This document provides a summary of Konica Minolta Business Solutions Australia's 18-month Ethical Sourcing Roadmap. The roadmap outlines goals, activities, and timelines to guide the company's ethical sourcing practices across its business operations and supply chains. It includes examining current policies and procedures, creating foundational policies, embedding policies into practice, measuring success and making improvements. The roadmap is divided into phases of Build, Embed, Improve and Lead, with activities in each phase aimed at continuous progress towards ethical sourcing integration.
TomkinsInternational-SCLF-8-12-2015-Last-Final-LookBrian F. Eddy
The document discusses non-profit service providers as cost-effective solutions for supply chain operations. Specifically, it discusses a non-profit social enterprise on the East Coast that employs 200 people and provides packaging, assembly, and fulfillment services. The non-profit operates like a business to maximize its social mission of providing jobs for people with disabilities. It argues that non-profits can reduce costs for companies while enabling them to achieve social and environmental goals.
Consumers are increasingly relying on technology to enable their lifestyles. While personal computers still dominate for many activities, mobile devices and tablets are gaining ground. Eighty-six percent of consumers prefer browsing the web on a PC, but tablets are increasingly used for reading books, social media, and streaming TV. There is also a device divide, as younger consumers are more likely to use newer devices than older consumers. Consumers express concern over privacy and security of personal information online, but many are still willing to have their online usage tracked by advertisers. Financial institutions are the most trusted online with consumer data, followed by secure payment sites.
Exploring a Multi-Trillion Dollar Opportunity
Hosted by Ovum analysts: Camille Mendler Alexander Harrowell Hwee Xian Tan
Slides from Webinar recording : January 2017
This document provides an analysis of AT&T's strategy. It includes an overview of the company, analysis of AT&T's external environment using PESTEL and Porter's Five Forces models, and an internal analysis using Porter's Value Chain, McKinsey's 7S framework, and the BCG matrix. The document also discusses AT&T's history, vision, services, market share, financial reports, partnerships and acquisitions. It analyzes political, economic, social, technological, environmental and legal factors affecting AT&T externally and examines the company's structure, style, and staff internally. The document appears to be analyzing AT&T's strategy to identify strengths, weaknesses, opportunities and threats.
The document outlines 3 key trends that will change businesses: 1) Empowering the workforce through new digital tools and flexible working styles to increase productivity. 2) Smarter business through innovating in the as-a-service economy and harnessing tools like cloud, IoT, and analytics. 3) Threats and opportunities of digital disruption as businesses compete in an ultra-fast Gigabit society and customers expect personalized, digital-first experiences. The trends are driven by societal changes, new technologies, and business models that are transforming industries and require adaptation. Vodafone provides solutions to help businesses address these trends through digital transformation and a flexible approach.
This document summarizes an interview with Fotis Karonis, the CTO of mobile network operator EE in the UK. Some key points:
- EE was the first to launch LTE networks in the UK and has now launched the fastest LTE-Advanced network, giving over 1 million customers faster speeds and improved connectivity.
- Karonis credits EE's success to strong engineering capabilities and collaboration with partners like Huawei to build future-proof, scalable networks.
- The LTE network is transforming user experience in the UK by enabling more mobile access to services, content and productivity apps.
- EE's new LTE-Advanced network, using technology from Huawei, can achieve speeds up
Huawei Enterprise Business Group Growth, presented by David He, President Mar...Huawei Enterprise
Huawei Enterprise Business Group is positioned to become an innovative 'one-stop ICT infrastructure provider' in the coming years through a combination of world-class innovation and savvy partnerships. Learn more about these partnerships, and key areas that Huawei is focusing on, in the following presentation. The original presentation was during the Huawei Global Analyst Summit held in Shenzen, China, April 21-23. For more on the summit follow Huawei enterprise on Twitter @HuaweiEnt or via hashtag #HAS15
TomkinsInternational-SCLF-8-12-2015-Last-Final-LookBrian F. Eddy
The document discusses non-profit service providers as cost-effective solutions for supply chain operations. Specifically, it discusses a non-profit social enterprise on the East Coast that employs 200 people and provides packaging, assembly, and fulfillment services. The non-profit operates like a business to maximize its social mission of providing jobs for people with disabilities. It argues that non-profits can reduce costs for companies while enabling them to achieve social and environmental goals.
Consumers are increasingly relying on technology to enable their lifestyles. While personal computers still dominate for many activities, mobile devices and tablets are gaining ground. Eighty-six percent of consumers prefer browsing the web on a PC, but tablets are increasingly used for reading books, social media, and streaming TV. There is also a device divide, as younger consumers are more likely to use newer devices than older consumers. Consumers express concern over privacy and security of personal information online, but many are still willing to have their online usage tracked by advertisers. Financial institutions are the most trusted online with consumer data, followed by secure payment sites.
Exploring a Multi-Trillion Dollar Opportunity
Hosted by Ovum analysts: Camille Mendler Alexander Harrowell Hwee Xian Tan
Slides from Webinar recording : January 2017
This document provides an analysis of AT&T's strategy. It includes an overview of the company, analysis of AT&T's external environment using PESTEL and Porter's Five Forces models, and an internal analysis using Porter's Value Chain, McKinsey's 7S framework, and the BCG matrix. The document also discusses AT&T's history, vision, services, market share, financial reports, partnerships and acquisitions. It analyzes political, economic, social, technological, environmental and legal factors affecting AT&T externally and examines the company's structure, style, and staff internally. The document appears to be analyzing AT&T's strategy to identify strengths, weaknesses, opportunities and threats.
The document outlines 3 key trends that will change businesses: 1) Empowering the workforce through new digital tools and flexible working styles to increase productivity. 2) Smarter business through innovating in the as-a-service economy and harnessing tools like cloud, IoT, and analytics. 3) Threats and opportunities of digital disruption as businesses compete in an ultra-fast Gigabit society and customers expect personalized, digital-first experiences. The trends are driven by societal changes, new technologies, and business models that are transforming industries and require adaptation. Vodafone provides solutions to help businesses address these trends through digital transformation and a flexible approach.
This document summarizes an interview with Fotis Karonis, the CTO of mobile network operator EE in the UK. Some key points:
- EE was the first to launch LTE networks in the UK and has now launched the fastest LTE-Advanced network, giving over 1 million customers faster speeds and improved connectivity.
- Karonis credits EE's success to strong engineering capabilities and collaboration with partners like Huawei to build future-proof, scalable networks.
- The LTE network is transforming user experience in the UK by enabling more mobile access to services, content and productivity apps.
- EE's new LTE-Advanced network, using technology from Huawei, can achieve speeds up
Huawei Enterprise Business Group Growth, presented by David He, President Mar...Huawei Enterprise
Huawei Enterprise Business Group is positioned to become an innovative 'one-stop ICT infrastructure provider' in the coming years through a combination of world-class innovation and savvy partnerships. Learn more about these partnerships, and key areas that Huawei is focusing on, in the following presentation. The original presentation was during the Huawei Global Analyst Summit held in Shenzen, China, April 21-23. For more on the summit follow Huawei enterprise on Twitter @HuaweiEnt or via hashtag #HAS15
The document discusses Tata Consultancy Services (TCS) and its globalization strategies. TCS is India's largest IT services company with over 140,000 employees globally. It has a global network of delivery centers and provides a wide range of IT services and solutions to clients worldwide. TCS differentiates itself through its global network delivery model, solution accelerators, and innovation labs which help clients gain competitive advantages.
Huawei is a Chinese technology company that has grown rapidly since its founding in 1987 to become a world leader in telecommunications equipment and services. It has a presence in over 140 countries and serves over a third of the global population. However, Huawei has also faced significant controversy and has been blocked from various network infrastructure projects due to concerns about its ties to the Chinese government. While very successful, Huawei aims to challenge Samsung and Apple's dominance in the smartphone market.
This document provides an overview of the telecommunications markets in China and Germany, as well as details on Huawei, a major Chinese telecom equipment supplier. Regarding China, it notes the large size of China's telecom service and equipment markets, as well as emerging opportunities in tier 2 cities. It also discusses China's regulatory environment and increasing openness to foreign participation. Details are given on market leaders and growth areas in Germany. Finally, company background and competitive positioning are outlined for Huawei.
Huawei has transformed from a small workshop in China to the world's largest telecommunications company through a focus on research and development. It began by reverse engineering foreign technology and developing its own telecommunications switches. Through aggressive pricing, expanding R&D spending, and a focus on underserved rural markets, Huawei was able to become the dominant player in China and then expand globally, now serving over 30% of the world's population. However, concerns over its links to the Chinese government and accusations of intellectual property theft have limited its success in some Western markets.
Connected Worker - How mobile technology can improve working life in emerging...Ali Zeeshan
This new Connected Worker study looks at ways in which Vodafone can make a significant difference to both workers and the organisations that employ them. It consider how Vodafone can make it easier to find work using, for example, recruitment services via a basic mobile device, and how organisations can reduce costs and become more efficient, for example, by using mobile money transfer services to make salary payments directly to workers.
Celcom Axiata analyzed its general environment including demographic, economic, technological, and global segments. The demographic segment shows that the majority of the Malaysian population is between 15-54 years old, representing an opportunity for Celcom to attract more users and increase income. However, competition is intensifying among telecom companies in the international direct dial segment. Celcom has the best broadband network in Malaysia and enhances its products to keep up with technological advancements, representing an opportunity in the growing technology market. The economic segment presents opportunities such as a higher standard of living and rising telecom demand, but also threats like high inflation and consumer bargaining power.
Huawei: Deep Dive Report on The Smartphone & Telecom Equipment GiantKeith Palmer
An extensive overview of Huawei as a company, their Global Expansion Strategy, Marketing Strategy, and what the future looks like for them. Created in April 2017 by Digital Strategist Keith Palmer
Vodafone has a long history in telecommunications dating back to the 1980s when it was awarded the first mobile license in the UK. More recently, Vodafone has moved into unified communications to help customers meet challenges around securing information, simplifying communications, and improving workforce effectiveness. Vodafone's portfolio includes products and services built on its strong network and partnerships to provide tailored solutions for securing information, simplifying communications, getting closer to customers, and improving workforce productivity and customer engagement.
The document discusses how telecommunications companies need to build successful service innovation ecosystems to drive new revenue streams. It notes that traditional SMS revenues are declining and new revenues of over $100 billion will be needed within 5 years. Operators are advised to develop platforms and APIs to enable third-party developers to create new services that utilize the operators' networks and capabilities. This could help operators diversify into new business areas and reduce subscriber churn. Huawei is working to establish hosting centers around the world to help operators with their digital transformations.
Wipro utilized opportunities arising from IBM leaving India in 1977 to diversify into the emerging IT industry, becoming India's first computer maker. In the 1990s, economic liberalization increased demand for technology across all industries, allowing Wipro to provide customized software and services like ERP, Six Sigma, and BPR. Wipro's workforce grew to include 30% women, higher than the industry average, as women's education increased in India. While new entrants pose a high threat due to low costs, Wipro has established a global R&D network and vast client base giving it strengths to leverage opportunities in the growing domestic and global markets through continued innovation and green practices.
Address the Challenges in Supply Chain and Sustainability Marketing-Alan AickenSimba Events
CSR Leadership World 2014 committee, Simba Events, concentrates to bring the whole system from global network to review and exam CSR issues with 360 angle to discover the earnest ways toward a sustainable economy future!
Huwaei Case Study - Goals and Strategies Ahmed Ehab
This document analyzes Huawei's goals and strategies. It provides background on Huawei, outlines its vision, mission and values, and describes its business, IT and organizational strategies. Key points include Huawei's goal to become the top ICT vendor overseas, its strategy to reach $100 billion in revenue by 2020 by attacking local and global markets, and its strengths in R&D and manufacturing capabilities. A SWOT analysis and Porter's five forces analysis are also presented. The document concludes with recommendations to address cybersecurity concerns and better localize for overseas customers.
Huawei is a Chinese multinational networking and telecommunications equipment and services company. It provides ICT solutions and is the largest telecom equipment maker in the world. The document discusses Huawei's vision, mission, products, services, competitors and provides a SWOT analysis. It highlights Huawei's focus on research and development with 50% of employees engaged in R&D institutes to achieve their goal of becoming the top telecom vendor globally.
Speakers - Huawei 2014 Global Professional LTE SummitHuawei Enterprise
[Speakers Introduction] 2014 Global Professional LTE Summit will be held on 28th Feb in Nanjing China tomorrow. Attendances from LTE Standards Groups, Solution Partners, and users will meet there to share the recent progress in LTE Standardization, Worldwide Solution Development and eLTE users experience in various industries. Huawei will also showcase its eLTE Broadband Trunking Solution and diversified services tailored for government, public safety, transportation, and energy industries.
Vodafone is a major global telecommunications company headquartered in the UK. It provides mobile services to over 19 million customers in the UK and has business partnerships in over 65 countries. The document discusses Vodafone's background, products, partnerships, and market position in the UK telecommunications industry. It then analyzes Vodafone's implementation of e-business initiatives such as an ERP system, CRM database, and financial reporting platform to automate processes and enhance operations.
Infosys has faced several challenges over the years including a crisis in 1989 that almost led to the company's collapse. In 2009, Infosys fired 2,100 employees due to poor performance. Infosys also faced accusations of visa fraud in 2011 and paid a $34 million settlement. Under CEOs SD Shibulal and Narayan Murthy, Infosys struggled with declining performance, but has shown improved growth under current CEO Vishal Sikka through investments in new technologies.
This document summarizes the success story of Huawei, a Chinese telecommunications company that grew from a small start-up in 1987 to a global leader in telecom equipment and smartphones. It describes how Huawei was founded to build China's telecom infrastructure and has since expanded globally through strategic partnerships, investments, and brand sponsorship deals. Key milestones included gaining early contracts in China, entering overseas markets in the 1990s, and becoming a top global brand recognized for innovation.
Detecon is a global consulting firm that provides management consulting and IT expertise. It has over 1,500 clients worldwide. Detecon's US office in San Francisco leverages its experience and knowledge of the telecom industry to help clients with strategies around innovation, emerging technologies, and new product launches. The document describes Detecon's services such as innovation management, technology strategies, and supporting new product launches. It also discusses current focus areas like mobile internet, cloud computing, emerging devices, and sustainability.
The document discusses the complex global food system from farm to table. It describes the various stages from farm land production of food, feed, fiber and fuel, to processing, distribution, consumption, and waste management. It notes problems like 1 billion people having too little food while 1.6 billion eat too much, and 40% of food being wasted. Alternatives discussed include localism, farmers markets, and chefs developing relationships with producers to source more sustainably.
Social Accountability 8000 2014-auditor-guidance-for-social-fingerprintVenkat Subbu
The document introduces Social Fingerprint, a methodology for SA8000 certified organizations to assess the maturity of their management systems for social performance. It consists of a self-assessment conducted by the organization and an independent evaluation by auditors. The methodology measures management systems across 10 key criteria corresponding to SA8000 requirements. Organizations are rated on a scale of 1-5 to indicate their level of maturity, with a level 4 generally corresponding to full SA8000 compliance. Social Fingerprint aims to standardize assessments and help organizations identify areas for continual improvement.
The ultimate goal of BSCI is to improve the working conditions in the global supply chain worldwide. This goal can only be achieved through a strong commitment from participants to implement the system.
Visit blog: http://www.merchandisingbangla.com/
The document discusses Tata Consultancy Services (TCS) and its globalization strategies. TCS is India's largest IT services company with over 140,000 employees globally. It has a global network of delivery centers and provides a wide range of IT services and solutions to clients worldwide. TCS differentiates itself through its global network delivery model, solution accelerators, and innovation labs which help clients gain competitive advantages.
Huawei is a Chinese technology company that has grown rapidly since its founding in 1987 to become a world leader in telecommunications equipment and services. It has a presence in over 140 countries and serves over a third of the global population. However, Huawei has also faced significant controversy and has been blocked from various network infrastructure projects due to concerns about its ties to the Chinese government. While very successful, Huawei aims to challenge Samsung and Apple's dominance in the smartphone market.
This document provides an overview of the telecommunications markets in China and Germany, as well as details on Huawei, a major Chinese telecom equipment supplier. Regarding China, it notes the large size of China's telecom service and equipment markets, as well as emerging opportunities in tier 2 cities. It also discusses China's regulatory environment and increasing openness to foreign participation. Details are given on market leaders and growth areas in Germany. Finally, company background and competitive positioning are outlined for Huawei.
Huawei has transformed from a small workshop in China to the world's largest telecommunications company through a focus on research and development. It began by reverse engineering foreign technology and developing its own telecommunications switches. Through aggressive pricing, expanding R&D spending, and a focus on underserved rural markets, Huawei was able to become the dominant player in China and then expand globally, now serving over 30% of the world's population. However, concerns over its links to the Chinese government and accusations of intellectual property theft have limited its success in some Western markets.
Connected Worker - How mobile technology can improve working life in emerging...Ali Zeeshan
This new Connected Worker study looks at ways in which Vodafone can make a significant difference to both workers and the organisations that employ them. It consider how Vodafone can make it easier to find work using, for example, recruitment services via a basic mobile device, and how organisations can reduce costs and become more efficient, for example, by using mobile money transfer services to make salary payments directly to workers.
Celcom Axiata analyzed its general environment including demographic, economic, technological, and global segments. The demographic segment shows that the majority of the Malaysian population is between 15-54 years old, representing an opportunity for Celcom to attract more users and increase income. However, competition is intensifying among telecom companies in the international direct dial segment. Celcom has the best broadband network in Malaysia and enhances its products to keep up with technological advancements, representing an opportunity in the growing technology market. The economic segment presents opportunities such as a higher standard of living and rising telecom demand, but also threats like high inflation and consumer bargaining power.
Huawei: Deep Dive Report on The Smartphone & Telecom Equipment GiantKeith Palmer
An extensive overview of Huawei as a company, their Global Expansion Strategy, Marketing Strategy, and what the future looks like for them. Created in April 2017 by Digital Strategist Keith Palmer
Vodafone has a long history in telecommunications dating back to the 1980s when it was awarded the first mobile license in the UK. More recently, Vodafone has moved into unified communications to help customers meet challenges around securing information, simplifying communications, and improving workforce effectiveness. Vodafone's portfolio includes products and services built on its strong network and partnerships to provide tailored solutions for securing information, simplifying communications, getting closer to customers, and improving workforce productivity and customer engagement.
The document discusses how telecommunications companies need to build successful service innovation ecosystems to drive new revenue streams. It notes that traditional SMS revenues are declining and new revenues of over $100 billion will be needed within 5 years. Operators are advised to develop platforms and APIs to enable third-party developers to create new services that utilize the operators' networks and capabilities. This could help operators diversify into new business areas and reduce subscriber churn. Huawei is working to establish hosting centers around the world to help operators with their digital transformations.
Wipro utilized opportunities arising from IBM leaving India in 1977 to diversify into the emerging IT industry, becoming India's first computer maker. In the 1990s, economic liberalization increased demand for technology across all industries, allowing Wipro to provide customized software and services like ERP, Six Sigma, and BPR. Wipro's workforce grew to include 30% women, higher than the industry average, as women's education increased in India. While new entrants pose a high threat due to low costs, Wipro has established a global R&D network and vast client base giving it strengths to leverage opportunities in the growing domestic and global markets through continued innovation and green practices.
Address the Challenges in Supply Chain and Sustainability Marketing-Alan AickenSimba Events
CSR Leadership World 2014 committee, Simba Events, concentrates to bring the whole system from global network to review and exam CSR issues with 360 angle to discover the earnest ways toward a sustainable economy future!
Huwaei Case Study - Goals and Strategies Ahmed Ehab
This document analyzes Huawei's goals and strategies. It provides background on Huawei, outlines its vision, mission and values, and describes its business, IT and organizational strategies. Key points include Huawei's goal to become the top ICT vendor overseas, its strategy to reach $100 billion in revenue by 2020 by attacking local and global markets, and its strengths in R&D and manufacturing capabilities. A SWOT analysis and Porter's five forces analysis are also presented. The document concludes with recommendations to address cybersecurity concerns and better localize for overseas customers.
Huawei is a Chinese multinational networking and telecommunications equipment and services company. It provides ICT solutions and is the largest telecom equipment maker in the world. The document discusses Huawei's vision, mission, products, services, competitors and provides a SWOT analysis. It highlights Huawei's focus on research and development with 50% of employees engaged in R&D institutes to achieve their goal of becoming the top telecom vendor globally.
Speakers - Huawei 2014 Global Professional LTE SummitHuawei Enterprise
[Speakers Introduction] 2014 Global Professional LTE Summit will be held on 28th Feb in Nanjing China tomorrow. Attendances from LTE Standards Groups, Solution Partners, and users will meet there to share the recent progress in LTE Standardization, Worldwide Solution Development and eLTE users experience in various industries. Huawei will also showcase its eLTE Broadband Trunking Solution and diversified services tailored for government, public safety, transportation, and energy industries.
Vodafone is a major global telecommunications company headquartered in the UK. It provides mobile services to over 19 million customers in the UK and has business partnerships in over 65 countries. The document discusses Vodafone's background, products, partnerships, and market position in the UK telecommunications industry. It then analyzes Vodafone's implementation of e-business initiatives such as an ERP system, CRM database, and financial reporting platform to automate processes and enhance operations.
Infosys has faced several challenges over the years including a crisis in 1989 that almost led to the company's collapse. In 2009, Infosys fired 2,100 employees due to poor performance. Infosys also faced accusations of visa fraud in 2011 and paid a $34 million settlement. Under CEOs SD Shibulal and Narayan Murthy, Infosys struggled with declining performance, but has shown improved growth under current CEO Vishal Sikka through investments in new technologies.
This document summarizes the success story of Huawei, a Chinese telecommunications company that grew from a small start-up in 1987 to a global leader in telecom equipment and smartphones. It describes how Huawei was founded to build China's telecom infrastructure and has since expanded globally through strategic partnerships, investments, and brand sponsorship deals. Key milestones included gaining early contracts in China, entering overseas markets in the 1990s, and becoming a top global brand recognized for innovation.
Detecon is a global consulting firm that provides management consulting and IT expertise. It has over 1,500 clients worldwide. Detecon's US office in San Francisco leverages its experience and knowledge of the telecom industry to help clients with strategies around innovation, emerging technologies, and new product launches. The document describes Detecon's services such as innovation management, technology strategies, and supporting new product launches. It also discusses current focus areas like mobile internet, cloud computing, emerging devices, and sustainability.
The document discusses the complex global food system from farm to table. It describes the various stages from farm land production of food, feed, fiber and fuel, to processing, distribution, consumption, and waste management. It notes problems like 1 billion people having too little food while 1.6 billion eat too much, and 40% of food being wasted. Alternatives discussed include localism, farmers markets, and chefs developing relationships with producers to source more sustainably.
Social Accountability 8000 2014-auditor-guidance-for-social-fingerprintVenkat Subbu
The document introduces Social Fingerprint, a methodology for SA8000 certified organizations to assess the maturity of their management systems for social performance. It consists of a self-assessment conducted by the organization and an independent evaluation by auditors. The methodology measures management systems across 10 key criteria corresponding to SA8000 requirements. Organizations are rated on a scale of 1-5 to indicate their level of maturity, with a level 4 generally corresponding to full SA8000 compliance. Social Fingerprint aims to standardize assessments and help organizations identify areas for continual improvement.
The ultimate goal of BSCI is to improve the working conditions in the global supply chain worldwide. This goal can only be achieved through a strong commitment from participants to implement the system.
Visit blog: http://www.merchandisingbangla.com/
The document provides an overview of the BSCI (Business Social Compliance Initiative) Code of Conduct and its implementation. It outlines 15 key performance areas that companies should address to properly implement the Code, including establishing a social management system, ensuring workers' rights to freedom of association and collective bargaining, and developing a grievance mechanism. The document provides detailed guidance on the policies, processes, trainings, and documentation needed to effectively address each performance area according to the BSCI Code of Conduct.
In the context of globalisation and international competition, many companies source labour-intensive goods from developing and newly industrialised countries. However, working conditions in these countries often do not comply with basic labour standards, such as those established by the International Labour Organization (ILO). To address this issue, many companies and associations have created individual codes of conduct and monitoring systems.
SA8000 and BSCI are some of the monitoring systems. The audit process helps to identify the better suppliers who can take on more business as non-conforming suppliers drop out of the supply chain.
The document discusses global sourcing, which involves identifying the best supplier regardless of location. Global sourcing includes shared services and outsourcing solutions that can be implemented domestically or offshore. Key factors to consider in global sourcing include material costs, transportation costs, inventory costs, taxes and duties, supply performance, and risks. There are also quantitative aspects like logistics and economics, and qualitative aspects such as political, legal, and cultural factors. Risks of global sourcing include distance from suppliers, communication challenges, currency fluctuations, quality issues, and staffing needs.
2015 Ends With Exploding Hoverboards And Growing Ethical ConcernsQIMA
China again in the spotlight for product safety problems. Ethical violations remain a top concern as factory audit scores show no improvement. Vietnam predicted to have explosive export growth in 2016. The environmental situation in China remains grave.
• Why do Organizations Outsource Business Process
• The Hidden Costs of Outsourcing
• Core Competencies
• Outsourcing Trends
• Element Strategic Outsourcing
There are several companies that have raised the standards of business practices in their respective fields by exercising business ethics and making it an important aspect for running business. Insights Success acknowledges these companies by shortlisting “The Most Ethical Companies to watch, 2019”.
Here are some details about potential outsourcing decisions:
- Activity being outsourced: IT services (e.g. help desk support, infrastructure management), Finance and accounting functions (e.g. payroll, bookkeeping), Manufacturing operations (e.g. production of components), Customer service/support (e.g. call center operations)
- Size of outsourcing: Small teams or projects (5-10 employees), Large shared services centers (100+ employees), Multi-year outsourcing contracts (handling an entire business function)
- Type of outsourcing provider: Global outsourcing firms (e.g. Accenture, Infosys, Wipro), Regional/domestic
The document discusses how financial institutions are increasingly looking externally to partner with organizations like FinTech companies, universities, and technology providers to innovate more quickly in response to changing market dynamics. It provides examples of partnerships between banks and these external organizations focused on developing new technologies, products, and business models. The document advocates that financial institutions leverage external partnerships and collaborations to access new ideas, technologies, and talent in order to accelerate their transformation and seize opportunities in the evolving financial services industry.
TCI is a Pakistani textile chemical company established in 1961 to serve the local textile industry. It offers innovative chemical products and services directed towards environmental sustainability and increasing customers' competitiveness. TCI has a long history of growth through investments in R&D and partnerships with international companies. Its vision is to provide superior and eco-friendly chemical products and support services through developing win-win partnerships with customers and stakeholders.
iBe A State of Digital Innovation Report 2015Phil Falato
This document discusses drivers of digital innovation based on interviews with executives from various industries. It finds that customer empowerment due to digital technology, ubiquitous digital tools, disruptive new technologies, and new entrants are driving companies to innovate. The report examines how executives are responding to these challenges and proposes that success requires fostering digital advantages, addressing the "smart divide," and adopting new innovation models.
iBe A State of Digital Innovation Report May 2015 issuedRoger Camrass
This document provides an overview of a research report on digital innovation. It discusses:
1) Four key drivers of digital disruption: customer empowerment, digital ubiquity, disruptive technologies, and new players.
2) How game changing technologies like mobility and data analytics present both threats and opportunities for different industries.
3) The emergence of new, disruptive players and differing views among interviewees on the threat they pose.
4) How companies are approaching innovation through a focus on customer behavior, applying technology to new business areas, and defining digital business strategies with emphasis on mobility and data analytics.
Companies are increasingly recognizing the importance of sustainable supply chains to manage risks and opportunities. While risks are a key driver, leading companies see strategic benefits like market differentiation. Approaches vary but include setting expectations, auditing, and building supplier capacity. Collaboration is important given complexity, and technology helps provide transparency beyond direct suppliers. Leading companies treat suppliers as partners and work together towards shared commitments.
This document provides information about a project report submitted to Pune University. The report analyzes the market penetration of Airtel post-paid mobile connections compared to its competitors. It includes sections on the company profile of Airtel, research methodology, data analysis, findings and recommendations. The project was undertaken during a two month internship at Airtel to conduct market research and sales activities.
This document provides information about innovations from Amey's utilities team. It introduces the innovations team contacts and summarizes a few recent innovations. It discusses a report on innovation in UK utilities which found that culture and collaboration were key challenges. It also mentions that Amey trialed using "Fence Feet" products as an alternative to fencing and that they attended the launch of the utilities innovation report. Finally, it provides details on two of Amey's nominations for innovation awards and on measuring innovation in facilities management.
In this report, we have a clear objective of planning and designing the IT structure and its implementation in the firm.
The objectives are as follows:
• Analyse the IT sector scenario and the company structure and working
• Risk assessment of the business environment
• Process, Application and Technology Integration
• Define a cloud strategy for Mindfire Solutions
• Devise the Technology Scorecard for the departments
• Suggest Change Management in regards to cloud implementation
• Prepare an action plan for each stakeholder
• State the benefits of the IT implementation
The document provides an overview of a research project conducted by a student on evaluating the business potential and revenue opportunities for security systems and access controllers. The research involved primary data collection through distributors, sales teams and consumers to understand market penetration and strategies to increase sales and revenue. The methodology included both primary and secondary research. The project report includes chapters on the company profile, products, training programs, SWOT analysis and recommendations.
Evolution of supply chain management.pptxSamuel Gher
The document discusses the evolution of supply chain management (SCM) from the 1960s to present day. It covers key concepts in SCM like distribution requirements planning, transportation management, and warehousing that developed in the 1960s-1970s. Collaboration and integration became important in the 1980s-1990s with practices like vendor-managed inventory and third-party logistics. More recent developments include demand-driven supply chains, digital and sustainable supply chains, and building resiliency. The document also summarizes Louis Vuitton's supply chain process for leather products and describes how the bullwhip effect can impact companies and strategies to improve it, like collaborative planning.
Digital Supply Chain - Insights on Driving the Digital Supply Chain Transform...Lora Cecere
Executive Summary
It started with the internet, and the drum beat continues. Mobile. Social. Cloud. Digital Products. Telematics. The Internet of Things. The list of enablers is endless.
Over the last decade, digital marketing departments quickly took advantage of new technologies to power marketing capabilities. As a result, companies have new products and services; but, over the last decade there has been little change in supply chain processes.
There is a great divide in organizations today. There are digital teams in marketing while there are traditional supply chain processes in operations. Many supply chain leaders are asking how they digitize their supply chain practices. This report is designed to help. Here we share a five-step process to get started, and we provide insights from recent research on how to transform manufacturing processes.
What Is Digital Business?
Digitization transforms businesses. A digital business model uses new forms of technology to create new forms of revenue and business value. It is about the use of combinations of technologies to sense changes in real-time and shape a meaningful output.
Digital business is about much, much more than the redefinition of business processes for B2B and B2C. While e-business strategies are foundational, and necessary, it is about more than e-business. In today’s supply chain, while B2C models are well defined and new supply chain models have embraced and redefined e-commerce delivery, B2B processes lag B2C. Today, only 9% of B2B commerce business flows through business networks. There are no digital B2B officers. Companies have been slow to adopt new forms of B2B.
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Similar to Konica-Minolta_Ethical_Sourcing_Roadmap (20)
1. Build | Embed | Improve | Lead
March 2016
Ethical
Sourcing
Roadmap
An 18-month plan to guide the company on its ethical sourcing journey.
The Roadmap is framed by 5 goals and 40 activities.
2. Insight Series
Ethical Sourcing Roadmap
Compiled by:
Laura McManus
Ethical Supply Chain Management
Konica Minolta Business Solutions Australia
Laura.McManus@konicaminolta.com.au
3. Insight Series
Ethical Sourcing Roadmap
Introduction
With great enthusiasm I am proud to introduce Konica Minolta Australia’s Ethical
Sourcing Roadmap.
In November 2015, we commenced our ethical sourcing journey to understand
more about how goods and services in our supply chain are managed and
produced. To date, we have undertaken a thorough review of our policies
and procedures as they relate to ethical sourcing, compared our current
actions against best practices, liaised with Konica Minolta offices globally to
share learning, completed an initial supplier risk assessment and prepared
a stakeholder engagement strategy. These efforts have informed our Ethical
Sourcing Roadmap.
Konica Minolta Inc. (KMI), our parent company, is leading the Group’s overall CSR
Procurement strategy. KMI is a member of the Electronic Industry Citizenship
Coalition and a signatory to the United Nations Global Compact. KMI regularly
reports using the Global Reporting Initiative’s ‘GRI 4 Guidelines’.
At Konica Minolta Business Solutions Australia (KMBAU) we have a strong record
of corporate citizenship by building genuine engagement with charity partners.
These are not just one-off donations, rather a commitment to apply the tools of
our business to benefit others. But CSR is not just philanthropy. Truly living CSR
is ensuring too that our business operations and supply chains do no harm and
reflect the values and ethics we espouse.
We want to do business differently. Recognising that to be fully successful,
ethical sourcing commitments require a whole of industry and in many cases, a
multi-stakeholder response, we seek to work in partnership with peers in a pre-
commercial space. We want to foster collaborative relationships with suppliers;
train our staff on the basics of ethical sourcing including how human rights fits in;
help our clients meet their own responsible sourcing targets; and take bold action
above bold commitments.
The process may not always be perfect and it is a long road ahead, but we are
committed to identifying, preventing and working to remedy cases where people
involved in our business operations are denied the right to live and work with dignity.
We invite you to join us on this journey.
Dr. David Cooke
Managing Director
Konica Minolta Business Solutions Australia
We invite
you to join
us on this
journey.
4. Insight Series
Ethical Sourcing Roadmap
Understanding risk in electronic industry
supply chains
The hundreds of thousands of supply chains that make up electronics
manufacturing are highly complex and intricate, just like the component parts
they are producing. Yet, simply put, there are three main steps in electronics
production before items are shipped for sale¹:
Electronics manufacturing in Malaysia
In 2014 leading business and human rights organisation, Verité, released a report
on the situation of forced labour in the electronics sector in Malaysia. The report
found that migrant workers were at particular risk of exploitation, especially
through the payments of excessive recruitment fess, deceptive contracting and
withholding of personal identity documents. Major findings include:
⅓of foreign workers in sample size (501) were in a situation of forced labour.
461foreign workers had paid recruitment fees:
92% paid excessive fees in home country,
99% paid excessive fees in Malaysia, and
77% had to borrow money to pay fees resulting in debt bondage.
94%reported passports were held:
71% were held at a level that was impossible or extremely difficult to access,
indicating restrictions on freedom of movement.
57%of workers could not terminate contract without serious and often illegal penalties.
See: www.verite.org/sites/default/files/images/VeriteForcedLaborMalaysianElectronics2014.pdf
¹ Baptist World Aid Australia, Electronic Industry Trends, February 2016; www.baptistworldaid.org.au/assets/BehindtheBarcode/Electronics-Industry-Trends-Report-Australia.pdf
Extraction: Raw mineral extraction predominantly occurs in 30 countries around
the world, including Australia, where there are a number of deferent human rights
challenges. For instance, 19 countries are identified as using forced labour in
the extraction of the 7 main minerals used in electronics manufacturing. The 7
minerals are gold, tin, tungsten, cobalt, copper, iron and tantalum. Major brands
do not yet have full visibility over this process.
Smelting/component manufacturing: Following extraction and trading
ownership a number of times, minerals from different locations are smelted and
refined before being traded to component manufacturers. The vast majority
of component manufacturers are located in Asia, notably China, Japan, South
Korea, Taiwan, Thailand, the Philippines, Singapore and Malaysia. This process is
often outsourced and major companies have less visibility over production.
Final manufacturing: Once components are assembled, they are purchased by
brands and sent to final manufacturing facilities where our favourite electronic
products are made. These facilities may be directly owned and managed by the
brand itself, or a major first tier supplier. Companies generally have oversight
as to how these factories are operated. Different labour rights issues, including
forced labour, can occur during both component and final manufacturing phases.
ENVIRONMENT
LABOR
ETHICS
HEALTH &
SAFETY
MANAGEMENT SYSTEMS
ENVIRONMENT
LABOR
ETHICS
HEALTH &
SAFETY
MANAGEMENT SYSTEMS
ENVIRONMENT
LABOR
ETHICS
HEALTH &
SAFETY
MANAGEMENT SYSTEMS
5. Insight Series
Ethical Sourcing Roadmap
Objectives
The purpose of this Roadmap is threefold:
• To create a vision for the company to achieve its ethical sourcing goals.
• To be transparent to our clients, suppliers and wider stakeholders on our
commitments and intent.
• To create policies and processes that respect the rights of workers and other
relevant stakeholders in our business operations and supply chains.
Our Business
KMBAU is a market-leading provider of integrated information management,
focused on enterprise content and technology optimisation. Our traditional
business is selling multi-function printing devices. The vast majority of these are
Konica Minolta branded and supplied by our parent company KMI. We are also a
distributor of 3D and wide format printers as well as a growing suite of software
and services to complement our hardware business solutions.
Our Ethical Sourcing Roadmap considers those contractual suppliers based on
risk, where we can assert influence and where the most gains can be made to
benefit a larger number of people. Therefore, we consider our suppliers in two
groups:
• Stock: Both KMI and third-party hardware providers as well as software
solutions partners.
• Operations: Including logistics, facilities, and other non-essential but risk
commodities.
‘The EICC is a nonprofit coalition of electronics
companies committed to supporting the rights
and wellbeing of workers and communities
worldwide affected by the global electronics
supply chain. EICC members commit and
are held accountable to a common Code of
Conduct and utilize a range of EICC training
and assessment tools to support continuous
improvement in the social, environmental and
ethical responsibility of their supply chains.ʼ
KMI has been a member of the EICC since
2013. KMBAU will adapt KMI's learnings and
approaches from the EICC.
See: www.eiccoalition.org
What is the Electronic Industry Citizenship Coalition?
ENVIRONMENT
LABOR
ETHICS
HEALTH &
SAFETY
MANAGEMENT SYSTEMS
EICC Code of Conduct
6. Insight Series
Ethical Sourcing Roadmap
Vision
This roadmap outlines an 18-month vision of how KMBAU can implement
ethical sourcing throughout its business operations and supply chain. By first
understanding where we are at now, ‘the Baseline’, the roadmap unfolds in three
main phases – Build, Embed and Improve. Each phase is intended to achieve key
milestones over time, creating a work plan that is both realistic and achievable.
Recognising that success is not an end goal but rather genuine integration into
core business, ‘Lead’ signifies a commitment to continuous improvement.
Improve
January - June 2017
To measure the success of current
initiatives, make recommendations for
improvement and report on progress.
3
5
1
2
4
Baseline
November - December 2015
To examine Konica Minolta’s policy
and procedures as they relate to
ethical sourcing in its business
operations and supply chain.
Build
January - March 2016
To create a foundation of good
policies and procedures from which
to build ethical sourcing practices.
Embed
April - December 2016
Ensure policies and procedures
manifest in practice across business
operations and supply chains.
Lead
2017+
To engage in continuous best practice
and become a leading technology
company in this space in Australia.
7. Insight Series
Ethical Sourcing Roadmap
Goal
To examine Konica Minolta
Australia’s policy and procedures
as they relate to ethical sourcing
in its business operations and
supply chain.
Timeframe
November - December 2015
Status
Completed
Baseline
In November 2015, KMBAU commenced an ethical sourcing policy and
management systems gap analysis. The findings of this review have formed a
baseline for improvement from which we will measure progress over time.
These baseline findings relate to the national business of Konica Minolta
Australia. KMI have comprehensive Group policies and procedures that govern
the manufacturing of all Konica Minolta machines. More information is available
on the CSR pages of the Group website.²
1Stream Baseline for improvement
Policy • Update Procurement Policy to address elements of
ethical sourcing
• Adapt KMI’s Supplier Code of Conduct at a national
level
• Adapt KMI’s Conflict Minerals Policy at a national
level
• Develop a Human Rights Position Statement
Business Operations • Join relevant industry or multi-stakeholder initiatives
and participate in relevant policy discussions
• Update supplier evaluation processes with
minimum ethical sourcing requirements
• Update risk register with ethical sourcing and
human rights considerations
• Develop staff education on ethical sourcing
including human rights
• Develop performance targets or incentives for
procurement staff on ethical sourcing
• Participate in a third party assessment of ethical
sourcing practices
Supply chain • Update preferred supplier list
• Update supplier engagement processes to include
ethical sourcing considerations
• Update supplier contract templates with clauses
that promote ethical sourcing, including the
verification and resolution of ethical sourcing claims
• Develop key performance indicators for suppliers
which correlate with ethical sourcing
Outputs • Ethical Sourcing Policy and Management Systems
Gap Analysis. The results of this analysis have
formed the baseline findings above.
² Konica Minolta Sustainability: www.konicaminolta.com/about/csr
8. I can sometimes start work at six in the
morning and then I will work until 11am or
midday [when] someone else takes over from
me. Then I re-enter to watch over the other
diggers later in the day… Sometimes we work
24 hours. Each day, what we earn depends
on what we dig; it depends on the pit. There
are even those who will work for a whole day
without earning anything. Last week, we found
in one pit… a bit of gold. […] For that first bit of
gold, we only got 4500 Francs [around $5].
Larisse, minerals miner in South Kivu, Eastern Congo3
3 Amnesty International and Global Witness, Digging for Transparency: How U.S.
companies are only scratching the surface of conflict minerals reporting, April 2015, pg. 14:
www.amnestyusa.org/sites/default/files/digging_for_transparency_hi_res.pdf
9. Insight Series
Ethical Sourcing Roadmap
Goal
To create a foundation of good
policies and procedures from
which to build ethical sourcing
practices.
Timeframe
January - March 2016
Status
In Progress
Build
2Stream Activities
Policy • Update Procurement Policy
• Apply KMI’s Supplier CoC of Conduct to the
Australian business context
• Develop a Human Rights Position Statement
Business Operations • Join the UN Global Compact Network Australia
• Define risk ratings and categories for ethical sourcing
• Develop a Stakeholder Engagement Matrix,
including an internal cross-functional group to
consider ethical sourcing
• Define staff reporting requirements and
responsibilities for progress against targets
• Complete a third party audit
Supply chain • Define supplier groups
• Apply an initial supplier risk rating based on supplier
status as well as spend, country and sector risk
• Disseminate Supplier Self-Assessment
Questionnaire (SAQ)
Outputs • Ethical Sourcing Roadmap (this document)
• Human Rights Position Statement
• Updated Procurement Policy
• Stakeholder Engagement Matrix
• Results and corrective action plan from third party audit
• Supplier Self-Assessment Questionnaire template
The Guiding Principles were unanimously endorsed in 2011 as global standard of
how prevent and address business related adverse human rights impacts. They
include guidance for State duties, business responsibilities and effective remedy
involving all actors when things go wrong. Notably, principles 1 and 13 state that:
• States must protect against human rights abuse within their territory and/
or jurisdiction by third parties, including business enterprises.
• The responsibility to respect human rights requires that business enterprises:
• Avoid causing or contributing to adverse human rights impacts through
their own activities, and address such impacts when they occur;
• Seek to prevent or mitigate adverse human rights impacts that are
directly linked to their operations, products or services by their business
relationships, even if they have not contributed to those impacts.
We have adopted the Guiding Principles framework and seek to implement
it throughout the course of the Roadmap. For human rights related impacts
of ethical sourcing, including labour rights abuses, the UNGP’s provide a
framework for how to prevent and address those impacts.
The United Nations Guiding Principles on Business and
Human Rights
10. If I do not pay my debt there
will be more interest added every
month. The debt total will increase
and my family will lose some of our
assets, like our land and gold.
Male Nepalese worker in Penang, Malaysia in a situation of debt bondage⁴
⁴ Verité, Forced Labour in the Production of Electronic Goods in Malaysia, September 2014, pg. 154:
www.verite.org/sites/default/files/images/VeriteForcedLaborMalaysianElectronics2014.pdf
11. Insight Series
Ethical Sourcing Roadmap
Goal
Ensure policies and procedures
manifest in practice across
business operations and supply
chains.
Timeframe
April - December 2016
Status
To be completed
Embed
3Stream Activities
Policy • Publish Procurement Guidelines
• Disseminate Supplier CoC
• Apply KMI’s Conflict Minerals Statement into
business operations
• Train purchasers across all departments on
procurement policies and guidelines
• Develop staff education on ethical sourcing
including human rights
Business Operations • Update IT procurement policies and procedures to
address conflict minerals
• Update tender process to include ethical sourcing
requirements
• Integrate Ethical Sourcing Roadmap in CSR
strategy
• Develop due diligence criteria for low, medium and
high risk suppliers
• Implement corrective actions from third party audit
Supply chain • Analyse and publish results from Supplier SAQ
• Host Supplier Sustainability Roundtable
• Develop supplier information packs based upon
any identified needs
• Disseminate Supplier CoC and Acknowledgement
of Compliance Form
• Review supplier contracts and develop verification
clauses on ethical sourcing
• Engage two key suppliers in supply chain mapping
at multiple tiers
Expected Outputs • Procurement Guidelines
• Staff education modules on ethical sourcing
• IT purchasing policies and procedures embedded
with conflict mineral clauses
• Tender process updated with ethical sourcing
requirements
• Report on results from Supplier SAQ
• Supplier contracts updated with a right to verify
clause
• 15 key suppliers attend first Supplier Sustainability
Roundtable
12. Future buyer-supplier
relationship[s] does not just revolve
around mere sourcing strategies;
it must evolve… and must take
into consideration the issues of
workers’ welfare, sustainable
pricing structures and rewards
for commendable corporate
compliance strategies.
Bangladeshi manufacturer and their vision for better buyer-supplier engagement⁵
⁵ Sarach Labowitz and Dorothee Baumann-Pauly, Business as Usual is Not an Option: Supply Chains
and Sourcing after Rana Plaza, NYU Stern Centre for Business and Human Rights, April 2014, pg. 29:
www.stern.nyu.edu/sites/default/files/assets/documents/con_047408.pdf
13. Insight Series
Ethical Sourcing Roadmap
Goal
To measure the success of current
initiatives, make recommendations
for improvement and report on
progress.
Timeframe
January - June 2017
Status
To be completed
Improve
4Stream Activities
Policy • Review implementation of Human Rights Position
Statement
• Review implementation of Procurement Policy
• Review implementation of Supplier CoC
• Review implementation of Conflict Minerals
Statement
• Review employee knowledge on ethical sourcing
policies and targets
Business Operations • Review the implementation of Ethical Sourcing
Roadmap, setting goals and activities for continued
improvement
• Develop remediation guidelines based on findings /
experiences from previous phases
• Explore if procurement practices (price and lead
time) impact supplier performance
• Review and close out corrective actions from third
party audit
Supply chain • Conduct a supplier satisfaction survey on supplier
engagement and ethical sourcing
• Strategic suppliers have updated policies and
procedures as they relate to ethical sourcing
• First tier suppliers are allocated an ethical sourcing
or ESG risk rating
• Host second Supplier Sustainability Roundtable
Expected Outputs • 100% suppliers signed against Supplier CoC
• 100% visibility of first tier suppliers
• All third party stock suppliers completed basic
Supplier SAQ
• Remediation guidelines
• Published supplier engagement Case-study
• Published customer success story
• Ethical Sourcing Roadmap II
• Report on progress against Roadmap on the BAU
website and, where appropriate, in the Group’s
annual Sustainability report
14. Insight Series
Ethical Sourcing Roadmap
Goal
To engage in continuous best
practice and become a leading
technology company committed
to ethical sourcing Australia.
Lead
We recognise that ethical sourcing is not an 18-month project; ethical sourcing
including human rights risks may change over time so the job is never really
‘done’. To be truly successful, ethical sourcing will become a part of our new way
of doing business and embedded in a process of continuous improvement in line
with best practices.
By setting activities and targets over an 18-month period, Konica Minolta wants
to demonstrate that change is possible over time and encourage others to start
their journey. In doing so, we seek to become an industry leader driving ethical
sourcing initiatives across the technology sector in Australia. It is not just about
making good business sense, it is about living our values as a company that cares.
5
To be truly successful, ethical
sourcing will become a part of
our new way of doing business
and embedded in a process of
continuous improvement in line
with best practices.