This document discusses global supply chain management and practices. It notes that the rate of change in global supply chains is high and will change predictably in the next decade. Much has been discovered about global supply chains that can benefit businesses. The document advises going for "optimal" rather than "best-in-class" supply chain practices and provides some examples of findings regarding practices in China. It also discusses forming global supply chain teams and councils to leverage opportunities across organizations.
Collaboration, commercialization, and co-production were key themes from presentations at a recent conference on translating knowledge from research into commercially viable products to help older Canadians. The Developing Regional Health Innovation Ecosystems team is working to create a theory of action for regional health innovation ecosystems to address this issue. They are using mixed methods and collaborative theory, developing an interactive global health and aging innovation map, and plan an international survey in the new year to identify factors that help build and sustain innovation ecosystems. They encourage conference attendees to provide input on innovation ecosystems the team should study.
The document provides a salary survey of jobs in the wind energy sector based on placements and candidate salary data from Eurostaff, a recruitment company. It finds that salaries vary by country due to differing tax rates and costs of living. Overall employment in wind energy is expected to grow substantially in Europe from 192,000 currently to 450,000 by 2020, driving increased demand for engineers, managers and other professionals.
Este documento presenta las bases teóricas del modelo socio-cognitivo en educación. Propone una perspectiva centrada en el desarrollo de capacidades y valores a través de un enfoque constructivista del aprendizaje. Se destaca la importancia de considerar las fuentes psicológica, pedagógica, sociológica y antropológica para lograr coherencia en el currículum escolar.
SCOR uma realidade em Logística. O modelo de pratica de negócio mais atualizado produzido de forma colaborativa por grandes empresas do mercado internacioal e organizado pelo SCC Supply Chain Council.
The document discusses the relationship between the CFO (Chief Financial Officer) and SCM (Supply Chain Management). It provides definitions for key financial terms related to operating cycles and cash flow. It also notes that SCM accounts for a large percentage of company costs and improving SCM processes can have significant financial impacts. The document states that CFOs are beginning to understand SCM's importance but find it unsatisfactory due to lack of financial rigor. Many CFOs are now taking a more active role in SCM.
O documento fornece informações sobre setembro de 2007. Ele não fornece detalhes sobre eventos, pessoas ou assuntos específicos. O documento simplesmente afirma que as informações são válidas para setembro de 2007, sem fornecer nenhum outro contexto ou detalhes.
El documento es una canción que expresa el deseo de ser un vagabundo que puede disfrutar de la ciudad de Sevilla, paseando por sus callejuelas estrechas y plazas llenas de colores, aspirando los aromas de las flores y lanzando piropos que se elevan con la brisa. También habla de compartir momentos en silencio y el deseo de vivir en la ciudad.
This document discusses the use of Web 2.0 tools and KET's EncycloMedia resources in 21st century classrooms. It provides examples of how photo sharing sites, digital storytelling tools, slidesharing sites, blogs, wikis, and other tools can be used to enhance blended learning and teach information literacy skills. Examples of specific tools mentioned include Blogger, Edublogs, Flickr, Animoto, MovieMaker, Photostory 3, and Voicethread.
Collaboration, commercialization, and co-production were key themes from presentations at a recent conference on translating knowledge from research into commercially viable products to help older Canadians. The Developing Regional Health Innovation Ecosystems team is working to create a theory of action for regional health innovation ecosystems to address this issue. They are using mixed methods and collaborative theory, developing an interactive global health and aging innovation map, and plan an international survey in the new year to identify factors that help build and sustain innovation ecosystems. They encourage conference attendees to provide input on innovation ecosystems the team should study.
The document provides a salary survey of jobs in the wind energy sector based on placements and candidate salary data from Eurostaff, a recruitment company. It finds that salaries vary by country due to differing tax rates and costs of living. Overall employment in wind energy is expected to grow substantially in Europe from 192,000 currently to 450,000 by 2020, driving increased demand for engineers, managers and other professionals.
Este documento presenta las bases teóricas del modelo socio-cognitivo en educación. Propone una perspectiva centrada en el desarrollo de capacidades y valores a través de un enfoque constructivista del aprendizaje. Se destaca la importancia de considerar las fuentes psicológica, pedagógica, sociológica y antropológica para lograr coherencia en el currículum escolar.
SCOR uma realidade em Logística. O modelo de pratica de negócio mais atualizado produzido de forma colaborativa por grandes empresas do mercado internacioal e organizado pelo SCC Supply Chain Council.
The document discusses the relationship between the CFO (Chief Financial Officer) and SCM (Supply Chain Management). It provides definitions for key financial terms related to operating cycles and cash flow. It also notes that SCM accounts for a large percentage of company costs and improving SCM processes can have significant financial impacts. The document states that CFOs are beginning to understand SCM's importance but find it unsatisfactory due to lack of financial rigor. Many CFOs are now taking a more active role in SCM.
O documento fornece informações sobre setembro de 2007. Ele não fornece detalhes sobre eventos, pessoas ou assuntos específicos. O documento simplesmente afirma que as informações são válidas para setembro de 2007, sem fornecer nenhum outro contexto ou detalhes.
El documento es una canción que expresa el deseo de ser un vagabundo que puede disfrutar de la ciudad de Sevilla, paseando por sus callejuelas estrechas y plazas llenas de colores, aspirando los aromas de las flores y lanzando piropos que se elevan con la brisa. También habla de compartir momentos en silencio y el deseo de vivir en la ciudad.
This document discusses the use of Web 2.0 tools and KET's EncycloMedia resources in 21st century classrooms. It provides examples of how photo sharing sites, digital storytelling tools, slidesharing sites, blogs, wikis, and other tools can be used to enhance blended learning and teach information literacy skills. Examples of specific tools mentioned include Blogger, Edublogs, Flickr, Animoto, MovieMaker, Photostory 3, and Voicethread.
This document summarizes new features and content coming to the Discovery Education streaming platform this summer. It outlines expanded content libraries with over 100 new titles, higher video resolution, improved search functions, and enhanced reporting and site administration tools. New features for students include a single student center for streaming videos and science content. Teachers will be able to publish selected content and assignments to students.
The document summarizes an arts toolkit professional development workshop presented by Missi Baker. It describes the contents and organization of the drama, dance, visual arts, and music toolkits. The toolkits contain lesson plans, videos, binders, and other resources to help teachers incorporate the arts into their classrooms using materials aligned to state standards. The workshop provided examples of drama, dance, and visual arts activities teachers could implement using the toolkit resources.
This document summarizes new features coming to the Discovery Education streaming platform in summer 2008, including expanded content, higher video resolution, improved search capabilities, and enhanced site administration and reporting tools. It outlines new content being added, as well as improvements to the student access center, teacher tools, and site layout and design.
The document provides an overview of basic video production concepts and techniques. It discusses the three phases of production as pre-production, production, and post-production. It also outlines different types of camera shots including close-ups, wide shots, and medium shots. Common mistakes like too much headroom and shaky cameras are also mentioned.
The document discusses supply chain management concepts including the SCOR (Supply Chain Operations Reference) model. SCOR is a process reference model developed by the Supply Chain Council to help companies define and measure supply chain processes. It provides a framework to measure performance at different levels, from overall supply chain metrics to more granular process metrics. The document also discusses how benchmarking with SCOR allows companies to compare their supply chain performance to peers.
This document discusses supply chain management as a competitive advantage. It begins by outlining global business scenarios and the challenges facing global automotive suppliers. It then discusses trends in Brazil, including projected growth in industries like construction, oil extraction, and infrastructure. The document emphasizes the importance of visibility and integration across the supply chain from suppliers to customers. It presents SCM solutions like demand planning, supply network planning, and production planning as ways to improve forecasting, optimize production plans, and increase visibility. Finally, it discusses strategic sourcing and the value procurement can provide in transforming savings into operational results.
This document discusses leveraging a global supply chain in the consumer goods industry. It explains that organizations must source and produce goods globally to take advantage of efficiencies worldwide. While global sourcing has advantages, it also adds complexity to coordinate. The document outlines key elements of a global supply chain, including suppliers, production facilities, distribution centers, and customers around the world. It also notes both benefits and costs to consider when establishing an international supply chain strategy.
The document provides an introduction to supply chain risk management. It defines key terms like supply chain management, risk, and supply chain risk management. It discusses how SCM has grown in modeling supply chain networks and coordinating material, information and money flows. Risks in supply chains can arise from operational fluctuations, natural disasters, and man-made crises. Effective SCRM is important for firms to manage risks. The document also summarizes literature on general SCRM frameworks, defining risks, and identifying common types of supply chain risks like supply, production and demand risks.
This document provides an introduction to supply chain risk management. It defines key terms like supply chain management, risk, and supply chain risk management. It discusses how risks can impact material, financial and information flows in a supply chain. It also presents frameworks for analyzing supply chain risks, including looking at supply chains as networks of sourcing, production and delivery processes. The document summarizes relevant literature on defining and approaching supply chain risk management.
This introductory presentation is an overview of BCTIM's objectives and activities. It was delivered by Prof. Panos Kouvelis, Director of BCTIM and Emerson Distinguished Professor of Operations & Manufacturing Management at the 7th annual BCTIM Industry Conference.
This document provides information about an upcoming food procurement conference to be held in Sydney on June 2nd and 3rd, 2015. It includes an agenda with sessions on topics like unlocking competitive advantage through procurement, global food demand and supply trends, managing risks in extended supply chains, and the impact of trade agreements. Featured speakers are procurement executives from companies like Coca-Cola Amatil, Treasury Wine Estates, Lion Co, and Bega Cheese. The conference aims to help attendees understand drivers of change in the food sector, learn strategies for managing risk and building skills, and identify opportunities to deliver further value through procurement.
Implement Consulting Group has summarised the strategic levers into five supply chain megatrends.
1.Multiple Supply Chains
2. Move On or Move Home
3. Green and Sustainable Supply Chains
4. Global Supply Chain Risk Management
5. Managing Supply Chain Complexity
This document summarizes a presentation given by Professor Alan Waller on how supply chain and procurement can work together to ensure business success. The presentation discusses how changing consumer demands and global competition are putting pressure on supply chains. It also examines how integrating supply chain strategy with overall business strategy is key to success. The presentation uses a case study of a major consumer goods company in Indonesia to illustrate a successful supply chain transformation that improved market share. It emphasizes that people issues like culture and leadership are often the biggest barriers to implementing supply chain strategies, and that both technical skills and cross-functional collaboration are needed for strategies to succeed.
This document discusses opportunities for innovation with AVIA. It begins by outlining the author's experience in management, sales, innovation, framework development, planning, and touchpoint management. It then provides examples of cases the author has worked on, including Pfizer and Firestone. The document also summarizes the author's audit of AVIA and its market to develop ideas. It emphasizes that health care delivery needs massive-scale innovation to achieve higher performance and sustainable affordability in the face of rising costs, an aging population, new technologies, and expanding coverage.
The ascendancy of supply chain
In 2005 Gartner released a survey that showed that over 50% of the supply chain is now managed outside of the enterprise. It is no longer an internal function and the success of the business is now down to the success of the extended supply chain. So what does this mean for todays Supply Chain and logistics leaders? How must you adapt to change and what should you expect?.
Learn about
The increasing awareness of supply chain
The ascendancy of supply chain leaders to the board room
How to sell your SCL function to internal business functions
Changing the CEO's view of SCL from a cost to a value added process
China presentation Council of Supply Chain Executives David Alexander
April 2, 2015 to the Council of Supply Chain Professionals, University of South Florida chapter on the impact China has, does and will have on Supply Chain professionals.
This document summarizes new features and content coming to the Discovery Education streaming platform this summer. It outlines expanded content libraries with over 100 new titles, higher video resolution, improved search functions, and enhanced reporting and site administration tools. New features for students include a single student center for streaming videos and science content. Teachers will be able to publish selected content and assignments to students.
The document summarizes an arts toolkit professional development workshop presented by Missi Baker. It describes the contents and organization of the drama, dance, visual arts, and music toolkits. The toolkits contain lesson plans, videos, binders, and other resources to help teachers incorporate the arts into their classrooms using materials aligned to state standards. The workshop provided examples of drama, dance, and visual arts activities teachers could implement using the toolkit resources.
This document summarizes new features coming to the Discovery Education streaming platform in summer 2008, including expanded content, higher video resolution, improved search capabilities, and enhanced site administration and reporting tools. It outlines new content being added, as well as improvements to the student access center, teacher tools, and site layout and design.
The document provides an overview of basic video production concepts and techniques. It discusses the three phases of production as pre-production, production, and post-production. It also outlines different types of camera shots including close-ups, wide shots, and medium shots. Common mistakes like too much headroom and shaky cameras are also mentioned.
The document discusses supply chain management concepts including the SCOR (Supply Chain Operations Reference) model. SCOR is a process reference model developed by the Supply Chain Council to help companies define and measure supply chain processes. It provides a framework to measure performance at different levels, from overall supply chain metrics to more granular process metrics. The document also discusses how benchmarking with SCOR allows companies to compare their supply chain performance to peers.
This document discusses supply chain management as a competitive advantage. It begins by outlining global business scenarios and the challenges facing global automotive suppliers. It then discusses trends in Brazil, including projected growth in industries like construction, oil extraction, and infrastructure. The document emphasizes the importance of visibility and integration across the supply chain from suppliers to customers. It presents SCM solutions like demand planning, supply network planning, and production planning as ways to improve forecasting, optimize production plans, and increase visibility. Finally, it discusses strategic sourcing and the value procurement can provide in transforming savings into operational results.
This document discusses leveraging a global supply chain in the consumer goods industry. It explains that organizations must source and produce goods globally to take advantage of efficiencies worldwide. While global sourcing has advantages, it also adds complexity to coordinate. The document outlines key elements of a global supply chain, including suppliers, production facilities, distribution centers, and customers around the world. It also notes both benefits and costs to consider when establishing an international supply chain strategy.
The document provides an introduction to supply chain risk management. It defines key terms like supply chain management, risk, and supply chain risk management. It discusses how SCM has grown in modeling supply chain networks and coordinating material, information and money flows. Risks in supply chains can arise from operational fluctuations, natural disasters, and man-made crises. Effective SCRM is important for firms to manage risks. The document also summarizes literature on general SCRM frameworks, defining risks, and identifying common types of supply chain risks like supply, production and demand risks.
This document provides an introduction to supply chain risk management. It defines key terms like supply chain management, risk, and supply chain risk management. It discusses how risks can impact material, financial and information flows in a supply chain. It also presents frameworks for analyzing supply chain risks, including looking at supply chains as networks of sourcing, production and delivery processes. The document summarizes relevant literature on defining and approaching supply chain risk management.
This introductory presentation is an overview of BCTIM's objectives and activities. It was delivered by Prof. Panos Kouvelis, Director of BCTIM and Emerson Distinguished Professor of Operations & Manufacturing Management at the 7th annual BCTIM Industry Conference.
This document provides information about an upcoming food procurement conference to be held in Sydney on June 2nd and 3rd, 2015. It includes an agenda with sessions on topics like unlocking competitive advantage through procurement, global food demand and supply trends, managing risks in extended supply chains, and the impact of trade agreements. Featured speakers are procurement executives from companies like Coca-Cola Amatil, Treasury Wine Estates, Lion Co, and Bega Cheese. The conference aims to help attendees understand drivers of change in the food sector, learn strategies for managing risk and building skills, and identify opportunities to deliver further value through procurement.
Implement Consulting Group has summarised the strategic levers into five supply chain megatrends.
1.Multiple Supply Chains
2. Move On or Move Home
3. Green and Sustainable Supply Chains
4. Global Supply Chain Risk Management
5. Managing Supply Chain Complexity
This document summarizes a presentation given by Professor Alan Waller on how supply chain and procurement can work together to ensure business success. The presentation discusses how changing consumer demands and global competition are putting pressure on supply chains. It also examines how integrating supply chain strategy with overall business strategy is key to success. The presentation uses a case study of a major consumer goods company in Indonesia to illustrate a successful supply chain transformation that improved market share. It emphasizes that people issues like culture and leadership are often the biggest barriers to implementing supply chain strategies, and that both technical skills and cross-functional collaboration are needed for strategies to succeed.
This document discusses opportunities for innovation with AVIA. It begins by outlining the author's experience in management, sales, innovation, framework development, planning, and touchpoint management. It then provides examples of cases the author has worked on, including Pfizer and Firestone. The document also summarizes the author's audit of AVIA and its market to develop ideas. It emphasizes that health care delivery needs massive-scale innovation to achieve higher performance and sustainable affordability in the face of rising costs, an aging population, new technologies, and expanding coverage.
The ascendancy of supply chain
In 2005 Gartner released a survey that showed that over 50% of the supply chain is now managed outside of the enterprise. It is no longer an internal function and the success of the business is now down to the success of the extended supply chain. So what does this mean for todays Supply Chain and logistics leaders? How must you adapt to change and what should you expect?.
Learn about
The increasing awareness of supply chain
The ascendancy of supply chain leaders to the board room
How to sell your SCL function to internal business functions
Changing the CEO's view of SCL from a cost to a value added process
China presentation Council of Supply Chain Executives David Alexander
April 2, 2015 to the Council of Supply Chain Professionals, University of South Florida chapter on the impact China has, does and will have on Supply Chain professionals.
Next-generation supply chains Efficient, fast and tailored: Key findings from...Infinite Myriaads
The document summarizes the key findings from PwC's 2013 Global Supply Chain Survey, which collected data from over 500 supply chain executives. The survey compares "Leaders", the top 20% of companies based on financial and operational performance, with "Laggards" in the bottom 20%. The summary finds that Leaders achieve significantly better delivery, inventory turnover, and profitability numbers. However, only 45% of respondents view the supply chain as a strategic asset. The survey identifies six findings that help explain how Leaders operate more efficiently: 1) Recognizing supply chain as strategic leads to 70% higher performance. 2) Leaders focus on delivery, cost, flexibility. 3) Leaders tailor supply chains for customer segments. 4
The document discusses strategies for innovation at both the societal and organizational levels. It provides 10 rules for strategic innovators, which include having clarity of direction, clear communication, reducing bureaucracy, shared purpose, implementing R&D at institutional and local levels, tolerating risks and failures, quickly dropping things that don't work, being irreverent to established norms, funding "crazy ideas", and avoiding an accounting approach. It also discusses managing the present while selectively forgetting the past to create the future, and the need for a strategic balance between competition in the present and future.
An application of Supply Chain Managment on present business organizationsDepesh Banik
The document discusses supply chain management and its application in present business organizations. It defines supply chain as a network of facilities working together to procure materials, transform them into products, and distribute the finished products to customers. The objectives are to understand how supply chain concepts are applied, how supply chains work within organizations, and how supply chain adaptations affect organizations. Research was conducted through literature reviews and interviews with supply chain professionals.
Glenn Steinberg, EY's Global Supply Chain Leader, discusses how the COVID-19 pandemic magnified existing supply chain issues and drove companies to focus on resilience, sustainability, and visibility. Steinberg leads over 5,000 supply chain consultants at EY in helping clients build more autonomous and sustainable supply chains through emerging technologies like AI, blockchain, and digital twins. He predicts that by 2025, most supply chains will begin to transition from hybrid to autonomous models with real-time data sharing between all participants.
AHRQ’s Health Care Innovations Exchange held a Web event on Innovative Health Care Policies: Using ACO Principles and Financial Incentives to Improve Health Outcomes on January 29, 2013. For more information, visit https://innovations.ahrq.gov/events/2013/01/innovative-policies-using-aco-principles-and-financial-incentives-improve-health.
ARC's John Blanchard CPG Presentation @ ARC's Industry Forum 2009ARC Advisory Group
ARC's John Blanchard CPG Presentation @ ARC's Industry Forum 2009 in Orlando, FL. Opportunities and Challenges for the Food, Beverage, and CPG Industries.
Food, beverage, and CPG manufacturers find themselves caught between slow growth, rising costs, waning pricing power, accelerated regulatory and customer requirements, and a growing percentage of sales from a limited number of powerful and demanding retailer, and increasingly limited capital, human, and even material resources.
Finding Opportunity in Supply Chain ComplexityRedPrairie
Today's global supply chains and hyper-connected consumers create unprecedented challenges for businesses in every industry, from food service to high tech to CPG to retail. RedPrairie CEO recently delivered this presentation to the 1,200 attendees of the Georgia Logistics Summit, where he described the challenges inherent in the ecosystem and highlighted opportunities within these challenges to earn competitive advantage.
"Finding Opportunity in Complexity" is a presentation I developed to describe the challenges inherent in today's global supply chain ecosystem and also to highlight the opportunities available to organizations that understand how to look for them.
Woolworths Ltd CEO Grant O'Brien addressed the QUT Business Leaders' Forum, saying that innovation, research, and customer-oriented transformation are key to surviving in the rapidly changing retail landscape. He noted that Woolworths' $1 million investment to fund the Woolworths Chair of Retail Innovation at QUT would help the sector better recognize customer needs. Professor Jan Recker, the inaugural Chair of Retail Innovation, argues that evidence and innovation pave the way to the future. He advocates for evidence-based decision making over relying on status or intuition. Evidence-based organizations can capitalize on internal and external evidence to increase innovation success rates.
Scoring High on the Supply Chain Maturity Modelaconris
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
O documento descreve um programa de prevenção de acidentes com o objetivo de minimizar riscos através de mapeamento de rotas, análise de pontos de parada, monitoramento de motoristas e veículos. O programa inclui estudos de acidentes anteriores, palestras de segurança, checklists de veículos e rastreamento com foco em prevenção.
O documento discute os desafios atuais do transporte de carga no Brasil, como congestionamento, custos crescentes e problemas de segurança. Propõe soluções logísticas colaborativas e troca de frota para lidar com esses problemas e permitir novos caminhos para o setor.
O documento discute os desafios da logística na era da internet 3.0 e da gestão de demanda. Apresenta como a previsão da demanda está sendo afetada por fatores como redes sociais e notícias em tempo real, tornando mais difícil prever demandas futuras. Também explica os componentes da gestão de demanda, incluindo previsão, ação no mercado, canal de comunicação e priorização.
O documento discute como pessoas com conhecimento ultrapassado podem enfrentar um mundo em constante mudança. Ele sugere que é necessário atualizar continuamente o conhecimento para acompanhar as rápidas transformações técnicas e sociais.
Sergio Grisa tem experiência em projetos complexos de implementação de software e processos de negócios em TI. Ele gerenciou projetos em diversas indústrias na América Latina desde 1992, incluindo ERP, MRP, CRM e BI. Seu currículo destaca sua capacidade de liderança, gestão de riscos e entrega de valor aos clientes.
Sistema de Gestão de Documentos
- Sistema de Gestão de Documentos
- Fluxo de aprovação de documentos
- Controle de versões
- Busca por metadados
- Segurança e controle de acesso
- Integração com outros sistemas
O documento resume o histórico profissional de Sérgio Grisa entre 2000 e 2008, com experiências em consultoria, gerência de produto e marketing. Ele passou por funções como consultor, gerente de projeto, gerente de produto e gerente de marketing, trabalhando em projetos para empresas como Grendene e na estruturação de departamentos de marketing.
O documento discute a ruptura de produtos na indústria varejista. Apresenta dados de pesquisas anteriores que mostraram que a taxa média de ruptura é de cerca de 8%, variando por categoria de produto e dia da semana. Quando os consumidores não encontram um produto, a reação mais comum é comprar em outra loja ou substituir a marca. O documento argumenta que solucionar o problema da ruptura é importante para aumentar a satisfação dos clientes e as vendas.
[1] O documento discute os desafios crescentes na integração entre o planejamento de marketing e a cadeia de suprimentos de empresas, devido à maior complexidade das cadeias de suprimentos atuais.
[2] As empresas enfrentam pressão para oferecer uma variedade maior e mais customizada de produtos, ao mesmo tempo em que a diversificação de formatos de varejo gera desafios logísticos e comerciais.
[3] A busca por ampliação da oferta de produtos as vezes vem acompanhada de complex
O documento discute a tecnologia de captura de dados através da voz, resumindo: 1) Os 5 mitos mais comuns sobre a tecnologia; 2) Como a tecnologia funciona através de dispositivos móveis e software; 3) Os benefícios da tecnologia incluem maior produtividade, precisão e uniformidade na produção.
O documento fornece uma introdução à tecnologia RFID, explicando o que é RFID, seus principais componentes e como funciona, além de apresentar casos reais de aplicação e perspectivas futuras para o Brasil.
Esta palestra reudeu muito comentários, positivos! Sim, negativo também. Normalmente quem se opõe não recomenda mas critica. È o mesmo que formigas que reconhecem e cigarras que questionam.
Let me apply Bayes' theorem to determine the conditional probability of market entry given the indicator:
P(A|I) = P(I|A) * P(A) / P(I)
Where:
P(A) = Prior probability of market entry = ?
P(I|A) = Probability of observing the indicator, given market entry = ?
P(I) = Prior probability of observing the indicator = ?
By applying the known values and solving the equation, I can determine the conditional probability P(A|I) that answers your question. Please let me know if you need any of the assumptions or calculations explained further.
Boss: "Good approach. Now execute and
O documento descreve os serviços de geomarketing oferecidos pela empresa GeoSolution, incluindo coleta e análise de dados, geocodificação, criação de mapas e consultoria para tomada de decisões de negócios.
O documento discute a integração de sistemas heterogêneos através de uma abordagem baseada em serviços (SOA) utilizando um Enterprise Service Bus (ESB). O TOTVS ESB é apresentado como uma solução completa para integrar aplicações de forma flexível, independente de plataforma ou tecnologia, com monitoramento e configuração gráfica.
O documento discute a indústria logística na China, destacando que a China é um importante ponto de fusão entre inovação e estratégia logística. Apresenta casos como a General Motors e a China Railway Modern Logistics Technology e discute desafios e oportunidades para negócios na China.
O documento discute o CT-e (Conhecimento de Transporte Eletrônico), um documento digital que substitui documentos fiscais relacionados a transporte de cargas. Detalha as vantagens do CT-e, como redução de custos de impressão e armazenamento de documentos, e discute o escopo funcional do software TOTVS Série 3 para Transportadoras, que permite a emissão de CT-es e gestão de processos relacionados ao transporte de cargas.
1) O documento discute a integração entre o Go-To-Market (GTM) e a cadeia de suprimentos, do desenho à operação.
2) As empresas enfrentam desafios de atender a demanda por maior variedade e customização de produtos de forma eficiente devido à complexidade das cadeias de suprimentos atuais.
3) A resposta pode estar na integração entre o GTM e a cadeia de suprimentos, desde o entendimento do valor para o cliente até a execução de modelos de operações customizados para diferentes segmentos.
T04 gestão de transporte &tecnologias de informação aplicadasSergio Grisa
1. O documento discute a gestão de transporte e tecnologias de informação aplicadas.
2. Ele aborda conceitos de pilotagem de transporte, tecnologias de informação usadas e oportunidades de otimização.
3. O documento também apresenta a ID Logistics e suas operações globais e no Brasil.
T04 gestão de transporte &tecnologias de informação aplicadas
In Search Of Global Scm
1. In search of global supply chain management Professor Matthew A. Waller, Ph.D. Garrison Endowed Chair in Supply Chain Management
2. Agenda Introductory comments and background Rate of change of the global supply chain is surprisingly high in many different dimension but the rate will change predictably in important ways in the next decade Much has been discovered about the global supply chain that is useful to global business Be careful about “best-in-class” or “world-class” global supply chain practices; go for “optimal” global supply chain practices A Key Take-Away mwaller@walton.uark.edu
3. Agenda Introductory comments and background Rate of change of the global supply chain is surprisingly high in many different dimension but the rate will change predictably in important ways in the next decade Much has been discovered about the global supply chain that is useful to global business Be careful about “best-in-class” global supply chain practices; go for “optimal” global supply chain practices A Key Take-Away
5. Agenda Introductory comments and background Rate of change of the global supply chain is surprisingly high in many different dimension but the rate will change predictably in important ways in the next decade Much has been discovered about the global supply chain that is useful to global business Be careful about “best-in-class” global supply chain practices; go for “optimal” global supply chain practices A Key Take-Away
11. Glass Ceiling of Institutional Quality Antonio Fatas and Ilian Mihov, “The 4 I’s of Economic Growth,” Insead, http://faculty.insead.edu/fatas/wall/ downloaded 9/15/09.
13. Agenda Introductory comments and background Rate of change of the global supply chain is surprisingly high in many different dimension but the rate will change predictably in important ways in the next decade Much has been discovered about the global supply chain that is useful to global business Be careful about “best-in-class” global supply chain practices; go for “optimal” global supply chain practices A Key Take-Away
18. Chinese and American consumers have very different perceptions of what is “fair” pricing
19. For Chinese consumers, animosity toward a foreign country negatively affects their purchase of products from that country
20.
21. Optimal Level of Supply Chain Technology Land Cost Labor Cost Optimal SCT Regulations
22. Agenda Introductory comments and background Rate of change of the global supply chain is surprisingly high in many different dimension but the rate will change predictably in important ways in the next decade Much has been discovered about the global supply chain that is useful to global business Be careful about “best-in-class” global supply chain practices; go for “optimal” global supply chain practices A Key Take-Away
23. … are involved in addressing a number of global business opportunities and threats, and leveraging economies of scale, and scope, as well as leveraging shared learning Global Teams
24. Global Supply Chain Strategy Council Defines, creates, and manages new Global Supply Chain Teams Purpose, Objectives, What is not included, What success looks like, Ending date Careful wording for purpose Elevator pitch created Spans the boundaries of the organization Identifies opportunities for EO scale & scope
Good morning! Walker, that was a very interesting presentation. I’m pleased that several of our students were here to listen to your presentation. Thank you so much. As a faculty member, I would like to extend thanks to all of the executives from Walmart and the suppliers that are here participating in our 9th annual Emerging Trends in Retailing Conference, which this year is titled “World Trends in Retailing.” Our students and faculty are truly blessed to have your engagement with the Walton College. Since arriving here in 1994, Walmart and the supplier teams have been very influential in my teaching and research. It has also had significant impact on my doctoral students. Over the years my research topics have included, for example, “When is it optimal to cross dock versus holding inventory in a DC? What is the optimal size of a case pack given shelf space, demand, forecast error, lead time, and frequency of replenishment? How can POS and orders be combined to improve order forecast accuracy? How can replenishment managers be trained to improve their judgment?After finishing my PhD at Penn State, I took my first faculty position in Michigan. When I arrived here in 1994, my research interests quickly changed from manufacturing to retail and consumer products supply chain management. The supplier teams in town really intrigued me. I often asked them, “why is your team here?” “Is it a sales team?” There were very few teams here then but rarely was it obvious that the team had a very well defined charter. Here it is 2009, and I still ask that question. For some of the teams I have now asked that question to the 6th generation of team leader. I also ask it to other members of the team. You might wonder what that has to do with my presentation, “In Search of Global Supply Chain Management,” but at the very end of the presentation, I will explain the connection.For many years now I have been running the Walton College Study Abroad to China. I take a group of students to China for either 2 weeks or a month, depending on the program, and we tour transportation infrastructure, manufacturing companies, US CPG companies, the WMT DC in Tianjin, cultural sites, the largest deepwater container port in the world, the US Embassy, and everything from modern retail to wet markets. I also teach students how to use public transportation in China such as the subway system. There are many in this room that have helped me arrange these tours with your companies and I want you to know that I am grateful to you and so are our students.One of the classes I am currently teaching is Modeling Retail and Consumer Products SCM. Part of that class involves a project with WMT to create a tool and process for selection of the optimal distribution channels in global markets. Projects like that and your help with Study Abroad are invaluable to the students. Thank you very much.
I will go through these three points and then give you a key take away that ties these three together and make a recommendation. These three bullets can be thought of as concepts that companies are struggling to incorporate.
Over the past year and a half I have lived in Shanghai, China. We had our first cohort of our EMBA program meet in China and I went over, started it, and ran it there. Soon before we moved to China I helped select a partner in China and worked on a partnership with a Chinese university. We already had partners in China but we needed a special partner for this program. While I was there managing the program I also conducted several studies. Some included laboratory experiments with forecasters and inventory managers. I compared how they made decisions to how they are made in the US. I am currently studying lean manufacturing practices in China and comparing them to the US. I have also done ethics research in China. Some colleagues of mine and I are conducting research in China, India, Israel, and the US, looking for optimal responses to accusations of corporate wrongdoing.Before I tell you about that let me give you some more background. Our EMBA cohort that we ran in China had several executives from Wal-mart China, P&G, KCC, and other companies. Part of my responsibility was managing the student projects. Each student was responsible for a project where they had to utilize concepts they were learning in the program and apply it to something in their company. Most of the students had projects that had economic returns in the millions of dollars.For this particular study, I interviewed country general managers, used archival data, and used previous research of others.
Here is where I lived. In the one of the largest expat communities in the world. The reason this helped with my research is that I lived in the same area as some of the best international general managers in the world. My research started out with interviews. Originally my criteria were that the GM must have at least 10 years of experience in China, they must be working for a US multinational, they must be fluent in Mandarin, and their company must be profitable in China. After several interviews, I broadened my criteria because I continued to find interesting GMs in my expat community, some working for German companies, some British companies, and others Italian companies. I also ran across people I wanted to interview that had nothing to do with CPG but had some great insight. Many had experience as country general managers in other countries as well. This was important because my research was not really China-focused but rather global in nature. I had 2 hour recorded interviews.
I’m just going to give you one example because I don’t have time to go through all of them. The Financial Times 500 lists the top 500 companies in the world based on market capitalization.
So what we can see from this is that the change is rapid, just in the past few years. We have all seen surprising facts like this and I could share many others. These rapid changes have many implications. Obviously, they have implications for competition. They also have implications for supply and distribution channels. Some Chinese suppliers that were only capable of regional distribution a few years ago now have a global reach. This may change assumptions within the design of the supply chains. However, there is often an assumption that things will keep changing in a certain direction. I do believe we are going to see more and more companies from China and India on the Financial Times 500 list. At the same time, there are leading indicators that are perhaps considered esoteric, that may be warning of potential changes in the rate of change.
Institutional quality entails … On the vertical axis is institutional quality and on the horizontal axis is GDP per capita. What we see is that if IQ is not above a certain level, then countries GDP per capita does not exceed about $13,000. As you can see, Saudi Arabia is an exception that probably doesn’t surprise you.This is just an example of the existence of certain variables that can affect how things will change or not change in the future. Although there are many well-known variables like this, they are often ignored and simple linear projections are made.
These cost about 2,000 RMB or about $300 each. This rapid growth has many implications for marketing but it also has implications for supply chain. This exponential growth continues this year. On the one hand, it is creating shortages of certain parts. Pizza Hut, and others are using them for urban deliveries. There are many opportunities for their use in urban physical distribution but it is often difficult for those of us from the US to get our heads around their use so we continue to try to force impossible solutions like large trucks.These are just a couple of examples of rapid changes that are occurring that can have significant impacts on the supply chain but are often ignored but should be taken into account. In the global supply chain it is essential to be spanning the boundaries of the organization because there are so many things occurring that are having an impact or will shortly have an impact on the global supply chain.A competency is required for scanning the boundaries on the one hand, but on the other, translating them into implications that can be viewed in terms of opportunities and threats. At the end of the presentation I will return to this point.
Next, Much has been discovered about the global supply chain that is not well known. Just in the past few years the volume of research on the global supply chain and its management has swelled yet most managers are not aware of it. I will just give you a few examples. Even if you are aware of it, it still takes some specific competencies to implement. I will come back to that point at the end of the presentation.
All of these are based on rigorous studies that have been conducted empirically and they have particular conditions that must hold for them to be applied appropriately. This is a very small percentage of results that can be found and I just picked a few that focused on China. My purpose in showing you this is simply to give you some indication of how much is being discovered. At the end, I will propose an approach discovering these and implementing them. I will now give you an example of how understanding history can help with understanding global SCM issues. In my search for GSCM, history is one of the first places I turned. I continue to be amazed at what I am finding and how things often stay the same. I will just give you one example here.
Be careful about “best-in-class” and “world-class” when it comes to the global supply chain. We don’t need world class, we need optimal.
World class doesn’t lead to ROI maximization.On the other hand, sometimes the very practices that work in the US are exported to other countries even thought they don’t make sense from a total cost perspective.
To be able to interpret and act upon the unprecedented change in the global supply chain, To be able to scan and take into account what we do know about the global supply chain,To go for optimal and avoid trite “world-class” arguments,We need to develop a competency in rolling out global supply chain teams.Global Teams have become quite common in the past few years among leading multinationals.
Global Teams are small groups of people from different regions, countries, divisions, and/or functions. These have become very popular. Living and working in China, I have the opportunity to learn from many different people involved in these teams from many different industries. Many people believe that these types of teams are necessary to achieve economies of scale, scope, and leveraging shared learning. Not sufficient but necessary. Some research suggests that less than a fifth of such teams are successful. So this is interesting, to succeed in leveraging your global footprint for economies of scale, scope and shared learning, something is necessary that is usually not successful. This creates an opportunity. Here is where this comes back to my conversation at the beginning about my questions to the account teams in town. If you ask people on these teams why they exist, many of them can’t give you a clear explanation of why they exist, what success will look like, and where they are not responsible. When do they end?
One set of teams would be focused on global supply chain modeling.If you are interested in this topic, please let me know because I am considering putting together a small group of non-competing companies to explore approaches to making such teams successful. Since this seems to be a key to unlocking the opportunity for capturing global economies of scale and scope, it would be great to discover approaches to succeeding with them.