Threats and opportunities from site
opinion Essay
531 words
Threats to sustainability
Imitation or substitution
Market entry
Powerful buyers and suppliers
Unpredictable changes in external environment
Factors beyond a firm's control (bad luck)
Limitations of the RBV
Presented as static concept - however, many firms need to be able to cope with turbulent environments
Suggests that managers may have limited ability to create sustained competitive advantages (empirical support by "perpetually failing firms" - firms that consistently earn normal or below-normal returns
Difficult to test empirically - data problem (at the level of the unit of analysis, Le., resources and capabilities)
What is the appropriate level of analysis? How deeply does one have to look?
Principles of capabilities-based competition
Goal : Build difficult-to-imitate organizational capabilities that distinguish a company from its competitors
Principles :
o The building blocks of strategy are business processes o The transformation of processes into valuable strategic capabilities is a key to success o Capabilities are created by making strategic investments in support infrastructure o CEO must be responsible, because competing on capabilities involves cross-functionality
Some lessons learned from the capabilities perspective
A capability begins and ends with the customer (or supplier)
The longer and more complex the string of business processes, the harder it is to transform into a capability or to duplicate or imitate
Outsourcing can be dangerous
A strategy for growth : Transfer essential business processes to New geographic areas (e.g., Wal-Mart) or to New businesses (e.g., Honda)
There is a difference between capabilities and core competencies
Core competencies
Coordinate diverse production skills and integrate multiple streams of technology
Are communication, involvement, and a deep commitment to working across organizational boundaries
Do not diminish with use, but are enhanced as they are applied and shared
Are the glue that binds existing businesses
Are difficult to imitate, especially if they are a complex harmonization of individual technologies and production skills
Are corporate resources and may be reallocated by corporate management
Tests to identify core competence :
Does it provide access to a wide variety of markets ?
Does it make a significant contribution to the perceived customer benefits of the end product?
Is it difficult for competitors to imitate?
Dynamic capabilities
Definition : Ability to integrate, build and reconfigure internal and external processes and competencies to address a rapidly changing environment; ability to maintain and adapt the capabilities that are the basis of competitive advantage
Hypothesis : Competitive advantage of a firm lies with its processes
Roles of organizational and managerial processes :
In this essay, the author
- Explains that the longer and more complex the string of business processes, the harder it is to transform into a capability or to duplicate or imitate
- Explains that a strategy for growth is to transfer essential business processes to new geographic areas (e.g., wal-mart) or to new businesses.
- Opines that they are difficult to imitate, especially if it is a complex harmonization of individual technologies and production skills.
- Describes how the end product makes a significant contribution to perceived customer benefits.
- Explains the ability to integrate, build and reconfigure internal and external processes and competencies to address a rapidly changing environment, and maintain and adapt the capabilities that are the basis of competitive advantage.
- Opines that the more important the path dependencies, the greater the returns to adoption.
- Explains that strategy involves choosing among and committing to long-term paths of competence development; strategic change is difficult and costly.
- Argues that managers may have limited ability to create sustained competitive advantages (empirical support by 'quot;perpetually failing firms' - firms that consistently earn normal or below-normal returns).
- Explains that competitive advantage is a function of how assets can be deployed and re-deployed in changing markets.
Related
- analytical
- explanatory
- Business Process Reengineering Essayanalytical essayHammer (1990) outlined that Business Process Reengineering was a business management strategy. He focuses on the designs of business processes within an organisation. His main aim is for companies implementing his strategies to become world-class competitors. Hammer wants the reader to look at processes as a whole and not just a collection of parts. Therefore, the management can choose the best way for the company to carry out the process and redesign it. In essence, he is pointing out that the managers of these firms can “reengineer” their businesses. Hammer (1990) article is called “Reengineering Work: Don’t automate, elaborate” which introduces his concepts. Hammer and Hershman (2010) develop this title further in an extract from their book where they state “Don’t Automate, Obliterate”. In 1990 there was not the computer power that there was in 2010 and Hummer wanted to redesign processes to make them faster. In 2010, Hummer and Hershman argue not to “use IT just to make existing processes faster” but to “be prepared to design completely new processes”. Hammer (1990) identifies that Taylor (1911) was incorrect in that there is no “one right way” to a task in an organisation. For example Taylor’s methodology would suggest that if something went wrong during a process, a supervisor would be brought in to make sure the job was done more efficiently. Under the BPR methodology, these mistakes
In this essay, the author
- Explains that business process reengineering (bpr) is an important topic in the business related world.
- Explains that in the 1990's bpr was an extremely hot topic among many organisations. the market was changing rapidly as new technologies were introduced across the world.
- Explains that the literature review will be divided into three parts: • definition of business process reengineering; • analysing the failures of the process;
- Explains that hammer (1990) is the original architect of the term "business process reengineering". he focuses on the designs of business processes within an organisation to become world-class competitors.
- Explains that hammer and champy developed their original concept further by summarizing the improvements on performance.
- Explains that customers are smarter now than ever before and expect to be consulted in the products and services that are provided to them.
- Analyzes how grey and mitev summed up why organisations are moving towards bpr quite well.
- Explains that change management is integral to the success of a reengineering project.
- Opines that the best way to tackle a problem in organisations is to start at the beginning. petrozzo and stepper (1994) examine the problems that are associated with this.
- Analyzes how petrozzo and stepper argue that there is always the "danger of designing another inefficient system".
- Explains that cao et al (2001) recorded a failure rate as high as 70% when implementing the bpr system.
- Explains that champy conducted a study called "the state of reengineering" in 1994, which included 621 organisations across the u.s.a and europe.
- Explains that technology was advancing rapidly, and organisations needed to be integrated and have an edge.
- Explains gunasekaran and kobu's conclusion that bpr is gaining acceptance due to the openness towards technology in the new millennium.
- Explains that al-mashari and zairi conducted a study on "an analysis of key success failure factors" that looked at the implementation process of the bpr system.
- Opines that change management plays the most vital role in a successful deployment of bpr in an organisation.
- Explains that al-mashari and zairi outline management competencies and support in their article. top management needs to be decisive in all decisions regarding implementing the bpr.
- Explains al-mashari and zairi's recommendation to develop a cross-functional team that is "competent, credible and have excellent communication skills."
- States that project planning and management is an important and basic factor. management needs to devise a strategy for implementing bpr.
- Concludes al-mashari and zairi's article with a factor they consider very important to the success of bpr implementation.
- Explains that the five factors outlined by al-mashari and zairi are important in the success of the bpr strategy. failure of any of these factors can have a severe negative impact on the final project.
- Concludes that the literature review aimed to compare and contrast some of the core examinations in business process reengineering (bpr) to date.
- Explains hammer's definition of business process reengineering, which focuses on the designs of business processes within an organisation, to become world-class competitors.
- Analyzes the literature review on brp implementation failures and its success. petrozzo and stepper (1994), cao et al (2001), and al-mashari and zairi (1999) show the five crucial factors that needed to be adhered to in order to have a successful implementation.
2726 wordsRead More - Starbucks: Foreign Market and Diversificationexplanatory essayThompson, A.A., Strickland, A.J., & Gamble, J. E. (2010). Crafting and executing strategy: The quest for competitive advantage: Concepts and cases: 2009 custom edition (17th ed.). New York: McGraw-Hill-Irwin
In this essay, the author
- Explains that starbucks considers managing a merger or an acquisition to execute its diversification strategy. the strategy should incorporate and introduce fresh, seasonal fruit and delicate chocolates to its product line.
- Explains the argument for diversification for starbucks, along with a developed strategy, and how synergies may be gained. a foreign market that starbucks should enter was identified and the strategy it should utilize.
- Explains olsen, e., strategic planning: diversification, 2nd edition.
- Explains thompson, a.a., strickland, and gamble, j.e. crafting and executing strategy: the quest for competitive advantage: concepts and cases.
- Explains that the paper will provide an argument for diversification to be presented to board of directors for starbucks. challenges starbucks may face in the foreign market will be discussed, as well as how it might respond strategically.
- Explains that diversification reduces risk by allocating investments among various financial instruments, industries, and other categories. starbucks can enter new markets with new products.
- Opines that starbucks should research iceland's culture customs and business protocols to enter the foreign market.
- Explains that starbucks may encounter some challenges while conducting business in a foreign market. starbucks should have an international team in place to interpret and bridging the gap in the language and communication barriers.
- Explains that starbucks should not expand into a foreign market if it will not produce financial growth for the company. overhead costs, raw materials, equipment, coffee farmers, and other expenses are associated with expansion.
- Explains that starbucks will create a business environment conducive to ethical behavior by ensuring its business code of ethics is enforced domestically and abroad.
1275 wordsRead More - Achieving World Class Business Performanceexplanatory essayBjerke, Juel M. "Week 2 Lecture Notes - Achieving Business Process Excellence and Process Re-engineering." MFGO 601 - The Globally Integrated Manufacturing Company. 2 Nov. 2011.
In this essay, the author
- Explains that manufacturing companies continue to face increased competition and globalization from its competitors. the automotive industry is one of the most volatile manufacturing industries.
- Explains ohmae's five stages of global operation support general motors aspirations.
- Explains that lordstown is a lean manufacturer because reduction of waste and non-value added activities are continuously driven. general motors is flexible because of its ability to utilize human assemblers.
- Opines that general motors needs to embrace and implement its gms (global manufacturing system) process to achieve world class performance.
- Explains the global manufacturing revolution: product-process-business integration and reconfigurable systems by yoram koren, john wiley & sons, inc.
864 wordsRead More - Walmart Strategic Analysisanalytical essayDefinition - consists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages. This definition captures two main elements that go to the heart of the field of strategic management.
In this essay, the author
- Explains the purpose of the report, which is to compare and analyze wal-mart's strategic planning process.
- Explains that a company's strategic plan lays out its future direction and business purpose, performance, targets and strategy.
- Defines strategic management as the analysis, decisions, and actions an organization undertakes to create and sustain competitive advantages.
- Explains that wal-mart's mission statement is simple and to the point "we save people money so they can live better."
- Compares monitoring of an organization's internal and external environments for detecting early signs of opportunities and threats that may influence its current and future plans.
- Explains that wal-mart and the foundation gave $1.3 billion in cash and in-kind contributions around the world, surpassing 2012's total by more than $244 million.
- Explains that wal-mart is committed to improving the lives of women around the world. they also provide healthier foods to their customers and award millions of dollars in grants to support hunger relief.
- Explains that wal-mart empowers women on farms and factories through training and career opportunities.
- Explains that wal-mart plans to open 275 to 300 new stores in or near deserts and will strive to increase the access to healthier foods for americans.
- Explains that wal-mart's performance evaluation gave them insight into its strength and weaknesses domestically and internationally, and explored its needs to recapture the lost enthusiasm internally and externally.
- Analyzes how wal-mart's china syndrome is a symptom of international woes.
- Explains that wal-mart has a competitive advantage that helps them set them apart from the others. they operate under economies of scale.
- Explains that wal-mart's grocery business accounts for half of the retailers business. however, sales were cut down by.09% due to the changes made regarding food stamps.
- Explains that wal-mart has an excellent opportunity in expanding internationally, which will increase overall growth.
- Explains that wal-mart's online presence is growing but it still falls behind amazon, the largest online retailer.
- Explains that wal-mart's strategic focus on supply chain management chain activities has enabled them to achieve significant success in the retailer world.
- Analyzes how sam walton built the empire based on the corporate governance that employees should be respected and rewarded to provide high profitability within the company.
- Explains that while expanding globally, wal-mart's faced challenges with their brand positioning. store closures in brazil and china have dampened their financials hence, plans to focus on private label products.
- Explains that wal-mart has donated more than $180 million in hunger relief grants since its commitment — it collaborates with suppliers, government, food manufacturers, and others to further its impact on hunger.
- Analyzes amabo's article on the walmartization of america by harold meyerson at the american prospect.
1778 wordsRead More - Dynamic Capability Essayanalytical essayIn an organizational theory, a dynamic capability is the capabilities of the organization to persistently adapt the organization 's resources baseline. Such concepts were defined by Pisco, Shuen and Teece (1997), paper a Strategic Management and also Dynamic Capabilities, as "an organization’s ability to establish, reconfigures and also integrate external and internal competence to focus dynamic changing environments (Barney, 1995).
In this essay, the author
- Analyzes how teece, pisano, and shuen proposed three element capacities as vital for an association to meet new difficulties: the capacity of workers to learn rapidly and to fabricate new key resources.
- Explains that business analysts amit and schoemaker called attention to in 1993 that achievement in quick changing markets relies on reconfiguring the company's advantage structure to finish fast inward and outer change.
- Explains that co-specialization is another "dynamic abilities" idea. physical resources, hr, and protected innovation of an organization, having grown together, are more important in the blend than independently.
- Explains that a dynamic capability is the ability of an organization to persistently adapt the organization's resources baseline.
- Explains that learning requires workers and administrators to rearrange their schedules to elevate associations that prompt to effective answers for specific issues, to dodge broken movement and vital blind sides, and to make suitable utilization of organization together and procurement to bring new vital resources into the firm from outside sources.
805 wordsRead More - The Marketing Environment: Wal-Mart Corporationexplanatory essayWal-Mart is one of the world's greatest assets to most people. It provides consumer's a place they can go to virtually get anything they need from, car repairs, to groceries, prescription's, even the latest toys and electronics. With all that said, this paper relates to the different forces in business that affects business: competitive, economic, political + legal + regulatory, technological, cultural + social, demographic, and natural forces. Although there are technically seven we are going to focus on competitive, political, technological, and natural forces.
In this essay, the author
- Explains that wal-mart is one of the world's greatest assets to most people. the paper relates to the different forces in business that affect business: competitive, economic, political, legal, technological, cultural, social, demographic, and natural forces.
- Explains that wal-mart is the world's largest retailer and second largest corporation, and the largest private employer in the united states and mexico.
- Explains that wal-mart's major competitors are kroger, albertsons, safeway, and costco wholesale group.
- Explains that wal-mart has come under fire as of late over issues regarding local communities arguing over the planning of new store locations.
- Explains that wal-mart uses cheap, foreign labor to provide its customers with lower prices. china constitutes about 10% of the total u.s trade deficit with china.
- Explains how a judge in maryland overturned the law that required wal-mart to provide more health-care coverage for its employees.
- Opines that wal-mart needs to take care of its associates better than what they've done in the past. the retail chain will continue to use the age of technology to its advantage.
- Opines that wal-mart will continue to stake claim to different consumers' wants and needs, and be the one-stop destination for everything one might need.
- Explains that wal-mart is appealing to most, but numbers state that 80% of us residents shop at least once a year.
- Explains that wal-mart is pushing its suppliers to be more concerned about the environment, but also involving its associates, customers and community.
- Explains that it's no way around these forces in the business world. if you want to be a successful business, adapt to them and understand each and everyone.
- Cites the food marketing institute's information service, walmart, gogoi, palavi, business week, and barbaro, michael.
1488 wordsRead More - A Comprehensive Discussion on the Similarities of Change as discussed in The Heart of Change and Organizational Behavior and Managementanalytical essayIn a world of turbulence and fast moving players, companies must consistently act to change how they do business in order to stay ahead of the competition, or face the possibility of extinction. As Jack Welch said, “If the rate of change on t...
In this essay, the author
- Compares s of "the heart of change" and "organizational behavior and management" books on implementing effective change in an organization.
- Argues that successful change is a complex affair that happens in eight stages, contrary to the natural instincts of business leaders and those described in the organizational behavior and management textbook.
- Explains that the textbook author’s of organizational behavior and management maintains that individuals, organizations must adapt and change fast to survive.
- Explains kotter's unorthodox approach to organizational change, which is to convince employees of the need to believe there is a sense of urgency.
- Explains that the textbook focuses on analytical factors that influence the need to create change.
- Analyzes how kotter and cohen propose that for a successful change to occur, you must get employees to buy-in to the reality of the need for change.
- Explains that leadership must be 100% on board with the vision for change and empower employees to take the actions necessary to make it a reality. ivancevich identifies individual and organizational barriers as fear, anxiety, politics and uncertainty.
- Argues that quick wins are the starting point of long-term change that is needed to survive the turbulence. ivancevich suggests asking for employee feedback frequently to keep momentum going.
- Opines that to make change stick, it must become the core of the organization. the corporate culture structure must support the new ways of operating.
- Argues that patience is the foundation of successful implementing the eight steps. hurrying up the process and unrealistic expectations can derail plans for change to happen.
- Compares ivancevich and kotter on the importance of energizing employees at all levels of the hierarchy in the change process.
- Explains the importance of a vision for change for the organization. they state ivancevich's definition of "charismatic leader".
- Explains that successful teams focus their efforts on tasks that they can achieve unambiguous, visible, and meaningful achievements. by creating short-term wins, momentum is created sending strong messages to management and employees.
1969 wordsRead More - Analysis of Resources, Capabilities, and Core Competencies of Tescoexplanatory essaySelecting a business strategy that details valuable resources and distinctive competencies, strategizing all resources and capabilities and ensuring they are all employed and exploited, and building and regenerating valuable resources and distinctive competencies is key. The analysis of resources, capabilities and core competencies describes the external environment which is subject to change quickly. Based off this information a firm has to be prepared and know its internal resources and capabilities and offer a more secure strategy. Furthermore, resources and capabilities are the primary source of profitability. Resources entail intangible, tangible, and human resources. Capabilities describe environment and strategic environment. Core competencies include knowledge and technical capability. In this section we will attempt to describe in detail the three segments which are resources, capabilities, and core competencies.
In this essay, the author
- Opines that tesco will need to maintain good payments and reduce its cost in the future due to high interest rates and subprime loans.
- Explains that tesco corporation has a high rank of purchasing power. ratings mean strong "buy rating" for the tubular services company.
- Explains that tesco corporation resource and capabilities are central to a company's strategy and competitiveness.
- Explains that tesco maintains high design capability in all of its casing drive systems.
- Explains that the casing driving system is a standard feature for all tesco casing running operation. it allows the machine to do its job efficiently while reducing non-productive time and drilling costs.
- Explains that the casing drilling system eliminates injury due to the positioning of the pointer in the derrick and other equipment.
- Explains that the unconventional and conventional equipment is formed to provide top solutions to its trained employees across 30 geological basins globally.
- Explains that tesco produces top quality hydraulic and electric top drives ranging from 150 tons to 750 tons. the service extends to offshore rigs as well.
- Explains that conventional casing and running equipment is built with patented technologies to ensure the most efficient all drilling specifications.
- Explains tesco creates the most advanced casing running tool in the market including offshore and onshore markets.
- Explains that drilling and cementing tools are also manufactured to add to the value of the already high line drilling equipment.
- Explains that tesco reduces the cost of technological development or market entry by using technological advances in all of their equipment models.
- Explains that tesco thrives on achieving economies of scale in production by offering advanced technology equipment.
- Explains that technological complexities are minimal when tested on all equipment internally when produced. competitive sustainable advantage is high in this industry when using technology.
- Explains that level 1 training provides introduction to top drive systems. these courses are designed for employees who operate, maintain, and troubleshoot this equipment.
- Explains that casing drive systems training is also available for operators. this includes specific casing running operations.
- Explains that research and development capabilities in an industry work to create a direction of innovation, introduction, and improvement of products and processes.
- Explains tesco's research and engineering segment, top drive, engages in drive sales, top drive rentals, and after-market sales and services.
- Explains that internal research and development activities thrive on the knowledge of automated tubular services and top drive model development.
- Explains custom pipe handlers canada acquired automated catwalk technology in november 2013.
- Explains that selecting a business strategy that details valuable resources and distinctive competencies is key. the analysis of resources, capabilities and core competencies describes the external environment which is subject to change quickly.
- Explains that tesco has strong financial, technical, and physical resources and moderate organizational capabilities.
- Reports revenue growth for top drive segment q3 2011 was 83.6 million, derived from sales increase, operating days for rental fleet, and after-market sales and service.
- Explains top drive operating margins were 25% in q3 2011, while tubular services operating income was 4.3 million, an increase compared to prior quarters.
- Explains that tesco continues to maintain profitability for the tubular service industry considering it is a high competition industry and sluggish economy.
- Explains tesco's strong cash position, which is an increase as they have continually grown their cash consistently over the past few years.
- Explains that tesco maintained a debt of $120,705 for total liabilities at the end of q4 2013. this consisted of low long-term debt, other liabilities, and deferred liability charges.
- Explains that tesco corporation's top drive eliminates the need for the traditional kelly and rotary table and reduces manual labor and hazards related to this part of a job.
- Explains that casing drive technology is available to all top drive-equipped drilling rigs, ensuring a streamlined operational process when drilling casing operations.
- Explains tesco's casing drive system eliminates costly unscheduled events that can occur when the casing string is not moving forward. it limits the amount of equipment and employees on the rig floor.
- Explains that tesco machinery is of highest quality, offering the largest offshore or conventional derrick, as well as small truck-mounted units.
- Explains that tesco's after sales service division provides 24-hour support, parts shipment, and advice from specialized technicians.
- Explains that tesco thrives to keep their employees safe by providing safety, health, and quality measures. on-site supervision is available to achieve maximum top drive drilling performance.
- Explains casing drive system in coordination with tesco tubular services provides a broad range of casing and tubing operational services. on-site supervision is available for guidance in achieving the best possible top drive drilling performance.
- Explains that tesco tubular services provides a broad range of casing and tubing operational services for land, offshore, and deepwater tasks.
- Explains that intangible resources include human resources, innovative resources and reputation resources. tesco is strong in all three categories.
- Explains that tesco corporation has strong organizational resources with a student support program which requires some knowledge of the industry in research to solve challenges of drilling and casing industry.
- Explains that culture for tesco is largely formed by providing job opportunity in five different countries around the world including asia pacific, canada, latin america, middle east, and the united states.
- Opines that tesco leadership vision is to become the customer's strategic partner in eliminating non-productive time.
- Explains that tesco corporation promotes innovation by creating new technological advances frequently to better their products through casing drive systems.
- Explains that tesco maintains a strong in-house research and development system and is able to take these tasks and move them from concept to commercial.
- Explains that tesco is the largest supplier of rental equipment with massive experience in all petroleum regions around the world.
- Opines that tesco will continue to set new standards in the future based off prior superior customer service and high quality solutions.
- Explains that tesco is one of the most cost effective leaders in the oilfield solutions which makes them a master of innovation.
- Explains that tesco's trading symbol is teso on new york stock exchange, showing a drop of 1.94% in market share.
- Explains that tesco has 60% of land drilling rigs equipped with top drive systems, including russia and china. 95% of offshore
- Explains that tesco corporation has a strong presence in financial, technical, and physical resources, as well as organizational capability.
1946 wordsRead More - Business Process Managementanalytical essayFor every business there is a process in place. For some businesses, there are a number of laid down processes. These processes actually form the building units of the business which is pre-requisite to end results of the business. Zairi (1997) defined a process as an approach for converting inputs into outputs. Davenport (1993) defined process as a structured, measured set of activities designed to produce a specified outcome for a particular customer or market.W e need to realize that these processes might be performed routinely by members of staff of the organisation who are also the operators, without bearing the ultimate end results in mind. The operators carry out their duties normally as expected of them. This oftentimes leads to business processes being carried out but desired end results not fully achieved and therefore little value added.
In this essay, the author
- Explains that for every business, there are a number of laid down processes, which form the building units of the business which are pre-requisite to end results.
- Defines business process management as a structured approach to analyse and continually improve fundamental activities such as manufacturing, marketing, communications, etc. the overall effect of bpm is to achieve total customer satisfaction through an excellent service delivery.
- Argues that business process management is a "day to day" activity where there are necessary tasks to be performed in order to drive processes in an organization.
- Recommends setting principles to guide the processes, deadlines to meet processes and turn-around time to achieve a set process. periodical performance measurement through appraisal exercises should be followed by rewards and motivations.
- Argues that the bpm department is not the top management of the company/business but a department with the direct responsibility of ensuring processes yield customer satisfaction and profitability.
- Explains that business process management co-ordinates a system to perform operations appropriately or as expected and designed. the objectives of bpm are open to continuous improvement and modifications.
- Explains al-mudimigh s.a.'s role and impact of business process management in enterprise systems implementation. dale b.g.
- Explains paim et al (2008) process management tasks: a conceptual and practical view in business process management. zairi m.
1260 wordsRead More - Chad's Creative Conceptsexplanatory essayFirstly, there is a need to focus on the company competitive dimensions before embarking on the decisions. In this aspect, the Competitive capabilities are the Cost, Quality, Time, and Flexibility dimensions that a process or value chain actually processes and is able to...
In this essay, the author
- Explains the importance of the relayout to reduce the setup time.
- Explains that strategic decisions or long-term decisions have long term impact and consequence for the organization.
- Opines that making the “make” or “buy” decision is important as it will impact on the relayout of the equipment, production.
- Opines that reorganization of people is required to train people and check their capabilities to perform the work. cross training and flexible workforce are critical components in the organization to meet the complexity of the products.
- Opines that customer expects a top quality product delivering at high consistent level. customer trusts in the products, so the expectations on product must be of high quality and reliability.
- Explains that with less variety, machine setups and changeovers are reduced and created a better productivity. this gives more lead time for delivery to customers.
- Describes the costs of storage for excess materials, finished goods inventory, and external warehouses.
- Opines that the customer base lost confidence as the order fulfillment process not accomplished with the longer delivery speed and on-time delivery also missed.
- Describes the types of decisions chad thomas must make daily for his company's operations to run effectively. tactical decisions or short term decisions have short-term impact and consequence.
- Explains that when volume is increasing at a constant rate, outsource non-core activities to others. sales and marketing affected operations when they began to sell standard pieces to retail outlets.
- Explains that it is important to fulfill the customer delivery. failure of timely delivery will cause a stock-out.
- Opines that delivering a service or product at the lowest possible cost and getting maximum satisfaction is another factor.
- Opines that thomas should have done marketing, finance, and distribution differently to avoid the problem he now faces.
792 wordsRead More