...An analysis of order qualifiers and order winners of the operational strategy of Pfizer Inc. Worlds’ leading pharmaceutical manufacturer A report prepared by Dr Amit Roy Contents 1.0 Executive Summary 4 2.0 Background 5 3.0 Key Financial information 5 4.0 Order Qualifiers and Order Winners 6 4.0.1 Safe clinical trials and drug delivery methods to objects 6 4.0.2 Health and safety standards 7 4.0.3 License to manufacture 7 4.0.4 Off license manufacturing 7 4.0.5 License to distribute the products in a specific regions 7 4.0.6 Quality of products 7 4.0.7 Cost 8 4.0.8 Supply chain 8 4.0.9 Capacity 8 4.0.10 Innovation 8 4.0.11 Market offering 9 4.0.12 Human resources 9 4.0 Pfizer’s broad order winners and operational strategy 9 4.1.13 Improving the Performance of the Innovative Core 9 4.1.14 Engine for Sustainable Innovation 10 4.1.15 Making the Right Capital Allocation Decisions 14 4.1.16 Earning Respect from Society 15 4.1.17 Creating an Ownership Culture 16 4.1.18 Corporate Governance 17 5.0 Conclusion 17 6.0 References 18 1.0 Executive Summary This report investigates the operational strategy of Pfizer, world’s...
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...Supply Chain Management: An International Journal Emerald Article: Innovation and competition in UK supermarkets Mark Harvey Article information: To cite this document: Mark Harvey, (2000),"Innovation and competition in UK supermarkets", Supply Chain Management: An International Journal, Vol. 5 Iss: 1 pp. 15 - 21 Permanent link to this document: http://dx.doi.org/10.1108/13598540010294892 Downloaded on: 16-10-2012 References: This document contains references to 8 other documents Citations: This document has been cited by 8 other documents To copy this document: permissions@emeraldinsight.com Users who downloaded this Article also downloaded: * Ronan de Kervenoael, Catherine Canning, Mark Palmer, Alan Hallsworth, (2011),"Challenging market conventions: Supermarket diversification and consumer resistance in children's apparel purchases", Journal of Fashion Marketing and Management, Vol. 15 Iss: 4 pp. 464 - 485 http://dx.doi.org/10.1108/13612021111169951 Andrew Hollingsworth, (2004),"Increasing retail concentration: Evidence from the UK food retail sector", British Food Journal, Vol. 106 Iss: 8 pp. 629 - 638 http://dx.doi.org/10.1108/00070700410553611 Torben Hansen, Jan Møller Jensen, Hans Stubbe Solgaard, (2011),"When supermarket consumers get stocked in the middle", International Journal of Retail & Distribution Management, Vol. 39 Iss: 11 pp. 836 - 850 http://dx.doi.org/10.1108/09590551111177954 Access to this document was granted through an Emerald subscription provided...
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...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? The purchasing and logistics managers are keenly focused on decisions regarding the sourcing of inputs or supply materials needed by an organization. Both are concerned with the flow of materials, however purchasing managers are generally responsible for the...
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...will estimate, which competitive strategies Riordan could use to improve innovation and sustainability of business operations both in the United States and in the global market. Research will explain why those competitive strategies were chosen and estimate how they may affect sustainability of long-term organizational performance. The examination will also explain how the global market would affect the business strategy of Riordan. Riordan Organization McDonald’s and Burger King The McDonald’s Corporation and the Riordan Manufacturing Company are both main industry leaders in their own field. One major competitive advantage that each company has in common is differentiating their products. Each company has a variety of items that meets the need of their consumers. The three companies sell both nationally and internationally. Burger King, Riordan, and McDonald’s increase their sales by offering price discounts, and sale promotions to ensure that their prices are affordable to everyone in need. All three companies use cost leadership, focus, and differentiation tactics to gain a competitive advantage over their competition. Another commonality between the three companies is that they use some type of reward and incentives program to ensure that they are recognizing their employees for operational excellence. Riordan Innovation Strategies Innovation Riordan could increase innovation and sustainability for the business operations in the United States of America...
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...TEAM CASE 1: OPERATION STRATEGY AT GALANZ 1. What were the order winners/qualifiers for Galanz in the microwave oven business during the early stage of its development? Order winners are "those competitive characteristics that cause a firm's customers to choose that firm's goods and services over those of its competitors. Order winners can be considered to be competitive advantages for the firm” (APICS Dictionary, 2008). Order qualifiers are "those competitive characteristics that a firm must exhibit to be a viable competitor in the marketplace" (APICS Dictionary, 2008). In the case of Galanz, the large production scale and cost-leadership strategy are considered to be the order winners for the company; the qualified products with affordable price are the order qualifiers. This classification of winner and order qualifiers is on the basis of development that had been done in the company during the early stage of development. During the early stage, due to lack of technology and technicians at the home market, the company “did not have any competitive edge in production technology but only an abundant supply of cheap labor and land. Offering a low price thus was the only way to compete in the market” (4). To deal with winning orders, the company previously implemented the low-price strategy that was based on selling products at low cost in comparison with the competitors. As a result, the company had successfully achieved cost reduction that led them to achieve the large...
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...Managing a supply chain implies the integrated management of a network of entities, that begins with the suppliers' suppliers and ends with the customers' customers, for the production of products and services to the end consumers. Supply chain case studies analyze how companies seek to achieve cost reductions or profit improvements and make the supply chain more competitive as whole. These cases are intended to provide wide-ranging information, management education, background information and leadership on the most relevant topics in business. Why Wal-Mart's supply chain is so successful? The key to Wal-Mart's supply chain Wal-Mart is committed to improving operations, lowering costs and improving customer service. But the key to retailer Wal-Mart's success is its ability to drive costs out of its supply chain and manage it efficiently. Many supply chain experts refer to Wal-Mart as a supply chain-driven company that also has retail stores. Wal-Mart's company philosophy ('The Wal-Mart Way') is to be at the leading edge of logistics, distribution, transportation, and technology. The Wal-Mart business model would fail instantly without its advanced technology (Wal-Mart has the largest IT systems of any private company in the world) and supply chain (Wal-Mart has made significant investments in supply chain management). Wal-Mart's business model and competition Wal-Mart's business model is based on a low price strategy and low transportation costs allow it to sell its products...
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...have changed the speed of work. Frequent new innovations resulting to even shorter life cycles have made customers to be more interested in speed and convenience of delivery so much that price is no longer the determining factor of purchase. Christopher (2011) explains that the lead time are both customer and supplier based concepts and that for the supplier, the lead time is the time it takes to be paid while the customer lead time is the time it takes from placing the order to the delivery. Both concepts are extremely important to logistics management in that speed of delivery to customers and of payment to suppliers is an element that can place an organization in a competitive stance as order winners. Jones and Towill (1998) stress that organizations today share similar technology and similar work practices but that the distinguishing factor is the level of responsiveness they give and that consumers will respond in favour of the company that supplies what is needed ,at the time it is needed. THE IMPACT OF LEADTIME ON LOGISTICS MANAGEMENT . Logistics management is aimed at making available the right quantity and right quality of products to be supplied. This must be to the right place and at the right time in proper condition. All this being achieved in the most cost effective manner. Rushton et al (2010) For this to be successfully met, Lead time must be put into consideration to balance the demand time and time of supply. Kazaz et al (2012). The different stages that...
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...3M Business Analysis III Steve Phelps MGT/521 April 23, 2012 3M Business Analysis III To answer the question of how current economic trends are affecting 3M and what strategies 3M is using to adapt to the those economic trends, it is necessary to understand what the current state of the United States economy is, then define what economic trends exist. The Economy The best ways to understand what encompasses the economy in the United States is to first look the Gross Domestic Product. This statistic measures the country’s total output. According to the Gross Domestic Product, the United States economy is everything produced by every company and person in the United States. This year the Gross Domestic Product was totaled just over $15 trillion, according to the Bureau of Economic Analysis. The Gross Domestic Product is made of four primary components: Personal Consumption Expenditures, which measures consumer spending; Business Investments, which is basically purchases that companies make to produce consumer goods; Government Spending; and Net Exports of Goods and Services, which measures what is added and subtracted to the Gross Domestic Product with exports and imports, respectively. Of these four components, it is the Personal Consumption Expenditures that is probably the most important of the Gross Domestic Product, as it accounts for a large part of the United States economy. Over 60%...
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...Delamere pottery limited is a company that manufactures earthen wires and table wares as its main line business and started trading in May 1997 after purchasing the asset of T.G. Delamere & Co Ltd. The company has as its managing director Malcon Lewis and John Wilshaw as production manager. The company focused on premium prices and economy earthen ware as its strategy to penetrate the market. After the buy over, the structure and strategy of the business was changed to increase profitability and the company also applied diversification and innovation to gain competitive advantage in a competitive market. With the strategy and product diversification, the company was not getting the desired result. Two years after (in 1999), the company engaged the services of MPC project to strengthen its profit margin. Strategies adopted: In 1997, the management of Delamere Ltd wrote a revised business strategy and a new business plan which is summarized below: • To continue manufacturing Pottery products with higher technology and equipment to achieve efficient and flexible production. The company intends to achieve this strategy through planning, efficiency, factory layout, sales forecast, fuel utilization, reduced cost, quality and enhanced communication. • To improve on quality and saleability of pottery brands by product and service improvement programme. • To improve profitability by improving gross margins and additional turnover. Every business develops...
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...Introduction: In his paper, Professor Christopher, examines a number of arguments in an aim to come up with unique essential characteristics of an effective supply chain. He has discussed matching of pipelines to the market place needs under conditions of demand volatility and price pressure and thus discovers that the scenario of “one size fits all” does not apply to pipe line design, implementation and control. In his analysis of various researches from other authors, he suggests appropriate supply chain strategies that can be developed upon existing contingent market characteristics to achieve high level of customer responsiveness at a less total cost to the supply chain as a whole. He considers three key dimensions that may lead to a taxonomic approach to selection of the appropriate strategy with in a supply chain as: • Product characteristics • Demand characteristics • Replenishment lead time He marries together particular combinations of lean/agile operations and develops a taxonomy suitable for matching pipelines to meet market requirements based on demand(Predictable/volatile), Product(standard/special) and lead times( short/long). Arguments for effective logistics: Logistics is an important component of supply chain management (Stank et al., 2005). Logistics management may be defined as “that part of Supply Chain Management that...
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...Table of contents Abstract-----------------------------------------------------------------------------3 1 significant feature---------------------------------------------------------------3 1.1 Lego design-------------------------------------------------------------------3 1.2 Manufacturing operation----------------------------------------------------3 1.3 Reasons for company’s success--------------------------------------------3 2 current business and operation strategy--------------------------------------3 3 Strengths and weakness-------------------------------------------------------3 4 Order winners and qualifiers-------------------------------------------------3 5 Environment analysis---------------------------------------------------------3 6.1 external analysis--------------------------------------------------------------3 6.2 Forces analysis---------------------------------------------------------------3 6 main expectations-------------------------------------------------------------3 7.3 main expectation--------------------------------------------------------------3 7.4 improvement from the relationship with Flextronics---------------------3 7 key challenges-----------------------------------------------------------------3 8 key issues-----------------------------------------------------------------------3 Reference---------------------------------------------------------------------------3 ...
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...product or service through brand, commercial advertisement and providing inside division with requirement of the market and meet satisfaction of customer needs. Key successful to explore the connection of the market requirement with division of the firms towards innovative business is through the concept illustration of order winners and order qualifier. Basically, understanding order winners, order qualifiers characteristics will help an enterprise to prompt, develop product in the marketplace. To understand more the concept of order winners and order qualifiers, the performance objective has come to further study distinguishing characteristics and features and its model impact through the process of an operation of each element. Order Winners: The best an enterprise that can exhibits competitive feature to a customers competing other competitors .This concept aligned in a market has add a value for an enterprise to be distinctive among other competitors. Understanding the framework designed distinguishing five operation performance objective will help business company to establish it’s an affective operation strategy. Andy Neely in 2007 Order winners center within one of the following five factors quality ( Performance,...
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...Inner Mongolia University for the Nationalities, Tongliao, China. E-mail: honeyzhaoshuang@126.com Received: August 31, 2014 Accepted: September 20, 2014 Online Published: November 26, 2014 doi:10.5539/jms.v4n4p184 URL: http://dx.doi.org/10.5539/jms.v4n4p184 Abstract This essay analyses and evaluates critically Tesco’s current operations management. The essay discusses from 3 major perspectives namely, operations strategy, operations design and operations management. Firstly, it will show an introduction. The second section will analyze Tesco’s formats and international expansion at corporate strategy level. And then, based on the customer-centric conception, it will discuss the low price policy, cost control, loyalty card strategy, supply chain management, delivery system management and inventory management at the business unit strategy level and functional strategy level. Following this, it will make a comprehensive conclusion and show the strengths and weakness of Tesco’ operations management. Finally, the article will give some appropriate recommendations to Tesco’s sustainable development. Keywords: operations strategy, operations design, operations management 1. Introduction Tesco was established by Jack Cohen in London in 1919. Today Tesco is the biggest retailer in UK. It operates in 14 countries across the world and serves tens of thousands of customers every day. The company mainly operates 4 types of store formats in terms of Express, Metro, Superstore and Extra, respectively...
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...understand, and apply operations concepts. C STRAEPYTANDR 2 H AT G E SUSTA Chapter Opener INABILITY Learning Obj LO1 LO2 LO3 LO4 LO5 LO6 ectives Understand the parameters of a sustainable opera Understand the tions and supply competitive dim chain strategy. ensions of opera Identify order tions and supply winners and or chain strategy. der qualifiers. See how strategy is implemented through operatio Introduce the co ns and supply ch ncepts of risk as ain activities. sessment and mi Show how prod tigation. uctivity is me asured and ho supply chain pr w it relates to ocesses. operations and Chapter Outlin e 25 Mi ssi on St at em en ts wi th As pir at ion s be yo nd Ma 26 A Su sta ina kin g a Pr of it ble Op er at ion s an d Su pp ly Ch ain St rat eg y 28 W ha t Is Op er at ion s an d Su pp ly Ch ain Competitive Dim St rat eg y? ensions The Notion of Trade-Offs Order Winners and Order Qualifi ers: The Marketing–O perations Link Operations and Sustainability defi ned Triple bottom line defined supply chain str ategy defined Operations eff ectiveness defi ned Straddling defi ned Order winner defi ned Order qualifier defined e Ris k As so cia system maps defi ned te d wi th Op er at ion s an d Framework Su pp ly Ch ain St rat eg ies 37 Pr od uc tiv ity Supply chain risk Me as ur em en defined t Risk Managem ent 33 St rat eg ies Ar e Im ple me nt ed Us ing Op IK EA ’s St rat eg er at ion s an d y Su pp ly Ch ain Ac tiv iti es — 35 As se ssi ng th Activity- 39 Su mm ary 43 Ca se : Th...
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...meeting or exceeding quality, on-time delivery, post-delivery support and affordability goals, and demonstrating the ability to anticipate and respond to changing requirements. "These supplier-partners performed exceptionally last year—in ways that differentiated them," said Jim McNerney, Boeing chairman and chief executive officer. "They helped us provide our customers with more capability for less cost in today's dynamic environment. We look to their partnership in the future to keep Boeing at the forefront of technology, innovation, productivity and affordability." Each year, Boeing spends more than $60 billion for goods and services from more than 21,000 suppliers and partners around the world that collectively employ more than one million people. In 2013, Boeing's global supply chain contributed more than 60 percent of the value of its products. "With increasing competition and tightening budgets, it's more important than ever to have a global supply chain that is committed to first-time quality and component reliability and consistently delivers high performance," said Jack House, vice president, Supplier Management for Boeing Defense, Space &...
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