West Marine acquired a competitor in 1997 but sales fell as the supply chain struggled to support the larger organization. After several leadership and strategy changes, West Marine implemented collaborative planning, forecasting, and replenishment with vendors to improve forecasting accuracy and inventory levels. If acquiring BoatU.S., West Marine should focus on inclusive problem solving, collaborative processes, continuous improvement culture, and rapid technology integration to successfully combine the complex supply chains.
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
Walmart has highly effective supply chain management practices that have contributed significantly to its success. It uses procurement strategies like direct sourcing from manufacturers and vendor managed inventory. Logistically, it employs cross-docking and a hub-and-spoke distribution model. Walmart also pioneered the use of IT in supply chain management, developing systems for inventory tracking, replenishment, and collaboration with suppliers. These integrated IT systems and data-driven practices help Walmart maintain low inventory levels while still ensuring high product availability.
Procter & Gamble implemented several supply chain initiatives to reduce variability and improve responsiveness. Their Collaborative Planning, Forecasting and Replenishment (CPFR) initiative involved collaborating with retailers to create a single shared forecast and order plan. Their Consumer Driven Supply Network (CDSN) used point-of-sale data and intelligent daily forecasting to produce products based on actual consumer demand. These initiatives helped P&G reduce out-of-stocks, cut response time, improve forecast accuracy, and increase sales and profits.
Forecasting recommendation
Forecast Methodology
Obermeyer used combination of the “panel consensus” and “Delphi method” of qualitative forecasting for sales forecasts
We used a single period inventory model to estimate the financial risk of underestimating and overestimating demand
Single point forecast data provided is limiting. More complicated forecasting techniques require actual data collected over time
Recommend next sales forecast results are summarize and redistribute to the team. Given results new questions should be asked of the team in regards to what assumptions to apply in the decision making process
Forecast Assumptions
Initial 10,000 unit order is riskier due to lack of demand information. Second 10,000 unit order is less risky because of better demand information on each style.
The expected lose from liquidating inventory due to overestimating demand is assumed to be 8% of the wholesale price
The cost of lost profit from underestimating demand is assumed to be 24% of the wholesale price
The second order will allow us to adjust for quantities of each style based on better demand information
Reduce the number of styles handled to lower complexity of planning and risk profiles
Study fashion in Europe rather than waiting for Las Vegas shows
Reduce production lead times, as the preparation of raw materials takes a long time. For example:
To improve efficiencies, dye basic colors early in the year and fashion colors later in the season
Dyers could be offered a long-term contract regarding Greige goods
Develop relationships with big-time suppliers that are able to meet tight times and requested demand
Increase distribution channels and service level requirements
Collect and utilize historic data from previous years to better determine future trends
Where possible, obtain feedback from retailers prior to Vegas
Hewlett packard company Hewlett Packard Company Deskjet Printer Supply Chainaliyudhi_h
Hewlett Packard introduced the successful DeskJet printer in 1988. The supply chain for the DeskJet printer involved manufacturing the printers through printed circuit assembly and testing, then distributing them to distribution centers in the US, Europe, and Asia. Long transportation times of 4-5 weeks by ocean to Europe and Asia caused difficulties in forecasting demand and reacting quickly to changes. Recommendations included improving forecasting, reducing lead times through air freight or new plants, implementing ERP systems, and using multiple facility locations.
The document discusses inventory management issues at a company. It notes that inventory imbalances were increasing as inventory management was treated as an afterthought, resulting in large overage costs. Some managers began ordering even more inventory to ensure target service levels due to their compensation program. The document recommends that the company decide on an inventory policy to apply, conduct periodic physical audits and inventory controls, discontinue salespeople maintaining trunk stock, and outsource all warehousing to a logistics company for distribution from a main warehouse.
DELL utilizes a build-to-order supply chain strategy where customer orders trigger product assembly. This approach keeps inventory costs low and allows for fast responses to demand changes. DELL also sells directly to customers rather than through retailers. This direct sales model creates efficiencies and strong customer relationships. DELL carefully manages demand across strategic, tactical, and operational levels. Accurate demand forecasting is crucial to DELL's supply chain success. Integration with suppliers also provides benefits while allowing partners to focus on their specializations.
The document discusses supply chain initiatives at Hewlett-Packard. It describes HP's Design for Supply Chain program which aims to improve decision making and financial performance through evaluating supply chain impacts of design decisions. It also discusses HP's supplier management system, use of geographic analytics to improve service level agreements, efforts to standardize processes across regions through nearshoring and postponement strategies, optimization of warranty processing and business processes through technology and IT systems, and e-commerce initiatives to integrate ordering and inventory management with partners like FedEx.
Klaus Obermeyer founded Obermeyer in 1947 in Aspen, Colorado. In 1985, Obermeyer formed a joint venture called Obersport in Hong Kong to increase production capacity. Obermeyer's supply chain stretches from Asia to Aspen, with textile and accessory suppliers in Asia manufacturing garments that are then shipped through Obersport and Sport Obermeyer to retailers in the US. Obermeyer faces challenges in uncertain demand forecasting for its seasonal ski fashion products and long lead times in its Asian manufacturing process.
Walmart has a highly efficient value chain that allows it to offer low prices. It uses technology to share sales data with suppliers, enabling just-in-time inventory management. Walmart transports goods from suppliers to its distribution centers and stores via a large private truck fleet. Stores are replenished nearly daily to keep shelves fully stocked. This model, along with low prices and a focus on customers, has fueled Walmart's rapid growth into a global retail giant.
This document discusses Ford Motor Company's vision to provide sustainable transportation that is affordable. It outlines Ford's short and long term corporate goals. The strategic directions to achieve Ford's vision include integrating with customers, suppliers and internally, changing from sequential to real-time information sharing, reducing supply chain costs, and aligning IT with goals. It also discusses the competitive forces in Ford's industry and compares Ford's current complex supply chain model to Dell's simpler single-tier model. Recommendations are provided on how Ford could apply some of Dell's approaches to improve its supply chain and customer service.
Coca-Cola Hellenic, one of the largest Coca-Cola bottlers worldwide, has started a three year long project to substitute all legacy systems with a SAP implementation called Wave 2, in order to maximize efficiencies in use of resources and apply common best practices and polices accross the group.
The document analyzes Monmouth's potential acquisition of Robertson. Three consultants provide their analyses: 1) Multiple market analysis values Robertson at $26-30/share. 2) Dividend payout analysis values it at $13-20/share. 3) Discounted cash flow analysis values it at $34/share. Benefits of the acquisition are identified as reducing costs and improving earnings. A potential merger is modeled, finding Robertson's value could be $31-136/share depending on growth and discount rates. The next steps propose a 2:1 common stock swap at $48/share.
The case study optimizes the HP DeskJet printer supply chain by redesigning the network using component commonality and risk pooling. The redesign leads to considerable savings to the business.
Barilla Spa: A case on Supply Chain IntegrationHimadri Singha
Barilla is the world's largest pasta producer. It faced issues like extreme demand fluctuations, high inventory costs, and low service levels. It implemented a Just-in-Time Distribution system where it took over inventory management from distributors. Pilots showed lower inventory, higher service levels. Implementation with other distributors included daily electronic data sharing. The system reduced costs and improved supply chain visibility for both Barilla and distributors.
Collaborative Planning, Forecasting And Replenishment Harishankar Sahu
Collaborative planning, forecasting and replenishment (CPFR) is a business process where trading partners work together and continuously share information to improve forecasting and integrate replenishment planning. It aims to increase sales and profits through better inventory management and fulfillment of consumer demand. CPFR was piloted successfully between Superdrug and Johnson & Johnson, resulting in a 13% average reduction in stock levels and a 21% improvement in forecast accuracy. Procter & Gamble also uses CPFR to achieve 100% product availability while reducing retail and supplier inventory levels. The key is establishing collaborative processes through information sharing and joint business planning between partners.
Sam Walton founded Walmart in 1940 and it has grown to become the world's largest retailer. Walmart pioneered efficient supply chain management practices like centralized distribution and electronic data interchange with suppliers. This allowed Walmart to offer low prices while maintaining high sales volumes. Walmart's use of technology like barcodes, data warehouses, and GPS tracking further optimized its supply chain and logistics operations.
XYZ Company's Sales and Operations Planning (S&OP) Guide outlines a 5-step process to integrate sales, operations, and finance plans. The steps include product portfolio planning, demand planning, supply planning, integration and reconciliation of plans, and an S&OP meeting. The goal is to generate agreed upon demand and supply plans aligned with company strategy, resolve issues, and obtain senior management approval of actions.
This document discusses Walmart's global supply chain management. It provides details on Walmart's operations in over 11,000 stores across 27 countries. Key aspects of Walmart's supply chain include vendor managed inventory, strategic supplier partnerships, cross-docking, barcoding, RFID tracking, and information sharing with suppliers. The document also summarizes Big Bazaar's supply chain partnership with Unilever in India, including procurement, inventory management, and a program to foster collaboration between retailers and suppliers.
Kasus ini membahas proposal Maine Marine Supply, Inc. untuk kontrak lima tahun senilai $2,5 juta per tahun untuk memasok 100.000 tas laut ke Angkatan Laut AS. Proposal ini melibatkan investasi modal sebesar $1,7 juta untuk membangun kembali pabrik dan peralatan serta modal kerja. Perusahaan perlu menganalisis kelayakan keuangan proposal ini dengan menghitung IRR, NPV, dan waktu pengembalian modal.
M.Sc Experience in the University of Strathclyde, Glasgow. The individual thesis focused on hydrodynamic slugging in marine pipelines using ANSYS-FLUENT. As part of a group project of 7, work involved calculating the heat loss in an innovative sustainable storage and offloading buoy over ten days with a four-day buffer under guidance. Courses covered inspection and surveys of marine pipelines, offshore engineering, risers and mooring lines, computational fluid mechanics, marine pipelines, subsurface technology, subsea installation and systems, and maritime safety and risk. Courseworks involved analysis of drilling fluids, FPSOs, J-lay pipes, lazy wave steel catenary risers, ANSYS-FLUENT pipe flow,
Dell Computers (A) : Field Service for Corporate Clients Vijay Somu
Dell is considering expanding into the large server business by outsourcing field service to Decision One. This would allow Dell to leverage Decision One's experience while maintaining its strategy of outsourcing non-core functions. Financial projections estimate an initial loss of $38 million but profitability going forward. Outsourcing to Decision One is determined to be the best option to support the new large server business while maintaining Dell's customer-centric and low-cost business model.
Wal-Mart has achieved tremendous success through efficient supply chain management practices such as centralized distribution, direct procurement from manufacturers, efficient logistics and transportation systems, and information technology to track inventory and sales. Key aspects of Wal-Mart's supply chain include the "hub and spoke" distribution system, use of EDI and RFID technology, collaborative planning with suppliers, and inventory management techniques like cross-docking and replenishment of stores from distribution centers. While initiatives like CPFR and RFID implementation presented challenges, Wal-Mart's focus on low costs, customer satisfaction, and supply chain innovation have been pivotal to its dominance as the world's largest retailer.
CPFR - Model for Supply Chain Co-ordinationCHIN Kok Poh
Collaborative Planning Forecast and Replenishment is a supply chain management practice for multi-tier co-ordination. This slides incoporate CPFR, Unified Communications, RFID, RTLS and Portal Collaboration technologies to execute advanced CPFR.
Regal Marine differentiates itself through constant innovation, unique features, and high quality in its luxury performance boats. It achieves this through strategies like continuous innovation using CAD systems, close supplier relationships to ensure flexibility and quality parts, and rigorous quality inspections. Regal offers a wide range of 22 boat models and has increasing sales, suggesting its differentiation strategy is working. It faces competition from other boat manufacturers and alternative entertainment but is positioned for continued success with the strong economy and reduced boat tax.
Net present Value, Internal Rate Of Return, Profitability Index, Payback, dis...Akhil Sabu
This document discusses various capital budgeting techniques used to evaluate investment projects, including:
1. Discounted cash flow methods like net present value (NPV), internal rate of return (IRR), and profitability index (PI).
2. Non-discounted cash flow methods like payback period, discounted payback period, and accounting rate of return (ARR).
It provides formulas, examples, and decision rules for calculating each method and comparing investment opportunities.
A humorous look at some office behaviour!
This was my first time showing my ipad drawings during a business presentation... and it worked really well. Ok the humour helped but there was a serious message to get across about respect for others especially in open plan offices
IntelePeer is a next generation communications innovator that has operated an IP network delivering SIP Trunking services since 2003. It has a global voice peering grid that directly connects over 50 carriers and transacts over 24 billion minutes annually. IntelePeer's proprietary all-IP platform is transforming communications by providing a scalable and software-based platform to deliver voice, video, and unified communications across any location, capability, or device. IntelePeer offers value through fast time to market of 8-10 days to set up SIP trunking, competitive pricing through large volume purchases, and an easy business relationship with no long-term contracts required and free trials available.
The document summarizes information about the Three Stooges comedy group and Adolf Hitler. It discusses the real names and backgrounds of Moe Howard, Curly Howard, and Larry Fine. It also provides details about Hitler's rise to power in Germany. The document focuses on the Three Stooges' 1940 short film "You Nazty Spy" where they satirized Hitler and other Nazi figures like Goebbels through slapstick comedy, with Curly portraying various Nazi images in an exaggerated manner. It notes some of the clever plays on words and references the group included that got past censors at the time.
El documento habla sobre la guerra entre grupos armados en Colombia y los esfuerzos fallidos del presidente para dialogar con los indígenas. Expresa la necesidad de paz e igualdad para todos, y cómo personas dan su vida en enfrentamientos mientras los revolucionarios luchan por vivir o tener una sociedad justa. Concluye que cada persona vive lo que le toca vivir en este contexto crítico.
Punctuation is the system of symbols used to separate sentences and parts of sentences to make their meaning clear. Each symbol is called a "punctuation mark". Proper punctuation is important as was shown when an English teacher had students punctuate the phrase "woman without her man is nothing" with different meanings depending on if the men or women punctuated it.
Presentatie van Serge van Schie tijdens het eerste B1 event. Dit evenement werd op 21 September 2011 voor het eerst georganiseerd door B1 Detachering (als onderdeel van Tekst2000) in samenwerking met Microsoft. Het onderwerp van de dag was 21th Century Skills
The document describes new features in an updated expression builder software, including the ability to embed complex test logic using referencing, automatically generate variables from test parameters and properties, create virtual measurements using expressions, specify calculation domains and options, animate calculation algorithms, create choice inputs, customize soft keys, configure custom transducers, replay sample files with different method setups, control data density during acquisition, and use extra live displays to monitor tests.
Este documento presenta varias fuentes sobre cómo las personas pueden adoptar un estilo de vida más sostenible a través del ahorro de energía en el hogar, incluyendo recomendaciones para reducir el consumo de energía, conclusiones sobre los beneficios del ahorro de energía y ejemplos de tecnologías de energía renovable como la energía eólica casera.
The documents summarize several educational resources that involve interactive lessons, activities, and games related to various subjects. Some key details include:
- An interactive turtle pond game to estimate length and width, relating to measuring a human heart.
- A music video highlighting sight words and word blends to support literacy.
- An object-based activity around a lunch counter involved in the Greensboro sit-ins to teach history.
- A Venn diagram tool to organize information digitally.
A brief history of free and libre culture
South Africa's indigenous Khoisan engaged in gift-giving and a culture of freedom for more than 20 000 years. We all know about stone soup and the American potlatch. Perhaps you have heard about the Diggers and the Hippies? But what about the Zippies of the 90s? Or GNU-Linux and the Free Software Movement? Do you know the difference between Free as in Gratis and Free as in Libre? What about the Creative Commons and Online Mashup and File-Sharing? Voluntaryism and Counter Economics, Agorism and The Really Really Free Market.
David Robert Lewis is a horizon anarchist with more than 20 years provoking the establishment and generally kicking up the s***. He runs the popular Medialternatives Blog, works as a journalist and environmentalist and is active in a number of organisations including the People's Health Movement and the Wikimedia Foundation SA.
If you use free software, volunteer or contribute to free projects or are just interested in the possibility of freedom and a truly free culture, then this presentation is for you.
What: Doing it for ZIP – A brief history of free and libre culture
Who: David Robert Lewis: http://reconstructione.wordpress.com/
When: Friday, 2nd November 2012, 08h30 to 10h00
Where: At hubspace – Unit 102, Old Castle Brewery, Woodstock, Cape Town
Cost: FREE!
The document discusses how mobile usage is growing and will continue to grow significantly. It recommends that Prolific Entertainment prioritize their content for mobile devices and optimize their website for the small screens and usage patterns of mobile users. Mobile users want quick, efficient access to key information like the company's location and clients. With mobile usage increasing so dramatically, the document argues Prolific should adapt their website to be accessible and engaging on mobile to reach more users and see their business climb.
Yash Arya is an Indian national with over 11 years of experience in management consulting and industry. He has advised global businesses in growth strategies, business transformation, and operational excellence. He specializes in the consumer goods, healthcare, telecom, and energy sectors. Some of his responsibilities and accomplishments include increasing consulting revenues from $2M to $5M, advising on M&A deals totaling over $1B, and identifying over $800M in operational synergies and cost savings for clients. He holds an MBA from INSEAD and a Bachelor's degree in Supply Chain Management from Michigan State University.
Horizon 2013 Driving Global Adoption to Procurement Technology - A Cargill Ap...Zycus
"In 2010 Cargill, a $130B international producer and marketer of food, agricultural, financial and industrial products and services, initiated a project to reorganize the fragmented procurement function into a centralized Global Strategic Sourcing Function. One key missing element of a successful transformation was a spend visibility solution which could collect, categorize and disseminate spend data across the companies 70 plus business units, 30 plus ERP systems, 60 plus countries and more than a dozen languages. Cargill turned to Zycus’s spend analysis tool as their solution of choice.
Derek Batchlor will share Cargill’s approach to implementation of spend analysis tool and how they have been able to drive broad adoption of the tool by over half of the nearly 200 team members in Strategic Sourcing. "
James Gilchrist has over 20 years of experience in wine and hospitality industries, holding various roles such as Business Analyst, National Strategy & Execution Manager, Commercial Analyst, and Key Account Manager. He has a demonstrated track record of generating insights, driving initiatives, and delivering financial and operational improvements across multiple companies. Gilchrist also has a background in volunteer leadership through his role as President of the Old Ignatians Cricket Club.
The document discusses strategies for revenue growth in the banking sector. It summarizes findings from a PwC CEO survey that banks have mixed views on industry prospects and are focusing on transforming business models and simpler products. It also outlines PwC's revenue growth proposition to help banks address internal questions around business transformation and maximizing customer value, as well as external questions around market share growth and increasing fee-based income.
The document discusses various strategic management concepts for tourism including strategy formulation, modernization, diversification, integration, takeovers, joint strategies, divestment, liquidation, and strategic choice. It provides definitions and examples of these concepts. The strategy formulation process involves setting objectives, evaluating the environment, setting targets, analyzing performance, and choosing a strategy. Modernization aims to improve current business processes. Diversification expands into new markets or products. A takeover case study examines Kraft's acquisition of Cadbury. Joint strategies and divestment are discussed as options.
The document proposes an integrated service offering from Big Fish to transform purchasing organizations. It involves assessing the purchasing organization using a 360 degree framework to identify improvement opportunities. This includes performing diagnostics, conducting detailed assessments of key stakeholders, and defining improvement plans. The goal is to increase alignment and effectiveness within the value chain and towards business strategies and goals. Big Fish's "ART" approach involves assessment, recruitment, and training to build the right skills in purchasing teams.
The document discusses various strategies and structural options for shipping companies. It covers topics such as developing a strategic plan with goals, resources, competitive advantages and synergy. It also discusses market orientation with a focus on customers, competitors and coordination. Operational effectiveness aims to perform activities better while competitive strategy differs from competitors. Structural options include organic growth, acquisitions, joint ventures, alliances and networks to seek opportunities.
The document provides a summary of Prafulla Madhav Bhide's professional experience as a senior managerial professional with over 10 years of experience in supply chain management. It outlines his responsibilities and achievements in areas such as distribution, logistics, warehousing, procurement, inventory management, and team leadership. Key accomplishments include developing new distribution models, implementing process improvements, and achieving operational efficiencies.
Marlene Thayaprai Singh has over 15 years of experience in customer service and sales roles within the oil and petroleum industry. She has a secretarial diploma and computer skills training. Her current role is as an Indirect Channel Account Manager at Shell SA where she is responsible for managing motor factor relationships and delivering sales growth through these distribution partners. Previously she held various customer service and account management positions at BP SA between 2002-2014.
Marlene Thayaprai Singh has over 15 years of experience in customer service and sales roles within the oil and petroleum industry. She has held positions at BP SA and Shell SA supporting business-to-business customers and managing accounts. Currently she is the Indirect Channel Account Manager for Motor Factors at Shell SA, where she is responsible for growing sales and developing profitable relationships with motor factor partners.
Strategic management involves defining an organization's mission and objectives through decisions about how to effectively utilize resources within a changing environment. It has two phases: strategy formulation, which defines goals and selects strategies; and strategy implementation, which aligns organizational structures and processes with the chosen strategies. Generic competitive strategies include overall cost leadership, differentiation, and focus. Functional strategies cover marketing, finance, production, and personnel.
Jeffrey Smith has over 20 years of experience in business analysis, operations management, pricing strategies, and analytics. He currently works as a SAP Business Process Analyst for CHS Inc., where he has implemented systems for order to cash, service to cash, and commodity trading processes. He has extensive experience analyzing pricing strategies, maintaining profit margins, and developing financial models. He holds an MBA and has a track record of driving business results through process improvements and strategic initiatives.
John McCleland is a procurement professional with over 25 years of experience across multiple industries. He has expertise in category management, strategic sourcing, supplier relationship management, and contract management. Currently he is the Commercial Manager at Essential Energy, where he manages procurement categories with over $50 million in annual spend. Previously he held consulting roles developing procurement capabilities and implementing strategic sourcing projects to achieve significant cost savings for clients.
Relationship between working capital management nd profitabilitySoumitra Kansabanik
A statistical study has been conducted on few companies in FMCG sector to understand the relationship between working capital management and profitability
GRA Retail Supply Chain Whitepaper - Perspectives on Strategic InvestmentRebecca Manjra
Australian retail supply chains today must be capable of managing increasing customer expectations (lead-times, pricing, options), channel diversification (online, store, multi-channel, omni-channel) as well as increasingly complex product sourcing strategies.
There are few decisions in an executive’s career which can define one’s stewardship as a success. In today’s economic climate, where company boards are more cost conscious, increasingly such opportunities are emerging from significant supply chain investments with complex and sensitive payback timetables stretching over several years.
Creating a Culture of Cost Optimization discusses developing an organization-wide culture of cost optimization through strategic planning, clear communication, and understanding suppliers' industries. It recommends articulating how expense savings impact revenue, making cost reduction a shared initiative, committing to sustainable change, and leveraging supplier knowledge to gain value. Maintaining momentum requires incentives and continuous efforts to find long-term savings that can be reinvested.
This document contains the resume of Deepak Jain, who has over 21 years of experience in project management, business transformation, banking, financial services, and consumer goods. He has delivered over $20 million in business value through transformation projects and supply chain management. Currently he is an Assistant Vice President of Strategy and Execution at Mashreq Private Banking in Dubai. The resume lists his educational qualifications and certifications, employment history highlighting achievements across various roles, and annex with details of key assignments and responsibilities.
Jim Dixon is a manufacturing and supply chain executive with over 20 years of experience in complex, highly regulated industries. He has a proven track record of delivering cost savings, productivity improvements, and performance gains through strategic leadership of supply chain transformations and mergers. Dixon specializes in supply chain management, business planning and execution, cost reductions, and continuous improvement. His experience includes senior supply chain roles at Westinghouse Electric and GlaxoSmithKline Pharmaceuticals.
Digital marketing is the use of electronic devices and the internet to promote products and services. It allows businesses to engage consumers in a timely, relevant, personal, and cost-effective manner. The main objectives of digital marketing are to increase website traffic, brand recognition, search engine rankings, leads, online sales conversions, and internal communications. It uses a combination of push technologies like mobile messaging and pull technologies like banner ads. Key digital marketing channels include apps, websites, social media, and proprietary pages. Setting strategy is important and involves clarifying objectives, identifying target audiences, selecting appropriate channels, defining metrics, and benchmarking against competitors.
Samuel Palmisano, as CEO of IBM, led a large-scale restructuring of the company from focusing on hardware and software to becoming an integrated enterprise solutions company centered around emerging technologies. This included shifting IBM's business model from pure technology to outsourcing and services. Palmisano effectively communicated the objectives and need for change throughout the large organization. He invested in social media tools to better connect IBM's employees and identify new business opportunities. The restructuring process involved redesigning roles, rewarding high performers, acting on the company's philosophy, encouraging new initiatives, measuring progress, and celebrating successes to consolidate the organizational change.
This document analyzes issues with increasing inventory levels at a company and proposes alternative options. The key issues are excess inventory tying up money and exceeding the company's target debt ratio. Alternative options include continuing with 8 warehouses, consolidating to 1 or 2 centralized warehouses, or outsourcing warehousing. These options are evaluated based on transportation costs, fill rates, average inventory levels, responsiveness, and additional costs/benefits. The document concludes the company should choose the most cost-effective alternative to improve debt ratios while maintaining high customer satisfaction.
This document discusses organizational transformation and change. It defines three types of change: developmental, transitional, and transformational. Transformational change requires shifting assumptions and can impact culture, processes, jobs, skills, and policies. Introducing change is difficult and failures can cause projects to fail. Organizations typically go through stages of denial, resistance, exploration, and renewal when implementing change. The document also discusses Greiner's organizational lifecycle model and the importance of clear communication throughout the change process. It provides Digital Chocolate as a case study, outlining drivers of change and interventions like training and goal setting.
This document discusses media ethics and provides three case studies to illustrate important issues. It first defines media ethics and outlines three key areas: ethics of journalism, entertainment media, and media and democracy. It then analyzes three Indian cases involving alleged news manipulation at Zee TV, unbalanced coverage of medical malpractice on Satyamev Jayate, and invasion of privacy on a Zee TV reality show. The document concludes that mass media influences society greatly and should respect privacy while balancing the right to know with fair treatment of individuals.
The document discusses employee empowerment. It defines empowerment as giving front-line employees authority to make decisions through power sharing and trust building. The rationale for empowerment includes promoting creativity, better productivity and quality. Leaders must model empowering behaviors, inspire a shared vision, challenge processes and enable others. Inhibitors can include resistance from employees and management. Empowerment must be implemented through a supportive environment and overcoming inhibitors. Challenges include increased risk and slow decision making. Lessons on empowerment are provided from leaders like Fred Smith of FedEx and Steve Jobs of Apple.
A detailed analysis of tooth paste industry and its various brands. It also includes the behavioral study of consumer of which they consider while purchasing any tooth paste
Coca cola industry analysis (indian perspective)Ranjeet Singh
The document analyzes Coca-Cola Company and the soft drink industry. It outlines the objectives of studying Coca-Cola's market performance and competitors. It provides an overview of the global soft drink industry and Coca-Cola's company profile, including its long history, large product portfolio, and worldwide operations. Statistics on consumption trends by region are presented. Coca-Cola's past and present business in India is summarized. Porter's five forces, SWOT analysis, research methodology, data collection, analysis, and conclusions are covered at a high level.
Algypug Enclosures is an Indian company that manufactures industrial enclosures with a focus on acoustic enclosures. It has an employee base consisting of former Enclotek employees and new hires. The industrial enclosures market in India is worth Rs. 3000 crore and growing rapidly due to increased demand. While most orders are currently undifferentiated, standardization of enclosures can provide benefits like flexibility, strength, space optimization, and climate control. Algypug plans to expand in South India by reducing distributor dependence and developing its own sales force while avoiding the risks of pan-India expansion. It will pursue a branding strategy focused on standardized industrial enclosures with positioning around flexibility, quality, and strength.
The document describes the process flow for a cranberry cooperative that receives, stores, and packages cranberries. It involves receiving cranberries and weighing, grading, and dumping them into bins for dry or wet cranberries. For dry cranberries, the process involves destoning and dechaffing before packaging, while wet cranberries are dried before similar downstream processing. The cooperative receives 18,000 barrels per day, with 70% being wet cranberries. The document provides figures on labor and poses questions about identifying bottlenecks, calculating overtime costs and waiting costs, and making recommendations to address issues.
Benihana is a Japanese steakhouse chain known for its "Hibachi" style of cooking at the table. It opened its first restaurant in 1964 and had expanded to 15 units across the US, including 5 franchises, by 1972. Its initial strategies included using the Hibachi method to provide better customer service while keeping costs low, limiting the menu, and maintaining authentic Japanese ingredients and decor. However, franchising led to problems so it was discontinued. The document also discusses Benihana's marketing, operational, and expansion strategies, as well as its strengths like quality food and repeat customers and weaknesses like reliance on skilled chefs. It provides recommendations around reducing ad spending and pursuing retail food sales under a separate brand.
Ranjeet Kumar Singh is a market leader in refrigerators in India. It sells refrigerators in 3 sizes, has been profitable in recent years, and owns service depots in 12 cities. It also sells deep freezers and has significant cash reserves. The document discusses the market for air conditioners (ACs) in India. Friz Air is the market leader, while ABC Refrigerators faces competition from brands like Voltas and Kelvinator. When buying an AC, consumers prioritize durability, reliability, and price. After-sales service and guarantees are also important promotional factors. The analysis of buyer behavior found that most AC purchases are initiated by heads of households or wives. Financial position and weather most influence
The document summarizes the 2010 Deepwater Horizon oil spill in the Gulf of Mexico. It notes that the spill released 4.9 million barrels of oil over 87 days, covering an area of 130 by 70 miles and resulting in 11 deaths and over 6,000 animal deaths. It discusses BP's cleanup efforts including over $600 million spent on natural resource damage assessments, wildlife monitoring, promoting Gulf tourism and seafood industries, and community support. It also mentions lawsuits filed against BP and a $1.6 billion initial cost for BP.
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West marine case study
1. West Marine: Driving growth through
Shipshape Supply Chain Management
Case Solution
Submitted By
Ranjeet Kumar Singh (11BM60068)
2. West Marine: Merger with E&B
Incident
In 1997 , West Marine acquired an East Coast competitor, E&B Marine
Sales fell by almost 8 %
Peak-season out-of-stock levels rose more than 12%
Supply Chain was badly hit
West Marine not enough to support an organisation double its size
3. West Marine: Strategy Focus post 1998.. (1/2)
1. Leadership
Key players were changed by veterans from the industry
People were recruited based on experience in large and complex retail
organization
2. Strategy
Each executive was given the mandate to turn around his respective function
Strategic plan started with West Marine’s vision of being ‘the best boating
products company everyday’
Outlined performance indicator goals - ROE, cash flow, comp sales, EPS,
Productive Service Levels, Market Share and customer & associate satisfaction
SWOT analysis
4. West Marine: Strategy Focus post 1998.. (2/2)
3. People and Culture
Cultural Change drive on providing “better than expected customer service”
Leadership team addressed all the problems head on
Outside experts in cultural change were brought in
Significant effort was put in redefining roles
Silos mentality was transformed to new transparent communication
4. Systems and Processes
Every processes were reviewed and reinvented
Strategy was focused on take SG&A out of the business at the same time to starts
the operations more effectively
5. Supply Chain Collaborations
Particular emphasis on changing the Supply Chain Management Practices
Supply chain was more complex as compared to most speciality retailers.
E&B acquisition further compounded supply chain challenges by adding more
stores, new SKUs and different assortments.
Improvements started with team putting halt to all store expansion to relieve
immediate pressure
Critical importance was placed on improving end-to-end supply chain visibility and
effectiveness, driving down related costs and improving the level of SCM
collaboration within and outside west marine.
Also, later focus shifted to Collaborative planning, forecasting and replenishment
(CPFR).
6. CPFR: Implementation at West Marine (1/2)
Collaborative Planning, Forecasting and Replenishment- combined & capitalized
on the intelligence of multiple trading partners in the planning and fulfilment of
customer demand.
Works on the development of a single, shared forecast that supported the joint
plans of the trading partners
Clear performance measures are defined to document operational performance
expectations.
Risk is monetized so that partners faced clear financial consequences
Incentives were used to motivate collaborative, cooperative behaviour and to
share the benefits.
Exchange of more timely, complete and realistic forecast data, which led to higher
forecasting accuracy.
7. CPFR: Implementation at West Marine (2/2)
Linked best practices of sales and marketing divisions.
Adopted conventional order management, with the retailer driving forecast, order
planning and order generation.
Implemented a successful, robust linkage between the point-of-sale and DC
systems to maximize automation and mass-maintenance procedures which gave
multi-echelon replenishment solutions.
Implemented EDI using SPS commerce solution
Stock rates at the stores came close to the goals of 96% in every store
Forecast accuracy climbed up to 85%
On-time shipments were also improved.
8. STRATEGIES - For Proposed Takeover of BOATU.S.
Requirement of Vendor and SKU rationalization effort
If going for Dual-Branding Strategy and decides to maintain the BoatU.S. brand,
the company has to develop a more diverse product base and more unique
assortments.
Integration of the replenishment activities
Overall complexity involved in the supply chain integration of both companies is
high since both offered 50,000 SKUs via stores, internet and catalogues.
The experience gained from the CPFR needs to be used and applied for the
successful integration of two companies.
9. Recommendations for Acquiring BOATU.S. (1/2)
Seek long-term, holistic solutions, not quick or myopic fixes
Reconcile conflicting goals and metrics
Pursue inclusive problem-solving; do not depend upon “experts” who don’t have
accountability for the business
Install collaborative processes that encourage idea creation, shared problem
solving, and high adoption rates across organizational boundaries
Use a disciplined and iterative set of methodologies such as CPFR, SCOR, or Six
Sigma to help teams define issues, root causes, and solutions
Develop a culture of continuous improvement, particularly at the customer-facing
associate level
10. Recommendations for Acquiring BOATU.S. (2/2)
Create clear accountabilities and assign authority with a focus on core business
processes rather than on traditional organizational “silos” or loyalties
Commit to technology enablement for execution, communication, exception
management, and root-cause analysis
Reduce decision cycle times and Implement rapidly
Warehouse replenishment - Responds to all store-level overstocks and under
stocks which eliminates duplicate forecasting
Integration of DC in 30 days post acquisitions and in-store operations in 60 days