 Supply Chain Overview Our Supply Chain Embedding Sustainability in Core Business Processes Partnering with Suppliers to Improve Performance and Build Capability Working with Industry Groups Watch the Video! Supply Chain We expect our suppliers to meet the same high standards on ethics, labor rights, health and safety, and the environment that we apply to our own people and operations. Cisco works closely with suppliers to manage these sustainability issues and improve their performance throughout the supply chain and at every stage of the lifecycle of our products. We look to use our relationships with our network of suppliers and peer companies to multiply the impact we can have on sustainability in the information and communications technology (ICT) supply chain. 2012 Cisco CSR Report < Previous View 2012 Cisco CSR Report Website How to Use This Report We Welcome Your Feedback C2 Supply Chain > Overview Our Supply Chain Embedding Sustainability in Core Business Processes Partnering with Suppliers to Improve Performance and Build Capability Working with Industry Groups Overview These first five pages give readers an overview of Cisco’s objectives, key challenges, progress, and performance with regard to Supply Chain. We have used this overview as part of our Executive Summary, which can be downloaded here. We focus our performance monitoring, audit program, and capability building efforts on around...
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...responsible for them. The responsibility accounting system involves a performance report. This performance report accumulates and reports costs and expenses that a manager is responsible for and their budgeted amounts. Differentiate between various costing systems and various forms of responsibility centers According to MUSE, cost serves two purposes, planning and evaluation. For planning, cost might be a reference point for determining selling price of a product, for evaluation, it could be used to compare actual costs to budgeted costs. Multistage process and job order costing systems are similar in assigning labor, material, and manufacturing support activity to products. The two systems are different because with a job order cost system, production requirements vary across different jobs, and are measured for individual jobs, where as in a multistage process, production requirements are the same across jobs. Responsibility centers are identifiable segments within an organization for which individual managers have accepted authority and accountability. These centers define what assets and activities each manager is responsible for. The managers of each center is responsible for ensuring they are managing and maintaining their centers budgets. A tool that is used for reporting is the responsibility report. This report compares the responsibility centers budgeted performance with the actual performance, similar to the variance budget. This report only contains...
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...Difference ---Student Startup Business Ulove Coffee House Annual Performance Report 2013.02.08 1 Ulove Coffee House Annual Performance Report 1. Introduction........................................................................................................................................ 3 Introduction........................................................................................................................................ 1.1 Business Model.......................................................................................................................... 3 1.2 Team Constitution...................................................................................................................... 3 1.3 Premium Services.......................................................................................................................3 2. Annual Performance Overview.......................................................................................................... 3 Overview.......................................................................................................... 2.1 Performance Overview.............................................................................................................. 3 2.1.1 Sales Overview................................................................................................................3 2.1.2 Income Overview.....................................................................
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...TABLE OF CONTENTS 1 Introduction 5 1.1 Why Asset Management is Important? 5 1.2 Organisational Commitment 5 1.3 Progress Made 6 1.4 Strategic Linkages 6 1.5 Organisational Asset Management Linkages 6 1.6 Key Stakeholders 7 1.7 Issues 7 2 Demand management 7 2.1 Overview 7 2.5 Teaching Spaces 10 2.6 Consideration of Capacity – Supply vs Demand 11 3 Levels of service 12 3.1 Overview 12 3.2 Strategic Levels of Service 12 3.3 Tactical Levels of Service 13 3.4 Operational Levels of Service 13 3.5 External Level of Service Requirements 14 4 Asset description – knowing what we have 14 4.1 Overview 14 4.2 Asset Values 14 4.3 Building Description 15 4.4 Building Risk Profile 15 4.5 Building Functionality 15 4.6 Building Availability and Utilisation 16 4.7 Building Condition 16 4.8 Environmental Performance 17 5 Challenges and investments 17 5.1 Overview 17 5.2 Shortfalls – Educational Service Needs 17 5.3 Currently Funded Projects 18 5.4 Responses to Significant Known Challenges 18 6 Optimised Decision Making 19 6.1 Optimised Decision Making Framework 19 6.2 Significant Projects 19 6.3 Likelihood of Events Happening 19 6.4 What Controls Can Be Put Into Place 20 6.5 Prioritisation and Decision Making Process 20 7 Financial forecasts 20 7.1 Overview 20 7.2 Long Term Capital Forecasts 20 7.3 Consequential...
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...UNIT 1 i Overview of strategic management Unit 1 BMG 303/05 Strategic Management Overview of Strategic Management ii WAWASAN OPEN UNIVERSITY BMG 303/05 Strategic Management COURSE TEAM Course Team Coordinator: Dr. Chuah Poh Lean Content Writer: Dr. Hasliza Abdul Halim Instructional Designer: Mr. Khoo Chiew Keen Academic Member: Ms Lum Li Sean COURSE COORDINATOR Ms. Loo Saw Khuan EXTERNAL COURSE ASSESSOR Associate Professor Dr. Haji Hamzah Dato Abdul Rahman, Universiti Utara Malaysia. PRODUCTION Editor: Pelangi Sdn. Bhd. In-house Editor: Mr. Khoo Chiew Keen Graphic Designer: Deam Enterprise Wawasan Open University is Malaysia’s first private not-for-profit tertiary institution dedicated to adult learners. It is funded by the Wawasan Education Foundation, a tax-exempt entity established by the Malaysian People’s Movement Party (Gerakan) and supported by the Yeap Chor Ee Charitable and Endowment Trusts, other charities, corporations, members of the public and occasional grants from the Government of Malaysia. The course material development of the university is funded by Yeap Chor Ee Charitable and Endowment Trusts. © 2013 Wawasan Open University 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 or otherwise, without prior written permission from WOU. Wawasan Open University (KPT/JPT/DFT/US/P01) ...
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