OPERATION MANAGEMENT Group Assignment Case Study – Process Analysis in Carrefour PROCESS ANALYSIS IN CARREFOUR GROUP INTRODUCTION - History of Carrefour First in Europe, Carrefour is the 2nd retailer in the world. With a presence in thirty-two countries, it makes half its sales outside France. This makes it the most international of all food retailers. The Group is concentrated on three continents: Europe (13 countries), Latin America (4 countries) and Asia (8 countries), a field of
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CHAPTER 12 Implementing Strategy in Companies That Compete in a Single Industry SYNOPSIS OF CHAPTER Chapter 12 examines how managers can best implement their strategies in single-industry firms in order to achieve a competitive advantage and superior performance. First, the main elements of strategy implementation—structure, control systems, and culture—are analyzed in detail, focusing on the way they work together to create an organizing framework. Then the chapter turns to the topic of using
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Viewed from the classic perspective, this needs-based segmentation may produce some odd couples. For the manufacturer in Exhibit 1, "innovators" include an industrial distributor (Grainger), a do-it-yourself retailer (Home Depot), and a mass merchant (Wal-Mart). Research also can established the services valued by all customers versus those valued only by certain segments. Then the company should apply a disciplined, cross-functional process to develop a menu of supply chain programs and create segment-specific
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Question 1 Inkawa is a privately owned South East Asian company that designs, develops and manufactures television. It has a solid financial position, which is the biggest electronics manufacturer in its own country. Domestic and international suppliers Domestic and international suppliers Material procurement plans Material procurement plans Demand forecasting Demand forecasting Spare parts inventory Spare parts inventory Purchasing Purchasing Warehouse 1 Warehouse 2 Warehouse
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Bettley-3283-02.qxd 6/6/2005 5:06 PM Page 10 2 Operations-based Strategy Robert H. Hayes and David M. Upton Strategic planning tends to be thought of as a high-level game of chess: a ‘grand plan’ is formulated in the executive suite, and then the implementation of the different moves (the ‘easy part’ of the job) is down loaded to the operations organization. However, the world of strategy from the perspective of operations is usually much messier. The ‘strategy’ is seldom evident
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Page 18 1. Why study operations management? The study of operations management allows management to understand the design, managing, controlling, and improvement of business activities that provide details to the overall performance of products and services that are produced. Operations management is one of the three primary functions of a business. The other primary functions, noted by the text, are marketing and finance. 2. What is the difference between the terms “production management”
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Sam Walton Made in America My Story by Sam Walton with John Huey BANTAM BOOKS NEW YORK• TORONTO• LONDON• SYDNEY• AUCKLAND This edition contains the complete text of the original hardcover edition. NOT ONE WORD HAS BEEN OMITTED. SAM WALTON: MADE IN AMERICA A Bantam Book/published by arrangement with Doubleday PUBLISHING HISTORY Doubleday edition published June 1992 Bantam edition/June 1993 Photographs without credits appear courtesy of the Walton family. All rights reserved. Copyright©
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* CHAPTER 1: COST MANAGEMENT AND STRATEGY * QUESTIONS 1-1 Firms Using Cost Management. Here are some examples; there are many possible answers. 1. Wal-Mart: to keep costs low by streamlining restocking and sales 2. Dell: to keep costs low by improving manufacturing performance and by using target costing and other management techniques 3. Citicorp: to keep costs low by using activity analysis (see exercise1-31) to identify key operations and to find those that add little or no
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Licensed to: CengageBrain User Licensed to: CengageBrain User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions
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PART I IT in the Organization 1. Information Technology in the Digital Economy 2. Information Technologies: Concepts and Management 3. Strategic Information Systems for Competitive Advantage CHAPTER Strategic Information Systems for Competitive Advantage Rosenbluth International: Competing in the Digital Economy 3.1 Strategic Advantage and Information Technology 3.2 Porter’s Competitive Forces Model and Strategies 3.3 Porter’s Value Chain Model 3.4 Interorganizational Strategic Information Systems
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