Logistics Management Consumer preferences for sustainability and their impact on supply chain management: The case of mobile phones Anu Bask Merja Halme Markku Kallio Markku Kuula Downloaded by Universiti Malaysia Sabah At 08:03 27 February 2016 (PT) Article information: To cite this document: Anu Bask Merja Halme Markku Kallio Markku Kuula, (2013),"Consumer preferences for sustainability and their impact on supply chain management", International Journal of Physical Distribution & Logistics
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higher and higher and similar (unified) – califionisation of needs. It means that consumers have a lot of information about level and style of life in the richest countries, they want the same in their mother country. That is why we have some global products for every customer (coca cola, pampers, cars). General results of globalization 1. New division of the world; - information revolution and very fast technical development, create new opportunities for developing countries, economies, companies
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PERFORMANCE THROUgHOUT THE VALUE CHAIN DANONE WAY RESPECT DANONE’S EVALUATION BY NON-FINANCIAL RATING AGENCIES 41 46 56 HISTORICAL APPROACH AND HIgHLIgHTS REFERENCE DOCUMENTS HIGHLIGHTS AND KEY DATES 1972-2012 57 58 50 2 Danone Sustainability Report 2012 PERFORMANCE 62 gRI INDEx Self-evaluation of the application of GRI according to version 3.0 guidelines for the GRI with approval by KPMG Audit. 72 IMPACTS AND RESPONSIBILITIES IN BUSINESS, FROM END TO END 74 COMPANY PROFILE
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Gas Sector Supplement © 2000-2012 GRI Version 3.1/OGSS Final version The Oil and Gas Sector Supplement is based on the G3.1 Sustainability Reporting Guidelines © 2000-2012 GRI Version 3.1/OGSS Final version Oil and Gas Sector Supplement Sustainability Reporting Guidelines RG & OGSS Table of Contents Overview of the Guidance provided in this Document for the Oil and Gas Sector Human Rights Society Product Responsibility 43 47 52 Preface Sustainable Development
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Final Business Model and Strategic Tanja Baca BUS 475 April 13, 2015 Daniel Magnole Table of Contents I. Executive Summary Pg. 3 II. Business Model and Strategic Plan Part I: Existing Business or New Business Division; Vision, Mission, and Value Proposition Pg. 4 III. Business Model and Strategic Plan Part II: SWOTT Analysis – Internal and External Environmental Analysis; Supply and Value Chain Analysis Pg. 9 IV. Business Model and Strategic Plan Part III: Assumptions, Risk
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‘An Action Plan – Implementing a Lean Transformation’ LEAN Final Project Alex Scholfield February 29, 2012 Summary Lean manufacturing can add significantly value to an organization by streamlining processes through the identification and elimination of muda or waste. Introduced by Toyota, Lean is more than just a tool, but a philosophy that needs to be adopted and incorporated into the culture of the organization. It is very important that the organization can see that leadership have
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The Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at www.emeraldinsight.com/0144-3577.htm IJOPM 24,10 Learning to evolve A review of contemporary lean thinking Peter Hines, Matthias Holweg and Nick Rich Lean Enterprise Research Centre, Cardiff Business School, Cardiff, UK Keywords Lean production, Learning organizations Abstract The application of lean thinking has
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Lucknow FROM: Group 1, Section D Strategic Management Class DATE: March 23, 2012 SUBJECT: Strategic Analysis of ITC Ltd. Dear Sir, You had entrusted us with a project to analyze the strategy of any company of our choice using the frameworks given in the prescribed textbook. We chose ITC Ltd. for this project as it is one of India’s oldest and most diversified companies. This report begins with analyzing the strategic direction of the company which emanates from its vision
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Tangibility of Luxury, 2. The Spectrum of Luxury and 3. Brand Identity of Luxury. It will be shown that a luxury product can indeed migrate towards intermediate and mass luxuries when its traits become tangible and when rarity turns into abundance and luxury becomes accessible. The authors promote the idea that this process can be controlled by the enterprise or industry providing the brand, product traits and distribution are managed accordingly. The authors also examine the particular linkage between rational
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ABSTRACT In a dynamic market, firms need to evolve from traditional to strategic purchasing which aims to reduce the cost of the purchase and that might imply standardization of components, delivery time and levels of inventory. This effort will usually include key suppliers as joint problem solvers and with these problem-solving models to work with; the firm’s attitude towards suppliers may change from confrontation to trust and partnership. From the buyer-supplier relationship perspective, the
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