Dr. Rohaizat Baharun Dr. Huam Hon Tat Faculty of Management and Human Resource Development Universiti Teknologi Malaysia E-mail: indasukati@utm.my Fazila Said Malaysia Nuclear Agency Malaysia ABSTRACT The purpose of this research is to present the relationship between supply chain management (SCM) practices and supply chain responsiveness (SCR), and investigates its relationship with competitive advantage (CA). The data collection instrument used was a questionnaire which was administrated
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and maximize profits and every organization tries to get a competitive advantage. Competitive advantage is an advantage that an organization has over its competitors, allowing it to generate more sales or margin’s and retain more customers than its competition. Companies invest their profits in: * Research and development (R & d) to get competitive edge. Research and development plays a very important role in innovation process. In order to introduce a new product or service or to make
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every tier of management in the organization, but especially the Human Resource managers who are in charge of hiring, training, and development. A successful talent management strategy also engages in the practice of sharing data regarding high profiled employees and their employment histories and accomplishments with all divisions of the organization. This process of sharing and transparency makes it possible for a range of departments to recognize available talent when opportunities become available
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Journal of Public Administration and Governance ISSN 2161-7104 2011, Vol. 1, No. 2 Training and Development Strategy and Its Role in Organizational Performance Abdus Sattar Niazi (Corresponding Author) MS Scholar, Iqra University Islamabad Campus, Pakistan Ph: +92 302 8500 777, Email: a.niazi55@hotmail.com Received: August 01, 2011 Accepted: August 11, 2011 DOI: 10.5296/jpag.v1i2.862 Abstract In the FMCG industry at global level, the business environment has changed with intense pressure on
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Competitive Advantage Paper Name University of Phoenix MGT/498 Strategic Management Instructor Date Competitive Advantage Paper Riordan Manufacturing Incorporated engages in plastic injection molding with operations both in the United States and China. As an industry leader, Riordan is in the process of identifying strategic factors in the internal and external environment. The goal is to develop long-range plans to manage resources as well as the opportunities and
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Haier Case Introduction We will answer the group’s assigned question in two main parts; evaluating in the first instance the factors that led to the establishment of Haier’s competitive advantage in China over time followed by an analysis of the sustainability of the current position. Haier’s Competitive Advantage It is our view that the Haier company, under the leadership of founder and CEO Zhang Ruimin established a strong position in the Chinese market with respect to its competition.
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Rio Tinto: Resource-Based View Introduction Rio Tinto was established in 1873 and 1905. Currently, it is considered as the leading mining and exploration companies in the globe. The companies find, mine and process the mineral resources of the earth – such as metal and minerals that are vital in making thousands of everyday products which meet the needs of the society and contribute to the improve standard of living. The activities of the companies span the world with production
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the importance of technological innovation for a firm’s competitive success and the advancement of society in general. The chapter points out that 1) many firms are relying on products developed in the previous three to five years for large portions of their sales and profits; 2) globalization has increased competition putting more pressure on firms to compete through innovation; 3) advances in information technology have enabled both process improvements and the efficient generation of product variants
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total cost across the entire trading process through focusing on speed and certainty of response to the market”. Competitive Edge through Core Competencies Today's business climate has rapidly changed and has become more competitive as ever in nature. Businesses now not only need to operate at a lower cost to compete, it must also develop its own core competencies to distinguish itself from competitors and stand out in the market. In creating the competitive edge, companies need to divert its resources
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responsibility of every tier of management in the organization, but especially the Human Resource managers who are in charge of hiring, training, and development. A successful talent management strategy also engages in the practice of sharing data about high profiled employees and their employment history and accomplishments to all divisions of the organization. This process of sharing openness makes it possible for a range of departments to recognize available talent when opportunities open and become available
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