This document provides instructions for an assignment to review an article on global sourcing strategies for maintenance, repair, and operations (MRO) goods and services. Students are asked to identify how their own organization or a familiar organization could improve in areas like identifying spend types, finding global suppliers, using integrated supply approaches, and tracking supplier performance. They are to submit a 2-3 page paper following APA style and citing at least two additional sources. The document also contains the full text of the source article, which discusses strategies used by various large companies for global MRO sourcing.
FIELD ASSIGNMENT 4 SMILE DAY Goals and Skills Student.docxmglenn3
FIELD ASSIGNMENT 4
SMILE DAY
Goals and Skills: Students are asked to apply specific concepts, happiness theories, or research findings
they have learned in class to life experiences and specific out-of-class activities. Using a concept in a new
circumstance as well as connecting sociology to other relevant material in students’ lives allows for
greater student understanding.
Specific Instructions: You are to choose one day and spend the entire day smiling. Not just being
happy, but physically demonstrating happiness through the facial expression of smiling. You should
simply smile, a natural smile (not a grin or a smirk), at everyone you see throughout the day, including
friends, strangers, peers, professors, roommates, and anyone else you encounter on this day. After
completing an entire day of smiling, write about both yours and others’ reactions to this behavior.
How did it make you feel to display a smile all day? How did others react to your perceived
happiness? How does this relate to the material we have discussed in class?
Substantive Discussion/Debriefing: On the class day after the assignment is due, there will be an in-class
discussion about this assignment. Students should be prepared to talk about their paper.
DUE: A digital copy should be uploaded to D2L into correct folder by 11:59pm on the due date (exact
dates are noted on the syllabus under Course Calendar and Assignments).
Feedback: Students will be given numerical grades using the rubric below:
FIELD ASSIGNMENT GRADING RUBRIC
POINT
VALUE
GRADING CRITERIA
POINTS
RECEIVED
1 Covered subject of assignment/stayed on topic
1
Included at least ONE direct quotation from a class reading that was appropriately
cited using an ASA-style in-text parenthetical citation (Author Year: Page#)
1 Clarity of writing style/ease of reading
1 Grammar and spelling
1 Format (typed, double-spaced, 12 pt. font, 1 page minimum, 2 pp. max)
TOTAL SCORE (Out of 5):
MRO sourcing goes global
Avery, Susan . Purchasing ; Boston Vol. 138, Iss. 2, (Feb 12, 2009): 48-52.
ProQuest document link
ABSTRACT
Maintenance, repair and operations (MRO) goods and services buyers at other companies with worldwide
operations are taking different tacts and are equally successful. Some deploy sourcing strategies that are global,
regional, national or local with industrial distributors that serve customers from a base in North America and/or
other regions. Others negotiate pricing agreements with global manufacturers and buy through distributors for
those manufacturers. For the most part, these buyers select sourcing strategy for MRO based largely on
requirements of internal customers. However, supplier readiness and capability also play an important role in the
direction the buyers choose to pursue. Typically, purchasing professionals with responsibility for sourcing MRO
goods for sites located around the world say they aim for an approach that's.
MRO sourcing goes globalfalseAvery, SusanPress the Escape ke.docxrosemarybdodson23141
MRO sourcing goes global
falseAvery, Susan
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Maintenance, repair and operations (MRO) goods and services buyers at other companies with worldwide operations are taking different tacts and are equally successful. Some deploy sourcing strategies that are global, regional, national or local with industrial distributors that serve customers from a base in North America and/or other regions. Others negotiate pricing agreements with global manufacturers and buy through distributors for those manufacturers. For the most part, these buyers select sourcing strategy for MRO based largely on requirements of internal customers. However, supplier readiness and capability also play an important role in the direction the buyers choose to pursue. Typically, purchasing professionals with responsibility for sourcing MRO goods for sites located around the world say they aim for an approach that's global. The ideal is to find single distributors that can serve their needs across the world. When they can't find them they look for distributors that are regional or local. Results of Industrial Distribution magazine's 62nd Annual Survey of Distributor Operations show that 72% of distributors conduct business globally or expect to in the next three years. The MRO sourcing operation at IBM-and other companies-has a formal process for selecting a supplier to fill requirements of internal customers, typically colleagues in operations or manufacturing. These processes are usually part of a multi-step strategic sourcing process.
Maintenance, repair and operations (MRO) goods and services buyers at other companies with worldwide operations are taking different tacts and are equally successful. Some deploy sourcing strategies that are global, regional, national or local with industrial distributors that serve customers from a base in North America and/or other regions. Others negotiate pricing agreements with global manufacturers and buy through distributors for those manufacturers. For the most part, these buyers select sourcing strategy for MRO based largely on requirements of internal customers. However, supplier re.
The numbers tell the story:
Ten thousand (10,000) baby boomers turn 65 every day, and they will for the next 20 years
Turnover is up sharply, according to the Hay Group 161 million employees will change jobs this year
Harvard Business Review reports that 4 out of 5 CEO’s are concerned about their companies ability to find the talent they need
Gallup reports that only 3 of 10 American workers is engaged at work
Recruiting is more important than ever to your organization. At the same time, recruiting today is much more complex. We have more tools, more places to look, and our recruiting teams are often swamped with requisitions. Today anybody can be found, but activating A players is tough.
Your leadership speaker for this presentaion is Jimmy Taylor, co-founder of Novotus and a member of the Board of Trustee’s for DallasHR, and District Director for TexasSHRM.
During this session dedicated to showcasing best practices in recruiting today, Jimmy will review how to build an effective recruiting process, or diagnose and improve the one you have in place already and provide advice on how to partner with vendors effectively to solve recruiting challenges.
Achieving Excellence InGlobal sourcing is anincreasingly.docxdaniahendric
Achieving Excellence In
Global sourcing is an
increasingly popular
business strategy, but
it's not easy to execute.
There are seven typical
characteristics of
organizations with
outstanding global
sourcing.
Robert J. Trent and
Robert M. Monczka
As organizations search for new and better ways to compete, global businessstrategies will continue to receive increasing attention. One area in whichglobalization can move from concept to practice is global sourcing, anadvanced approach to sourcing and supply management that involves inte-
grating and coordinating common materials, processes, designs, technologies and suppli-
ers across worldwide buying, design and operating locations. Since most organizations do
not have well-developed global sourcing strategies in place, improvement opportunities
in this area are attractive and as yet largely unrealized. Shifting from a narrow cost-reduc-
tion emphasis to an emphasis on globally integrated and coordinated sourcing strategies
should improve an organization's competitiveness.'
Our research suggests that many executive managers, particularly at large U.S.-based
manufacturing companies, clearly desire to obtain the benefits available from more
advanced sourcing approaches. The reality, however, is that most companies currently lack
the understanding, capability or willingness to operate at such demanding levels. This can
have serious consequences when companies have competitors that truly understand how to
integrate and coordinate their worldwide activities. Companies that produce and sell world-
wide should no longer view global sourcing as an emerging strategy.
From our research, we have identified key features that characterize leading global
sourcing organizations. These characteristics will help executives understand what an
effective global organization looks like and compare their progress and practices against
global sourcing best practices. The participants in our research were primarily large,
North American-based multinationals, involved largely in manufacturing rather than
services. (See "About the Research," p. 26.) Given the size and location of participating
companies, we make no claims about whether the results of the study can be generalized
to a broader population of companies, particularly to small and medium-sized compa-
nies, or to companies headquartered outside the United States.
Global Sourcing Defined
"International purchasing" and "global sourcing" are terms that have very specific meanings
in our research. Although many researchers and practitioners interchange the terms, funda-
mental differences exist between them. International purchasing involves a commercial trans-
action between a buyer and a supplier located in different countries. Global sourcing, on the
other hand, involves integrating and coordinating common items, materials, processes, tech-
nologies, designs and suppliers across worldwide buying, design and operating locations. ...
The company that I have selected is Target CorporationProjecti.docxmehek4
The company that I have selected is Target Corporation
Projections. Based on what you know about the organization’s financial health and performance, forecast its future performance. In particular, you should:
A. Project the organization’s likely consolidated financial performance for each of the next three years. Support your analysis with an appendix spreadsheet showing actual results for the most recent year, along with your projections and assumptions. Remember, your supervisor is interested in fresh perspectives, so you should not just replicate existing financial statements, but should add other relevant calculations or disaggregations to help inform decisions.
B. Modify your projections for the coming year to show a best- and worst-case scenario, based on the potential success factors and risks you identified. As with your initial projections, support your analysis with an appendix spreadsheet, specifying your assumptions and including relevant calculations and disaggregations beyond those in existing financial reports.
C. Discuss how your assumptions, forecasting methodology, and information gaps affect your projections. Why are your projections appropriate? For example, are they consistent with the organization’s mission and priorities? Aggressive but achievable? How would changing your assumptions change your projections?
Value Chain Analysis
Organizational Management
Name
Date
Introduction
A value chain is defined, according to the online business dictionary, as the “ability to
ascertain how much and at which state value is added to its goods and/or services, and how it can
be increased to enhance the product differentiation (competitive advantage).” [1]. All companies,
in order to succeed, must determine their business objectives, and what separates them from their
competitors. In addition, there are many examples of value chains depending upon the
organizational objective. Performance Food Group (PFG), the company where I’m currently
contracting states that they are “committed to innovation and quality, to extraordinary customer
service and helping associates realize the best in themselves” [2]. PFG is a private-owned
business, and does not have a strategic governance model. There are no organizational
objectives or strategic initiatives. However, the company does want to move into a public state,
but it must bring its’ infrastructure to standard where it can compete. Many people have not
heard of Performance Food Group including myself, however, they are one of the Nation’s
largest foodservice distributors, and are responsible for ensuring that vending machines,
concession stands, restaurants, big box stores, and theaters are stocked with products from the
various vendors that do business with those entities’. Performance Food Group is broken out
into three (3) divisions, and they are Performance Foodservice, Roma Food and Vistar. PFG
prides themselves ...
Running head VICE PRESIDENT OF OPERATIONS PART 11VICE PRESID.docxtoltonkendal
Running head: VICE PRESIDENT OF OPERATIONS PART 1 1
VICE PRESIDENT OF OPERATIONS PART 1
2
Student Name
Professor’s Name
Assignment Name
Date
Introduction
Walmart is an international retailer that majors in the distribution of electronics, furniture, clothing, groceries and many more. The retail company is based in Arkansas, United States. It is comprised of a number of hypermarkets and grocery stores to help in the distribution of these products. The vision of the retail company is to be the best and most dominant retailer for the customers and for the staff members. The mission of the company can be seen to help people save their money so that they can live better. The company’s business strategy obeys cost leadership which states that they have to present low prices. Walmart’s just-in-time philosophy ensures that deliveries are made in time.Evaluation of the key elements of Walmart’s operational efficiency with its operations strategy and the tasks that do not align with the operations strategy
Walmart Inc. is an example of a retail company that utilizes operational efficiency while delivering products to the customers (Banker, Mashruwala, & Tripathy, 2014). It also adheres to its business strategy which follows the “low prices for all” initiative while maintaining high quality products for the people. The company has an online type of system that customers can use to get access to products so they can order and then have the products delivered to their preferred destination.
For groceries, Walmart uses the “same day initiative” to deliver products to their accustomed customers. The same day delivery services are referred to as Walmart to go. They also use a system of carrier referred to as The FedEx Corp which makes deliveries directly from the stores.
Apart from online deliveries, they allow buying products online with the option of picking the package up from the store and buying online then shipping to the store. They also allow making purchases directly from the stores within the United States.
Some of the tasks that are not in line with Walmart’s operation strategy are profit margins and their business model. The profit margins in Walmart’s case is considered to be thin which results from Walmart’s use cost leadership which dictates low prices for all. The same cost leadership has also contributed to Walmart’s business model to be easily understood by their competitors. This means that their competitors can emulate their business model.New operation’s strategy for Walmart based on the four competitive priorities (cost, quality, time and flexibility)
The new operation strategy for Walmart would be to balance their profit margins. Since they adopt the use of cost leadership, it means that they often reduce their selling prices. As such, they should also reduce their profit margins and focus more on sales (Banker, Mashruwala, & Tripathy, 2014). Since their business models are emulated by their competitors, Walmart should ...
Customer data platforms (CDPs) are now ubiquitous and have created a lot of buzz. But many marketers are still unsure exactly how they work and how they enhance advertising strategies. The answer: nothing is more important than first-party customer data. Learn how to successfully optimize your current marketing efforts by utilizing your first-party customer data and enhance your value proposition messaging to grow sales.
FIELD ASSIGNMENT 4 SMILE DAY Goals and Skills Student.docxmglenn3
FIELD ASSIGNMENT 4
SMILE DAY
Goals and Skills: Students are asked to apply specific concepts, happiness theories, or research findings
they have learned in class to life experiences and specific out-of-class activities. Using a concept in a new
circumstance as well as connecting sociology to other relevant material in students’ lives allows for
greater student understanding.
Specific Instructions: You are to choose one day and spend the entire day smiling. Not just being
happy, but physically demonstrating happiness through the facial expression of smiling. You should
simply smile, a natural smile (not a grin or a smirk), at everyone you see throughout the day, including
friends, strangers, peers, professors, roommates, and anyone else you encounter on this day. After
completing an entire day of smiling, write about both yours and others’ reactions to this behavior.
How did it make you feel to display a smile all day? How did others react to your perceived
happiness? How does this relate to the material we have discussed in class?
Substantive Discussion/Debriefing: On the class day after the assignment is due, there will be an in-class
discussion about this assignment. Students should be prepared to talk about their paper.
DUE: A digital copy should be uploaded to D2L into correct folder by 11:59pm on the due date (exact
dates are noted on the syllabus under Course Calendar and Assignments).
Feedback: Students will be given numerical grades using the rubric below:
FIELD ASSIGNMENT GRADING RUBRIC
POINT
VALUE
GRADING CRITERIA
POINTS
RECEIVED
1 Covered subject of assignment/stayed on topic
1
Included at least ONE direct quotation from a class reading that was appropriately
cited using an ASA-style in-text parenthetical citation (Author Year: Page#)
1 Clarity of writing style/ease of reading
1 Grammar and spelling
1 Format (typed, double-spaced, 12 pt. font, 1 page minimum, 2 pp. max)
TOTAL SCORE (Out of 5):
MRO sourcing goes global
Avery, Susan . Purchasing ; Boston Vol. 138, Iss. 2, (Feb 12, 2009): 48-52.
ProQuest document link
ABSTRACT
Maintenance, repair and operations (MRO) goods and services buyers at other companies with worldwide
operations are taking different tacts and are equally successful. Some deploy sourcing strategies that are global,
regional, national or local with industrial distributors that serve customers from a base in North America and/or
other regions. Others negotiate pricing agreements with global manufacturers and buy through distributors for
those manufacturers. For the most part, these buyers select sourcing strategy for MRO based largely on
requirements of internal customers. However, supplier readiness and capability also play an important role in the
direction the buyers choose to pursue. Typically, purchasing professionals with responsibility for sourcing MRO
goods for sites located around the world say they aim for an approach that's.
MRO sourcing goes globalfalseAvery, SusanPress the Escape ke.docxrosemarybdodson23141
MRO sourcing goes global
falseAvery, Susan
Press the Escape key to close
SHAPE \* MERGEFORMAT
.
Purchasing
HYPERLINK "http://search.proquest.com.proxy-library.ashford.edu/indexingvolumeissuelinkhandler/42088/Purchasing/02009Y02Y12$23Feb+12,+2009$3b++Vol.+138+$282$29/138/2?accountid=32521" \o "Click to search for more items from this issue"138.2 SHAPE \* MERGEFORMAT
(Feb 12, 2009): 48-52.
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Maintenance, repair and operations (MRO) goods and services buyers at other companies with worldwide operations are taking different tacts and are equally successful. Some deploy sourcing strategies that are global, regional, national or local with industrial distributors that serve customers from a base in North America and/or other regions. Others negotiate pricing agreements with global manufacturers and buy through distributors for those manufacturers. For the most part, these buyers select sourcing strategy for MRO based largely on requirements of internal customers. However, supplier readiness and capability also play an important role in the direction the buyers choose to pursue. Typically, purchasing professionals with responsibility for sourcing MRO goods for sites located around the world say they aim for an approach that's global. The ideal is to find single distributors that can serve their needs across the world. When they can't find them they look for distributors that are regional or local. Results of Industrial Distribution magazine's 62nd Annual Survey of Distributor Operations show that 72% of distributors conduct business globally or expect to in the next three years. The MRO sourcing operation at IBM-and other companies-has a formal process for selecting a supplier to fill requirements of internal customers, typically colleagues in operations or manufacturing. These processes are usually part of a multi-step strategic sourcing process.
Maintenance, repair and operations (MRO) goods and services buyers at other companies with worldwide operations are taking different tacts and are equally successful. Some deploy sourcing strategies that are global, regional, national or local with industrial distributors that serve customers from a base in North America and/or other regions. Others negotiate pricing agreements with global manufacturers and buy through distributors for those manufacturers. For the most part, these buyers select sourcing strategy for MRO based largely on requirements of internal customers. However, supplier re.
The numbers tell the story:
Ten thousand (10,000) baby boomers turn 65 every day, and they will for the next 20 years
Turnover is up sharply, according to the Hay Group 161 million employees will change jobs this year
Harvard Business Review reports that 4 out of 5 CEO’s are concerned about their companies ability to find the talent they need
Gallup reports that only 3 of 10 American workers is engaged at work
Recruiting is more important than ever to your organization. At the same time, recruiting today is much more complex. We have more tools, more places to look, and our recruiting teams are often swamped with requisitions. Today anybody can be found, but activating A players is tough.
Your leadership speaker for this presentaion is Jimmy Taylor, co-founder of Novotus and a member of the Board of Trustee’s for DallasHR, and District Director for TexasSHRM.
During this session dedicated to showcasing best practices in recruiting today, Jimmy will review how to build an effective recruiting process, or diagnose and improve the one you have in place already and provide advice on how to partner with vendors effectively to solve recruiting challenges.
Achieving Excellence InGlobal sourcing is anincreasingly.docxdaniahendric
Achieving Excellence In
Global sourcing is an
increasingly popular
business strategy, but
it's not easy to execute.
There are seven typical
characteristics of
organizations with
outstanding global
sourcing.
Robert J. Trent and
Robert M. Monczka
As organizations search for new and better ways to compete, global businessstrategies will continue to receive increasing attention. One area in whichglobalization can move from concept to practice is global sourcing, anadvanced approach to sourcing and supply management that involves inte-
grating and coordinating common materials, processes, designs, technologies and suppli-
ers across worldwide buying, design and operating locations. Since most organizations do
not have well-developed global sourcing strategies in place, improvement opportunities
in this area are attractive and as yet largely unrealized. Shifting from a narrow cost-reduc-
tion emphasis to an emphasis on globally integrated and coordinated sourcing strategies
should improve an organization's competitiveness.'
Our research suggests that many executive managers, particularly at large U.S.-based
manufacturing companies, clearly desire to obtain the benefits available from more
advanced sourcing approaches. The reality, however, is that most companies currently lack
the understanding, capability or willingness to operate at such demanding levels. This can
have serious consequences when companies have competitors that truly understand how to
integrate and coordinate their worldwide activities. Companies that produce and sell world-
wide should no longer view global sourcing as an emerging strategy.
From our research, we have identified key features that characterize leading global
sourcing organizations. These characteristics will help executives understand what an
effective global organization looks like and compare their progress and practices against
global sourcing best practices. The participants in our research were primarily large,
North American-based multinationals, involved largely in manufacturing rather than
services. (See "About the Research," p. 26.) Given the size and location of participating
companies, we make no claims about whether the results of the study can be generalized
to a broader population of companies, particularly to small and medium-sized compa-
nies, or to companies headquartered outside the United States.
Global Sourcing Defined
"International purchasing" and "global sourcing" are terms that have very specific meanings
in our research. Although many researchers and practitioners interchange the terms, funda-
mental differences exist between them. International purchasing involves a commercial trans-
action between a buyer and a supplier located in different countries. Global sourcing, on the
other hand, involves integrating and coordinating common items, materials, processes, tech-
nologies, designs and suppliers across worldwide buying, design and operating locations. ...
The company that I have selected is Target CorporationProjecti.docxmehek4
The company that I have selected is Target Corporation
Projections. Based on what you know about the organization’s financial health and performance, forecast its future performance. In particular, you should:
A. Project the organization’s likely consolidated financial performance for each of the next three years. Support your analysis with an appendix spreadsheet showing actual results for the most recent year, along with your projections and assumptions. Remember, your supervisor is interested in fresh perspectives, so you should not just replicate existing financial statements, but should add other relevant calculations or disaggregations to help inform decisions.
B. Modify your projections for the coming year to show a best- and worst-case scenario, based on the potential success factors and risks you identified. As with your initial projections, support your analysis with an appendix spreadsheet, specifying your assumptions and including relevant calculations and disaggregations beyond those in existing financial reports.
C. Discuss how your assumptions, forecasting methodology, and information gaps affect your projections. Why are your projections appropriate? For example, are they consistent with the organization’s mission and priorities? Aggressive but achievable? How would changing your assumptions change your projections?
Value Chain Analysis
Organizational Management
Name
Date
Introduction
A value chain is defined, according to the online business dictionary, as the “ability to
ascertain how much and at which state value is added to its goods and/or services, and how it can
be increased to enhance the product differentiation (competitive advantage).” [1]. All companies,
in order to succeed, must determine their business objectives, and what separates them from their
competitors. In addition, there are many examples of value chains depending upon the
organizational objective. Performance Food Group (PFG), the company where I’m currently
contracting states that they are “committed to innovation and quality, to extraordinary customer
service and helping associates realize the best in themselves” [2]. PFG is a private-owned
business, and does not have a strategic governance model. There are no organizational
objectives or strategic initiatives. However, the company does want to move into a public state,
but it must bring its’ infrastructure to standard where it can compete. Many people have not
heard of Performance Food Group including myself, however, they are one of the Nation’s
largest foodservice distributors, and are responsible for ensuring that vending machines,
concession stands, restaurants, big box stores, and theaters are stocked with products from the
various vendors that do business with those entities’. Performance Food Group is broken out
into three (3) divisions, and they are Performance Foodservice, Roma Food and Vistar. PFG
prides themselves ...
Running head VICE PRESIDENT OF OPERATIONS PART 11VICE PRESID.docxtoltonkendal
Running head: VICE PRESIDENT OF OPERATIONS PART 1 1
VICE PRESIDENT OF OPERATIONS PART 1
2
Student Name
Professor’s Name
Assignment Name
Date
Introduction
Walmart is an international retailer that majors in the distribution of electronics, furniture, clothing, groceries and many more. The retail company is based in Arkansas, United States. It is comprised of a number of hypermarkets and grocery stores to help in the distribution of these products. The vision of the retail company is to be the best and most dominant retailer for the customers and for the staff members. The mission of the company can be seen to help people save their money so that they can live better. The company’s business strategy obeys cost leadership which states that they have to present low prices. Walmart’s just-in-time philosophy ensures that deliveries are made in time.Evaluation of the key elements of Walmart’s operational efficiency with its operations strategy and the tasks that do not align with the operations strategy
Walmart Inc. is an example of a retail company that utilizes operational efficiency while delivering products to the customers (Banker, Mashruwala, & Tripathy, 2014). It also adheres to its business strategy which follows the “low prices for all” initiative while maintaining high quality products for the people. The company has an online type of system that customers can use to get access to products so they can order and then have the products delivered to their preferred destination.
For groceries, Walmart uses the “same day initiative” to deliver products to their accustomed customers. The same day delivery services are referred to as Walmart to go. They also use a system of carrier referred to as The FedEx Corp which makes deliveries directly from the stores.
Apart from online deliveries, they allow buying products online with the option of picking the package up from the store and buying online then shipping to the store. They also allow making purchases directly from the stores within the United States.
Some of the tasks that are not in line with Walmart’s operation strategy are profit margins and their business model. The profit margins in Walmart’s case is considered to be thin which results from Walmart’s use cost leadership which dictates low prices for all. The same cost leadership has also contributed to Walmart’s business model to be easily understood by their competitors. This means that their competitors can emulate their business model.New operation’s strategy for Walmart based on the four competitive priorities (cost, quality, time and flexibility)
The new operation strategy for Walmart would be to balance their profit margins. Since they adopt the use of cost leadership, it means that they often reduce their selling prices. As such, they should also reduce their profit margins and focus more on sales (Banker, Mashruwala, & Tripathy, 2014). Since their business models are emulated by their competitors, Walmart should ...
Customer data platforms (CDPs) are now ubiquitous and have created a lot of buzz. But many marketers are still unsure exactly how they work and how they enhance advertising strategies. The answer: nothing is more important than first-party customer data. Learn how to successfully optimize your current marketing efforts by utilizing your first-party customer data and enhance your value proposition messaging to grow sales.
CI 2.0 - Competitive Innovation IntelligenceArik Johnson
Presentation to KMWorld 2006 Audience in San Jose California October 31 on How the Principles of Disruptive Innovation, Risk Management, Corporate Governance and Enterprise Collaboration are Driving the Incorporation of Blog, Wiki, Social Networking, Free-Tagging, Prediction Market and other Web 2.0 Features and Capabilities into Traditional Competitive Intelligence Software
Competitive Intelligence for Market Researchers: an Exercise-Driven, Interact...Arik Johnson
Introduction to Competitive Intelligence Principles Workshop, Designed for a Market Research Audience and Delivered at the 2006 Institute for International Research (IIR) Market Research Event in Los Angeles, California October 22
Organizations are constantly pressured to prove their value to their leadership and customers. A relative comparison to “peer groups” is often seen as useful and objective, thus benchmarking becomes an apparent alternative. Unfortunately, organizations new to benchmarking may have limited internal data for making valid comparisons. Feedback and subsequent “action” can quickly lead to the wrong results as organizations focus on improving their comparisons instead of improving their capability and consistency.
Adding to the challenge of improving results, software organizations may rely on more readily available schedule and financial data rather than KPIs for product quality and process consistency. This presentation provides measurement program lessons learned and insights to accelerate benchmark and quantification activities relevant to both new and mature measurement programs (IT Confidence 2013, Rio de Janeiro (Brazil))
Research Assignment #4 Topic Security Management .docxronak56
Research Assignment #4
Topic: Security Management
1. Search the Web and locate three (3) Web sites that relate to the topic. These sites could be white
papers or research documents found on research databases, commercial or non-commercial sites that
have something to do with the topics, or news articles that discuss the topics. For each URL write a one-
paragraph summary of the Web site focusing on how it relates to the topic.
2. Create a Word document containing the following
A title page containing your name, course, assignment and date.
Abstract
A Background Section (minimum two pages) discussing what you found in your research from
reading the text and performing research on Internet. This is what the author’s think about the
topic and where most the readings should be cited. Don’t just reiterate your summaries here,
the point is to synthesize the readings into a coherent analysis that could be presented to an
executive.
An Analysis Section (minimum one page), which is what you learned about the topic. Other
authors may be cited here as well to support your analysis.
A URLs section containing the three URL’< s with their accompanying paragraph from step
Reference section.
This paper should follow APA guidelines with a title page; and APA style citations and reference
page. No table of contents or abstract is required.
3. Submit the Word document to the appropriate assignment in the Blackboard
Assignments area.
4. Refer to grading Rubric for how you will be graded.
THE TIPPING POINT I
BY WOODY DRIGGS AND ROB HOLLAND
Putting Customers Before Politics
COOs struggle to navigate a siloed culture
TO TRULY ADDRESS
BUSINESS
CHALLENGES,
ORGANIZATIONS NEED
TO VIEW CUSTOMER
OPERATIONS AS
A WHOLE.
T
H E C H I E F operating officer of a global
HR and payroll services provider threw up
her hands in despair. Month after month, she
received reports indicating that more than half
of the company's sales orders had errors. Sometimes it
was bad customer data; other times, the service options
offered to the customer had been bundled or priced incor-
rectly. For every error, the salesperson would return to the
customer to redo the order. This was incredibly inefficient
and eroded customers' confi-
dence in the company, some-
times to the point of canceling
orders altogether.
The COO had twice attempted
to implement a technology solu-
tion that would reduce the error
rate. Both times, the effort failed
because the business allowed
for inconsistent processes. Sales
processes and IT infrastructure
were slightly different from one business unit to the next,
and business unit leaders jostled to prioritize pet projects
over what was in the best interest of the organization as
a whole.
Navigating a culture built on silos, and challenging fief-
doms that ultimately hamper productivity and profitable
growth is an experience many COOs face. The key is to
involve the right stakeholders and el ...
2015-16 Global Chief Procurement Officer Survey - CPOCapgemini
Capgemini Consulting’s sixth Chief Procurement Officer (CPO) Survey examines Procurement Trends, Compliance Management, Advanced Analytics in Procurement, and the Total Supplier Experience. Since our last CPO Survey, much has changed. During the darkest economic hours, Procurement was called upon in many troubled organizations to stem costs in new and creative ways. For many Procurement executives, there was no longer the need to sell the value of its standard services (cutting costs). Instead, Procurement was being called upon as a partner to drive cost out across the organization, thus elevating Procurement executives into a highly visible role in the organization.
CI 2.0 - Competitive Innovation IntelligenceArik Johnson
Presentation to KMWorld 2006 Audience in San Jose California October 31 on How the Principles of Disruptive Innovation, Risk Management, Corporate Governance and Enterprise Collaboration are Driving the Incorporation of Blog, Wiki, Social Networking, Free-Tagging, Prediction Market and other Web 2.0 Features and Capabilities into Traditional Competitive Intelligence Software
Competitive Intelligence for Market Researchers: an Exercise-Driven, Interact...Arik Johnson
Introduction to Competitive Intelligence Principles Workshop, Designed for a Market Research Audience and Delivered at the 2006 Institute for International Research (IIR) Market Research Event in Los Angeles, California October 22
Organizations are constantly pressured to prove their value to their leadership and customers. A relative comparison to “peer groups” is often seen as useful and objective, thus benchmarking becomes an apparent alternative. Unfortunately, organizations new to benchmarking may have limited internal data for making valid comparisons. Feedback and subsequent “action” can quickly lead to the wrong results as organizations focus on improving their comparisons instead of improving their capability and consistency.
Adding to the challenge of improving results, software organizations may rely on more readily available schedule and financial data rather than KPIs for product quality and process consistency. This presentation provides measurement program lessons learned and insights to accelerate benchmark and quantification activities relevant to both new and mature measurement programs (IT Confidence 2013, Rio de Janeiro (Brazil))
Research Assignment #4 Topic Security Management .docxronak56
Research Assignment #4
Topic: Security Management
1. Search the Web and locate three (3) Web sites that relate to the topic. These sites could be white
papers or research documents found on research databases, commercial or non-commercial sites that
have something to do with the topics, or news articles that discuss the topics. For each URL write a one-
paragraph summary of the Web site focusing on how it relates to the topic.
2. Create a Word document containing the following
A title page containing your name, course, assignment and date.
Abstract
A Background Section (minimum two pages) discussing what you found in your research from
reading the text and performing research on Internet. This is what the author’s think about the
topic and where most the readings should be cited. Don’t just reiterate your summaries here,
the point is to synthesize the readings into a coherent analysis that could be presented to an
executive.
An Analysis Section (minimum one page), which is what you learned about the topic. Other
authors may be cited here as well to support your analysis.
A URLs section containing the three URL’< s with their accompanying paragraph from step
Reference section.
This paper should follow APA guidelines with a title page; and APA style citations and reference
page. No table of contents or abstract is required.
3. Submit the Word document to the appropriate assignment in the Blackboard
Assignments area.
4. Refer to grading Rubric for how you will be graded.
THE TIPPING POINT I
BY WOODY DRIGGS AND ROB HOLLAND
Putting Customers Before Politics
COOs struggle to navigate a siloed culture
TO TRULY ADDRESS
BUSINESS
CHALLENGES,
ORGANIZATIONS NEED
TO VIEW CUSTOMER
OPERATIONS AS
A WHOLE.
T
H E C H I E F operating officer of a global
HR and payroll services provider threw up
her hands in despair. Month after month, she
received reports indicating that more than half
of the company's sales orders had errors. Sometimes it
was bad customer data; other times, the service options
offered to the customer had been bundled or priced incor-
rectly. For every error, the salesperson would return to the
customer to redo the order. This was incredibly inefficient
and eroded customers' confi-
dence in the company, some-
times to the point of canceling
orders altogether.
The COO had twice attempted
to implement a technology solu-
tion that would reduce the error
rate. Both times, the effort failed
because the business allowed
for inconsistent processes. Sales
processes and IT infrastructure
were slightly different from one business unit to the next,
and business unit leaders jostled to prioritize pet projects
over what was in the best interest of the organization as
a whole.
Navigating a culture built on silos, and challenging fief-
doms that ultimately hamper productivity and profitable
growth is an experience many COOs face. The key is to
involve the right stakeholders and el ...
2015-16 Global Chief Procurement Officer Survey - CPOCapgemini
Capgemini Consulting’s sixth Chief Procurement Officer (CPO) Survey examines Procurement Trends, Compliance Management, Advanced Analytics in Procurement, and the Total Supplier Experience. Since our last CPO Survey, much has changed. During the darkest economic hours, Procurement was called upon in many troubled organizations to stem costs in new and creative ways. For many Procurement executives, there was no longer the need to sell the value of its standard services (cutting costs). Instead, Procurement was being called upon as a partner to drive cost out across the organization, thus elevating Procurement executives into a highly visible role in the organization.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Cambridge International AS A Level Biology Coursebook - EBook (MaryFosbery J...
INFO 336 WK2 Assignment.docx
1. INFO 336 WK2 Assignment
< pstyle="font-family: Arial, Helvetica, Verdana, 'Bitstream Vera Sans', sans-serif; margin:
0in 0in 0pt; "> Article Review< pstyle="font-family: Arial, Helvetica, Verdana, 'Bitstream
Vera Sans', sans-serif; margin: 0in 0in 10pt; "> Review the following article from ProQuest:
Avery, S. (2009, February). MRO sourcing goes global. Purchasing, 138(2), 48-52. Retrieved
from ProQuest Database.< pstyle="font-family: Arial, Helvetica, Verdana, 'Bitstream Vera
Sans', sans-serif; margin: 0in 0in 12pt; "> In a two-to-three page paper (not including the
title and reference pages), identify how your organization or an organization you are
familiar with, can improve in the following best practice areas represented in the
article:Identification of spend types in your purchasing.Identify suppliers with capabilities
for global business.Strategy of integrated supply approach with distributors.Processes to
track performance of suppliers including cost of ownership and outsourcing.< pstyle="font-
family: Arial, Helvetica, Verdana, 'Bitstream Vera Sans', sans-serif; margin: 0in 0in 0pt; ">
Submit to your instructor your two-to-three page Word document (not including the title
and reference pages). Your paper should be formatted according to APA style as outlined in
the approved APA style guide, and should cite at least two scholarly sources in addition to
the textbook. Purchasing operations at global companies are extending sourcing strategy to
other regions of the world. The trick is finding suppliers able to meet their rigorous
standards. On the face of it, developing and deploying sourcing strategy for maintenance,
repair and operations (MRO) goods and services for a company with facilities located all
over the world appears complex. But, when you get right to the heart of it, it’s relatively
simple, says Scott Singer, CPO at Rio Tinto in Brisbane, Australia, explaining that setting
strategy for a global buy is not much different from the approach a centralized sourcing
operation takes anywhere in the world. You want a superior unit price, a fair and
reasonable mark up and a fulfillment model that provides the service you need, he says.
Singer, a member of Purchasing’s editorial advisory board who was with United
Technologies Corp. when it received the magazine’s Medal of Professional Excellence in
2006, is a year into his new post at the global mining company and is working to hone its
sourcing strategy. While already sourcing some MRO goods globally, he and his team are
considering taking more of an integrated supply or outsourcing approach to the buy. UTC,
Intel and other global companies have success with integrated supply models, where they
hire distributors or other companies to take over the purchasing process, integrating the
provider’s technology with their own. . < pstyle=" font-family: 'Open Sans', 'Helvetica
Neue', Helvetica, Arial, sans-serif; margin-bottom: 10px;"> . MRO buyers at other
2. companies with worldwide operations are taking different tacts and are equally successful.
Some deploy sourcing strategies that are global, regional, national or local with industrial
distributors that serve customers from a base in North America and/or other regions.
Others negotiate pricing agreements with global manufacturers and buy through
distributors for those manufacturers. For the most part, these buyers select sourcing
strategy for MRO based largely on requirements of internal customers. However, supplier
readiness and capability also play an important role in the direction the buyers choose to
pursue. It starts with taking a hard look at aggregating the spend and consolidating sources
of supply, says Peter Torrenti, regional vice president at Quadrem North America in
Chicago. Once buyers take those first steps they need to make sure suppliers can meet their
requirements regardless of where they are located. From his post at Quadrem, which hosts
an online network of more than 55,000 MRO suppliers and 1,100 buyers around the world,
Torrenti says he sees more large buying organizations sending strategic sourcing
professionals out into the market and working with suppliers to evaluate them. They are
doing deep risk assessments to see whether the supplier can fill requirements of their
operations wherever they may be. Strategy that makes sense At Procter & Gamble in
Cincinnati, the purchasing, or purchases operation, is organized by spend category. Each
category is called a spend pool and has an overall strategy and sub strategies for groups of
like items. MRO is a spend pool with a global strategy that’s executed regionally. P&G has
145 manufacturing sites globally. We strive to consolidate our supply base, leverage
spending to create savings, improve productivity and reduce transactional costs, says
Markus Hoff, global MRO spend pool leader. These efforts align with corporate objectives
and the company’s strategy for managing its plant-based storerooms. P&G buys off-the-shelf
items through distributors. Hoff and his team consider U.S.-based companies with
operations in Canada, Puerto Rico and Latin America or branches in Western Europe or Asia
as sources. They work with Western European suppliers with capability in Central or
Eastern Europe. For some operational supplies, P&G is starting to an integrated supply
approach through which providers purchase, own and manage the items. Typically,
purchasing professionals with responsibility for sourcing MRO goods for sites located
around the world say they aim for an approach that’s global. The ideal is to find single
distributors that can serve their needs across the world. When they can’t find them they
look for distributors that are regional or local. Brad Gray, global director, purchasing, at The
Dow Chemical Co. in Midland, Mich., says, We start out at the highest level possible, a global
strategy as the preferred approach, and then move to regional and then local. Dow has
customers in more than 160 countries and its strategic sourcing organization is global.
Global categories leaders in MRO set sourcing strategies that align with Dow business
strategies and select the approach that best delivers agreed upon results. . < pstyle="
font-family: 'Open Sans', 'Helvetica Neue', Helvetica, Arial, sans-serif; margin-bottom:
10px;"> . At IBM, Anna Dulik, global MRO strategic sourcing manager, and her team source
in more than 150 countries for requirements for the company’s facilities and its Business
Transformation Outsourcing (BTO) operations. The BTO requirements, however, do not
influence IBM’s internal sourcing strategy. The strategy we select, she says, depends on
type of goods sourced, where the client facilities are located in relation to where suppliers
3. are located, level of support, cost and other factors. And at Intel Corp., in Santa Clara, Calif.,
the materials operation has outsourced the buy to an integrated facilities services provider
in the U.S. and is evaluating taking the concept global to Asia and EMEA (Eurpean, Middle
East and African) countries, where Intel already is working with regional MRO sourcing
companies. Tom Newcomer, materials manager of facilities services, says they select a
strategy to meet the company’s technical requirements for its manufacturing plants, data
centers and office buildings. Capability and challenges Results of Industrial Distribution
magazine’s 62nd Annual Survey of Distributor Operations show that 72% of distributors
conduct business globally or expect to in the next three years. Twenty-one percent are
setting up locations internationally. While distributors based in the U.S. are beginning to
have a presence in other regions (and those based in Europe and other areas are starting to
set up shop here), there are still hurdles that can slow them down. Among them are
regulatory requirements that prevent a standard contract from being used across regions
and globally, says Dulik at IBM. Suppliers also may have excessively high shipping costs due
to distance between locations or delivery time that may be lengthy. And not all countries
allow open purchasing from external (out of country) suppliers and importing of supplies.
Plus there are taxes and duties that protect local suppliers. The MRO sourcing operation at
IBM-and other companies-has a formal process for selecting a supplier to fill requirements
of internal customers, typically colleagues in operations or manufacturing. These processes
are usually part of a multi-step strategic sourcing process. The supplier selection process
also has steps that specifically address supplier capability. For instance, global MRO
purchasing at Dow has a detailed supplier approval process that it developed with the
company’s manufacturing and engineering operation. Together the two conduct supplier
audits, including site visits, and put together recommendations that outline strengths and
weaknesses of the supplier. Once the team is satisfied that our criteria, such as
environmental health and safety performance, product and service performance, lowest
overall cost of ownership and reliability, have been met, we place them in our approved
supplier program, says Gray. Especially important for providers of integrated supply
services is systems capability, says Dave Dunny, director of global facilities services at Intel.
Ability to source off-the-shelf is fairly straightforward, he says. Providers also have to be
able to integrate with our site teams to procure items that are custom to Intel and be able to
competitively bid those and establish a cost reduction trend over time. Integration is the
best way we’ve seen to manage data. For good suppliers that can’t service their needs in
certain countries, global sourcing operations at some companies help them improve their
capabilities or even set up operations in those countries. A case in point is P&G. Through
our SRM process, we can create long-term strategic partnerships with the right suppliers
and together find growth areas in other regions, says Hoff. We have projects in India that
leverage a supplier’s capability and success in North America with its business strategy to
grow in that country. Another is Hartford, Conn.-based UTC, where the supply management
operation uses an integrated supply model for MRO at its manufacturing sites in the U.S. and
Canada and is expanding the approach to Poland, Singapore and other regions. In Poland,
the company works with one of its North American integrators at its Pratt & Whitney
manufacturing sites. In Singapore, it does business with a second integrator at a Carrier
4. facility. As UTC expands its integrated supply model, Scott Little, global commodity
manager, says, We look the supplier in the eye and say, ‘ We need you to support us
overseas. ‘ In one case, its integrator in the U.S. is leveraging capabilities of its parent
company to expand globally. UTC businesses learn of the success of the integrated supply
program through its global supply council and its global operations council. Little presents
results at council meetings, and members let him know they are interested in implementing
integrated supply at their facilities, helping expand the program. The first thing for supply
management is to convince the supplier that integrated supply is the right business model.
We ask if the supplier is able to import from low-cost regions and source locally and
establish relationships with local suppliers. My concern is that we are able to function with
the local supply chain and develop it, with the understanding that the integrator is not a
competitor but an extension of the supply chain. In fact, the local supplier stands to gain
more business. Another challenge for UTC is that the integrated supply model isn’t as
developed or accepted in every country, he says. We have challenges internally. For
instance, we don’t need receipts for products when we use the integrator’s technology.
We’ve taken the step out of the process and now manage receipt by audit. Little asks for
assistance from UTC operations in the U.S. to communicate changes and train colleagues
overseas.< pstyle="font-famil"Looking for a Similar Assignment? Get Expert Help at an
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