...IT Security and Troubleshooting Best Practices Patrick Peck CIS329: Administering Desktop Clients Professor Cynthia Orth Strayer University 17 March 2013 Disseminating Organizational IT Security and Troubleshooting Best Practices The organization being analyzed here is a video store that works within a semi-commercial area of a metropolitan city. The video store aims to enhance its overall IT infrastructure and increase security of the videos/hardware/software through the implementation of useful IT infrastructures. The problem, thus, is that there is no real information technology security measure employed in the video shop in terms of user authentication and similar processes. There is very little awareness of the necessary IT security measures amongst the current management heads which is why they need an effective IT security plan and structure to implement to ensure there is no copyright infringement and stealing from their shop. The problem of having no IT infrastructure within the video store is that it directly affects all products and videos that are at the disposal of the customers online as well as on-site. The guidelines associated to the informational security strategy should incorporate contingency actions which will facilitate the video shop to endure any discrepancy or calamity and tackle it audaciously. Actions like incorporating data storage and extraction with the use of data-warehousing and data-mining techniques, preserved paraphernalia...
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...Project Management A critical part of planning for any project is risk assessment, and it is the responsibility of the project manager to conduct the assessment and know how to best avoid or manage those risks (Russell & Taylor, 2017, p.369). Russell and Taylor (2017) state that “by recognizing, understanding, and identifying potential problems in advance, and planning for them, the project team and manager can attempt to prevent them” (p.369). In the event that problems do occur, being proactive in the planning phase means that those issues can be more quickly addressed because a plan and stakeholder ownership is already determined. Effective project management also requires engaging the right stakeholders in the planning and execution of the project to ensure alignment to the ultimate goals. Toyota’s plant management team, through the guidance of the project manager, must consider the risks of redesigning the factory for added capacity, the risks along the timeline of the project, and the risks for launching the full new system. Further, a...
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...refers to the passive ownership of foreign securities such as stocks and bonds for the purpose of generating financial returns. International portfolio investment and foreign direct investment are the two essential types of cross-border investment. The Nature of International Investment Foreign direct investment (FDI) is the ultimate stage in internationalisation and encompasses the widest range of international business involvement. Firms engage in FDI to establish: * A factory or other facility to produce products or services * A sale of rep offices to conduct marketing or distribution activities. * A regional headquarters How does International Business differ from Domestic Business The Four Risks In Internationalisation * Cross-cultural Risk -...
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...Research Paper Challenges and opportunities of Tanzanian SMEs in adapting supply chain management Sama Hamisi Procurement and Supplies Department, College of Business Education, Dodoma Campus, Dodoma, P. O. Box 2077, Tanzania. E-mail: samakicheche@yahoo.com. Tel: +255 755 292 850. Fax: +255 026 232 2121. Accepted 19 November, 2010 Around the globe, Small and Medium Enterprises (SMEs) have acquired a significant and pivotal position in the entire economic development process. Over the years, this sector had played a critical role in developing Tanzanian economy through creation of employment opportunities, income generation, equitable distribution of income whence contributing towards poverty alleviation. However, this sector suffers a number of challenges in domestic and global market competition, though, varieties of opportunities in adapting supply chain management exists. In today’s context of fast changing and dynamic economy and dominance of global supply chain systems, the SMEs in Tanzania, besides facing traditional hardships in finance, they misalliance the phenomenon of supply chain management thus fails to find proper place in the domestic and global supply chain leaving TNCs and MNCs to have a greater dominance. As Tanzania’s economic policy is about-turn from socialism and self-reliance towards capitalism, SMEs are strangled in a ‘wait and see’ position as global supply chain bandwagon continue to wheel with supersonic speed leaving them fragmented...
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...As technology continues to advance, the United States must accept the concept of digital globalization as it develops national security policies designed to bolster homeland security. It is also important for policy makers to understand the fluidity of terrorism. While their motives may not change, the tactics used by terrorists are ever evolving, so to must the government’s ability to identify, track and eliminate threats. Prior to the 9/11 attacks, the US lacked preparedness for that type of attack carried out that morning. Since then, the federal government took steps to protect against future, similar attacks. Some of these measures included the creation of the Transportation Security Administration, the arming of airline pilots and...
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...www.pwc.com/pharma2020 Pharma 2020: Supplying the future Which path will you take? Pharmaceuticals and Life Sciences Previous publications in this series include: Pharmaceuticals Pharma 2020: The vision Which path will you take?* Published in June 2007, this paper highlights a number of issues that will have a major bearing on the industry by 2020. The publication outlines the changes we believe will best help pharmaceutical companies realise the potential the future holds to enhance the value they provide to shareholders and society alike. Pharmaceuticals and Life Sciences Pharma 2020: Challenging business models Which path will you take? Fourth in the Pharma 2020 series and published in April 2009, this report highlights how Pharma’s fully integrated business models may not be the best option for the pharma industry in 2020; more creative collaboration models may be more attractive. This paper also evaluates the advantages and disadvantages of the alternative business models and how each stands up against the challenges facing the industry. *connectedthinking Pharma 2020: The vision # Pharmaceuticals and Life Sciences Pharma 2020: Virtual R&D Which path will you take? This report, published in June 2008, explores opportunities to improve the R&D process. It proposes that new technologies will enable the adoption of virtual R&D; and by operating in a more connected world the industry, in collaboration with researchers, governments, healthcare payers and providers...
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...Signals: A New Challenge to Improve Collaboration within Supply Chains Karine Evrard-Samuel University Pierre Mendès-France Grenoble II, karine.samuel@upmf-grenoble.fr The purpose of this article is to provide an overview of collaborative demand planning. This article focuses on this practice particularly when information is shared in the downstream supply chain between a manufacturer and a retailer. We show how a manufacturing supply chain needs to be aligned with the retail supply chain in order to create value for the trading partners and for the end consumer. Through the analysis of three case studies we attempt to identify which practices allow efficient collaborative demand planning. Regarding the findings, different types of demand signals are identified through the planning process and allow us to highlight some breaking points that prevent the alignment and optimization of the retail chain. Research implications are the identification of four steps in the demand planning process that will help managers to better understand which actions should be taken to improve their collaboration practices. The originality of this article lies in the fact that it goes beyond historical demand figure analysis and focuses instead on information sharing about demand signals within supply chains as one of the keys to responding to retail demand with greater agility. Introduction One of the main challenges that firms have to face within the current environment is to increase customer satisfaction...
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...Business Report Managing Operations Tamera Fluaitt Western Governors University Business Report Supply Chain Strategy The strategy I recommend is the Few Suppliers Strategy. This strategy is based on forming long-term relationships with few suppliers and they more likely understand the end user. In using the few supplier strategy your company can create value by allowing economies of scale which can lower transaction and production cost. Long term suppliers also are more likely to understand what the acquiring firm and the end customer wants. If you can attain a few suppliers with a large commitment they may be willing to participate in the Just-in-Time (JIT) system. They also can help add to the design of the product by using their technological expertise. You may also have contracts with these suppliers that last through the products life cycle. The reason this strategy is recommended is because it can be difficult to deal with many suppliers. Your company needs to be assured that you can get the best product for the lowest price. When you are dealing with many suppliers you are using valuable time trying to get the supplies needed at the lowest price to produce your product. This can cause a lapse in production because of late raw material shipments which converts to loss of income. The few supplier strategy can eliminate the game playing. Your agreement with the supplier can help save money by negotiating the lowest price. As your relationship trust builds and...
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...GLOBAL SUPPLY CHAIN MANAGEMENT FORUM CASE: GS-4 DATE: 8/10/99 (REV’D 8/01/06) HEWLETT-PACKARD COMPANY: NETWORK PRINTER DESIGN FOR UNIVERSALITY INTRODUCTION Sarah Donohoe, manufacturing engineering manager of the network laser printer division at Hewlett-Packard Company (HP), listened intently to her colleagues at the project review meeting for the development of their latest new product. With Sarah at the meeting were Jane Schushinski, marketing manager, Leo Linbeck, head of product design, and David Hooper, the controller of the division. The main topic for this meeting was the decision of whether or not to use a universal power supply for the next generation of network laser printer, code-named Rainbow. Previously, printers in the North American and the European market have distinct power supplies and the associated fusers in the main engine of the printer. For North American printers, a 110 volt power supply was installed. For European printers, a 220 volt power supply was added. This printer engine was built by HP’s manufacturing partner in Japan. Due to the long lead time for engine manufacturing, HP had to specify the requirements of the two types of printers at least fourteen weeks ahead. The time that it takes the Japanese partner to commit the printers for shipments, the transportation times and customs clearance totals about four weeks. Hence, if a universal power supply is used, then HP would have the flexibility of postponing the specification of the printer engine...
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...Dissertations from the International Graduate School of Management and Industrial Engineering, IMIE No.93, Licentiate Thesis Linköping Studies in Science and Technology Thesis No. 1180, LiU-TEK-LIC 2005:35 Logistics Collaboration in Supply Chains – A Survey of Swedish Manufacturing Companies Erik Sandberg Logistics Management Department of Management and Economics Linköpings universitet, SE-581 83 Linköping © Erik Sandberg, 2005 LiU-Tek-Lic-2005:35, Thesis No. 1180 ISBN: 91-85299-80-4 ISSN: 0280-7971 ISSN: 1402-0793 Printed by: UniTryck, Linköping Distributed by: Linköpings universitet Department of Management and Economics SE-581 83 Linköping, Sweden Tel: +46 13 281000, fax: +46 13 281873 Abstract The purpose of this thesis is to describe logistics collaboration in supply chains. During the past two decades, a new trend towards integration and collaboration in supply chains has been recognised among researchers as well as among business practitioners. This philosophy is called supply chain management and has received enormous attention in logistics research. Collaboration based on supply chain management is expected to reduce total cost and improve service towards the supply chain’s end customers at the same time. The argumentation in existing literature is however seldom underpinned by more rigorous empirical material and becomes therefore conceptual and superficial. Furthermore, it is incongruous about what actually is done when companies collaborate and...
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...over the past few decades yet so many people fail to agree on what they mean. To illustrate the point, David Haigh and Jonathan Knowles, both executives in branding, offer three of the definitions in currency: I 1. ‘‘A logo and associated visual elements.’’ This, the most focused of the definitions, sees a brand as simply the trade names, trade symbols and trademarks that a company creates and legally protects as a way of differentiating itself from its competitors within the marketplace. A logo becomes a brand when it becomes associated with positive values through the extensive provision of good products and good services. 2. ‘‘A larger bundle of trademark and associated intellectual property rights.’’ Beyond the visual elements of branding, this definition includes intangible marketing tools such as domain names, packaging, written copy, advertising and product design rights – all of which can be registered and legally protected. Further than this, though, the term ‘‘property rights’’ often also takes into account those other assets that are required to deliver the promises of the brand. These may be specific knowledge and expertise, perhaps in the form of research, data, or software, or processes such as business models, supply chain figurations and manufacturing techniques. Intangible assets may also refer to market position intangibles, which are things like licenses, contracts, government permits and production quotas. This larger bundle of property rights...
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...issue and full text archive of this journal is available at www.emeraldinsight.com/0957-4093.htm An integrative framework for supply chain collaboration Togar M. Simatupang School of Business and Management, Bandung Institute of Technology, Bandung, Indonesia, and Framework for supply chain collaboration 257 Ramaswami Sridharan University of Wollongong in Dubai, Dubai, United Arab Emirates Abstract Purpose – This paper proposes an integrative framework for supply chain collaboration which is based on the reciprocal approach. Design/methodology/approach – A reciprocal approach is adopted to capture the interaction phenomenon of different features of collaboration in attaining overall supply chain performance. Findings – A collaborative supply chain framework is composed of five connecting features of collaboration, namely collaborative performance system, information sharing, decision synchronization, incentive alignment, and integrated supply chain processes. Research limitations/implications – Further research could be carried out to capitalize the framework for diagnosing and improving supply chain collaboration. Practical implications – The proposed framework enables the chain members to scrutinize key features of supply chain collaboration before and during collaborative initiatives. Originality/value – Previous research on supply chain collaboration mainly assume the unilateral phenomenon of collaboration that focuses on a single feature such as information sharing...
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...Strategic MT Study Sheets Chapter 1 A strategy consists of competitive moves and business approaches used by managers to run the company. It is their action plan to grow the business, attract and please customers, compete successfully, conduct operations and to achieve target levels of organizational performance. It needs to appeal to customers and to help the company carve out its own market position. It uses efficiency and effectiveness to guide a company using as few resources as possible. It deals with initiatives. Strategic management is setting a company’s strategy to differentiate itself within the industry and developing a competitive advantage, as well as altering it as needed. A company achieves a sustainable competitive advantage when an attractive number of buyers prefer its products/services over those of rivals and when the basis for this preference can be maintained over time. Four ways to attain that strategic advantage: low-cost provider, product differentiation, focusing on a narrow market niche/distinctive competency, develop specialties that are hard to duplicate. Three strategic questions: 1) What is the company’s present situation? Use SWOT and “where are we now?” 2) Where does the company go from here? What is its direction? 3) How will we get there? This is the strategy. Strategies evolve because of shifting market conditions, technological breakthroughs, competitors’ moves, evolving customer preferences, emerging market opportunities...
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...Letter of Transmittal 09 December, 2015 To Dr.Khondoker Bazlul Hoque Professor Department of International Business University Of Dhaka. Subject: Submission of the report on Modes of Entry into Foreign Markets. Sir, It’s been pleasure for me to submit my report on “Modes of Entry into Foreign Market”. This report contains the structure and material as instructed by you. I have tried hard to do my best and fulfill your expectation. The assigned work and the information gathering process involved with it gave me access to the areas, which I didn’t know before. However it is needless to say that, there may be some mistake in my organization, presentation and style. In completing the report I have tried my best in imparting ever available details of the, “Modes of Entry into Foreign Market” avoiding unnecessary amplification of the report. Thanking you, Yours faithfully Md.RazibulMatin ID. No: 801414091 EMBA Program Department of International Business University Of Dhaka. Table of Content SL NO. | TOPIC NAME | PAGE NO | | Letter of Transmittal | 1 | | Executive summary | 3-4 | Chapter-1 | Introduction | | 1.1 | Problem of Modes of Foreign Markets Entry | 5-6 | 1.2 | Rationale for Modes of Foreign Markets Entry | 6 | 1.3 | Scope and Objectives of the study | 6-7 | 1.4 | Methodology of the Study | 7 | 1.5 | Limitation of The Study | 7 | Chapter-2 | Literature Review | 8 | Chapter-3 | Modes...
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...Introduction to Supply Chain Management Technologies Second Edition Introduction to Supply Chain Management Technologies Second Edition David Frederick Ross CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2011 by Taylor and Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed in the United States of America on acid-free paper 10 9 8 7 6 5 4 3 2 1 International Standard Book Number-13: 978-1-4398-3753-5 (Ebook-PDF) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval...
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