management of the flow of goods. It includes the movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption. Interconnected or interlinked networks, channels and node businesses are involved in the provision of products and services required by end customers in a supply chain. Supply chain management has been defined as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net
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Overview of the Chapter In an uncertain competitive environment, managers must engage in thorough planning to find strategies that will help their organization to compete effectively. This chapter explores the manager’s role as both planner and as strategist. It discusses various elements of the planning process, different kinds of plans, strategy formulation, and the challenge of strategy implementation. This chapter also contains a detailed explanation of SWOT analysis and Michael Porter’s
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PRODUCTION PLANNING AND CONTROL Assignment A Marks 10 Answer all questions. 1. a) Explain the forecasting process? What are the techniques for monitoring forecasts? b) Explain various forecasting models. a) A planning tool that helps management in its attempts to cope with the uncertainty of the future, relying mainly on data from the past and present and analysis of trends. Forecasting starts with certain assumptions based
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1) Recently, some marketers have noted that it is easier to develop communications programs to Generation X members than Generation Y. Briefly describe the characteristics of Gen X and Gen Y and whether or not you believe this to be true. There is some debate as to whether Gen X’ers (born between 1965-1978) or Gen Y’ers (1978 to 1986) is more easily targeted by marketers. Each of these groups has their own identifying characteristics. Generation X consumers are typically characterized as self-confident
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OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT www.ibscdc.org 1 Efficient Project Management at TransWorks Information Services Pvt. Ltd., an Indian-based BPO Company This is a real life case taken from a service industry; it discusses the real life problem faced by a BPO Company. It focusess on the problems faced by the calling agents and the management as a whole
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+ Advertising 0 160,000 268,875 320,798 + Sales Force Expense 0 120,186 319,875 546,937 + Sales Office Expense 220,000 330,000 470,000 370,000 + Marketing Research 0 15,000 15,000 15,000 + Shipping 0 36,184 86,397 141,905 + Inventory Holding Costs 0 9,727 13,220 0 + Excess Capacity Cost 0 255,693 528,982 0 + Depreciation 0 25,000 70,833 95,833 = Total Expenses 340,000 951,790 1,833,182 1,550,473 Operating Profit -340,000 -271,913 717,807 5,231
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Invested Capital = Working Capital + Fixed Capital 5. Working Capital = Cost ÷ Inventory turns 6. Fixed Capital = Volume ÷ Capital Produc,vity (CP) Defects cause: Impact on the ROIC’s components 1. Variability: decrease: CP, Inventory turn, % demand fulfilled 2. Capacity loss: decreases: CP, % of demand fulfilled
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AARHUS SCHOOL OF BUSINESS University of Aarhus MASTER THESIS Challenges in Lean implementation Successful transformation towards Lean enterprise Ana Valentinova Kovacheva Supervisor: Ana Luiza Lara De Araújo MSc in Strategy, Organization and Leadership January 2010, Aarhus 2 Abstract The paper is based on a systematic literature review that examines how the implementation of Lean could bring value to the organization processes and contribute for achieving an operational
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Abstract: Process industries, especially textile industries, have automatic machinery which are highly inflexible and have high volume/low variety products. This nature of the textile industry makes implementing lean manufacturing techniques a challenge; hence implementing lean techniques in a textile industry has been taken up as a challenge. We have chosen a combination of value stream mapping (VSM), 5S, kanban, kaizen, poka-yoke, and visual controls to improve the processes. The findings of
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important part of their job is to keep everyone busy on the theory that idleness waste money. These traditional views often aided and abetted by traditional management practices. Just-in-time (JIT) is an inventory strategy that strives to improve a business's return on investment by reducing in-process inventory and associated carrying costs. To meet JIT objectives, the process relies on signals between different points in the process, which tell production when to make the next part. Kanban are usually 'tickets'
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