Purchasing Model
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The purchasing model document outlines a process for planning and taking action when making purchasing decisions. It involves assessing needs, scanning the market to identify potential suppliers, defining sourcing benchmarks, issuing requests for information/proposals/quotations, negotiating contracts using a four step method, and reviewing supplier performance against the contract. The overall goal is to reduce costs while ensuring reliability, quality, value, and compliance in purchases.
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Supplier selection
The document discusses supplier selection and evaluation. It defines supplier selection and outlines a 7 step process for evaluating and selecting suppliers, including recognizing the need, identifying requirements, determining strategy, identifying potential suppliers, limiting the pool, evaluating, and selecting. It also discusses using Carter's 10 C's model to evaluate suppliers based on competency, capacity, consistency, cost and other factors. An example application of the process is provided where 4 potential suppliers are evaluated against the 10 C's and weighted factors to determine the best option.
Chapter 9: Using Supply Chains to Create Value for Customers
- Supply chain management involves designing and monitoring all organizations involved before, during, and after production of a product. Some companies view the supply chain as integral to their marketing plans.
- Demand forecasting estimates customer demand and is part of inventory control activities. The goal of inventory control is to avoid stockouts while meeting customer needs. New tracking devices help companies forecast and manage inventory levels.
- Transportation of goods via methods like trucks, ships, trains, and planes is an important part of supply chain management. Tracking shipments allows companies to trace products and anticipate disruptions.
Chapter 14 sourcing decisions in a supply chain
1. The document discusses key concepts related to sourcing decisions in a supply chain, including the role of sourcing, factors that affect outsourcing decisions, and total cost of ownership.
2. It covers dimensions of supplier performance that impact costs, mechanisms for supplier selection like auctions and negotiations, and approaches for risk sharing between buyers and suppliers.
3. The document also discusses designing a tailored supplier portfolio and strategies for making effective sourcing decisions in practice through multifunctional teams, coordination across regions, evaluating total cost, and building long-term supplier relationships.
Creating and Managing Supplier Relationships
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
international sourcing
The document discusses international procurement strategies and global sourcing strategies. It defines strategic purchasing as coordinating procurement requirements across business units to acquire goods and services in a way that supports business needs. A global sourcing strategy aims to reduce costs, access new technologies, establish alternative suppliers to reduce risk, and take advantage of superior quality from supplier investments. Developing an effective global sourcing strategy requires determining objectives, quality standards, quantities, suppliers, prices, and managing various risks and challenges of operating across different countries.
SUPPLIER SELECTION AND EVALUATION
• Make Versus Buy
• Benefit of Outsourcing
• Source of Supplier Information
• Strategis Selection
• Supplier Relationship Management (SRM)
• Industry Example
International procurement
The document discusses the benefits and risks of international procurement. It begins by defining procurement and outlining the research objectives, which are to examine the benefits and risks of international procurement and determine if issues exist globally. Key benefits identified are lower costs due to differences in currency exchange rates and labor costs between countries. However, risks include fraud, poor quality of goods/services, and difficulties managing distant suppliers. The document provides examples and sources to support the benefits and risks discussed.
Global supply chain management
Global supply chain management involves coordinating activities across countries. A global supply chain connects organizations worldwide to source materials and produce goods for customers. Managing such a complex network introduces challenges like long distances, currency fluctuations, and differing business environments. However, companies also benefit from expanded markets, lower costs, and competitive advantages. To operate efficiently, firms must integrate worldwide operations and have the agility to respond to various global factors. For example, a large computer company redesigned its supply chain from 33 plants across many countries to 12 plants within 3 regional zones, reducing costs and improving profits.
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Supplier selection
The document discusses supplier selection and evaluation. It defines supplier selection and outlines a 7 step process for evaluating and selecting suppliers, including recognizing the need, identifying requirements, determining strategy, identifying potential suppliers, limiting the pool, evaluating, and selecting. It also discusses using Carter's 10 C's model to evaluate suppliers based on competency, capacity, consistency, cost and other factors. An example application of the process is provided where 4 potential suppliers are evaluated against the 10 C's and weighted factors to determine the best option.
Chapter 9: Using Supply Chains to Create Value for Customers
- Supply chain management involves designing and monitoring all organizations involved before, during, and after production of a product. Some companies view the supply chain as integral to their marketing plans.
- Demand forecasting estimates customer demand and is part of inventory control activities. The goal of inventory control is to avoid stockouts while meeting customer needs. New tracking devices help companies forecast and manage inventory levels.
- Transportation of goods via methods like trucks, ships, trains, and planes is an important part of supply chain management. Tracking shipments allows companies to trace products and anticipate disruptions.
Chapter 14 sourcing decisions in a supply chain
1. The document discusses key concepts related to sourcing decisions in a supply chain, including the role of sourcing, factors that affect outsourcing decisions, and total cost of ownership.
2. It covers dimensions of supplier performance that impact costs, mechanisms for supplier selection like auctions and negotiations, and approaches for risk sharing between buyers and suppliers.
3. The document also discusses designing a tailored supplier portfolio and strategies for making effective sourcing decisions in practice through multifunctional teams, coordination across regions, evaluating total cost, and building long-term supplier relationships.
Creating and Managing Supplier Relationships
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
international sourcing
The document discusses international procurement strategies and global sourcing strategies. It defines strategic purchasing as coordinating procurement requirements across business units to acquire goods and services in a way that supports business needs. A global sourcing strategy aims to reduce costs, access new technologies, establish alternative suppliers to reduce risk, and take advantage of superior quality from supplier investments. Developing an effective global sourcing strategy requires determining objectives, quality standards, quantities, suppliers, prices, and managing various risks and challenges of operating across different countries.
SUPPLIER SELECTION AND EVALUATION
• Make Versus Buy
• Benefit of Outsourcing
• Source of Supplier Information
• Strategis Selection
• Supplier Relationship Management (SRM)
• Industry Example
International procurement
The document discusses the benefits and risks of international procurement. It begins by defining procurement and outlining the research objectives, which are to examine the benefits and risks of international procurement and determine if issues exist globally. Key benefits identified are lower costs due to differences in currency exchange rates and labor costs between countries. However, risks include fraud, poor quality of goods/services, and difficulties managing distant suppliers. The document provides examples and sources to support the benefits and risks discussed.
Global supply chain management
Global supply chain management involves coordinating activities across countries. A global supply chain connects organizations worldwide to source materials and produce goods for customers. Managing such a complex network introduces challenges like long distances, currency fluctuations, and differing business environments. However, companies also benefit from expanded markets, lower costs, and competitive advantages. To operate efficiently, firms must integrate worldwide operations and have the agility to respond to various global factors. For example, a large computer company redesigned its supply chain from 33 plants across many countries to 12 plants within 3 regional zones, reducing costs and improving profits.
Airbus a 380 Project Analysis
The document summarizes the development of the Airbus A380 aircraft. It involved 39 companies from 16 countries and major manufacturing in Western Europe. While the aircraft achieved some goals like lower operating costs and environmental friendliness, the project struggled with delays, cost overruns, and communication issues between partners. An evaluation of the project's management found issues in areas like time management, communication management, and stakeholder management that contributed to challenges bringing the aircraft to market on schedule and budget.
location planning and analysis
The document discusses location planning and analysis. It covers factors organizations consider when making location decisions such as markets, raw materials, costs, and regulations. Location decisions can involve expanding existing facilities, opening new locations, closing locations, or doing nothing. The evaluation process involves identifying criteria, alternatives, and factors at the regional, community, and site levels to select the best location.
legal aspects of purchasing
This document discusses the legal aspects of purchasing and contracting. It begins by outlining the learning objectives, which include understanding the legal authority and responsibilities of purchasing managers. It then discusses the legal status of purchasing managers as agents of their companies. When executing contracts and purchase orders, purchasing managers must show that they are acting on behalf of their principal. The document outlines the key elements that must be present for a contract to be legally binding, including offer, acceptance, consideration, and capacity. It also discusses special types of contracts like options and bids. Electronic contracts and signatures are discussed in the context of new technologies. Maintaining high ethical standards is emphasized as important in purchasing.
THE LEGAL ASPECT OF PURCHASING
• Authority or the Purchasing Manager
• Execution of Contract and Purchase Orders by the Purchasing Manager
• Essential of a Purchase Contract
• The Requirement for a Contract
• Offer
• Invitation to Do Business
• Counteroffer
• The Time Limits of an Offer
• Firm Offers
• Option Contracts
• Bid Bonds
• Promissory Estoppels
• Oral Contract
• Term of Contract
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This document summarizes Michael Porter's five forces model for analyzing competition within an industry. The five competitive forces are: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products or services, and the rivalry among existing competitors. For each force, the document provides a brief explanation of how it is assessed and when it presents a high or low threat within an industry.
Supplier evaluation & selection
The document discusses supplier evaluation and selection. It provides an overview of the supplier evaluation and selection process, key criteria for evaluating suppliers, and developing surveys to aid in selection. Critical issues in supplier selection are also addressed. The presentation covers developing a multi-step process for evaluating suppliers on criteria like quality, cost, management capabilities, financial stability, and long-term relationship potential to select suppliers that minimize risk and maximize value.
GLOBAL SOURCING
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.
Negotiation with the suppliers
This document discusses negotiation with suppliers and source selection. It provides details on the negotiation process before, during, and after negotiations. Key factors in negotiations include preparation, knowledge, listening skills, and maintaining a positive attitude. When selecting a source, the document outlines successive stages of searching, selecting, negotiations, trial orders, and rating suppliers. Important considerations for source selection include the supplier's financial soundness, flexibility, size, and past association with the organization.
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The document discusses benchmarking best practices to improve processes. It suggests benchmarking supply chain operations using SCOR, which provides a framework to facilitate cross-organizational benchmarking in areas like planning, sourcing, production, and delivery. Companies should benchmark competitors as well as firms in unrelated industries. The goals of benchmarking are to identify inefficient processes, measure value added at each step, find reasons for delays, and implement improvements. Planning benchmarking involves collecting and analyzing data, reporting findings, learning from others, and institutionalizing changes.
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This document discusses international pricing strategies and considerations. It begins by outlining learning objectives about pricing options in foreign markets, export price determinants, and setting prices abroad. It then examines pricing standardization versus adaptation, factors influencing export prices, and pricing approaches like cost-plus. Specific methods like competitive pricing, market pricing, transfer pricing, and dumping prices are also summarized. The document concludes with steps to set export prices competitively and considerations for currency fluctuations.
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The document discusses order processing, which involves a series of steps to fill customer orders. It defines key terms like inquiries, quotations, order acceptance, dispatch, and invoicing. It explains that order processing typically involves tasks in a company's warehouse like picking, packing, and shipping products. It also notes that order processing systems are important for managing sales and have interfaces with other business systems. The document outlines the main activities in a typical order processing system as order entry, sales configuration, shipment planning, shipment execution, and invoicing.
Environmental influences on pricing decisions
Environmental influences on pricing decisions are discussed like currency fluctuations, exchange rat clauses, effect of inflation , government policies, competition etc.
193649653 case-study-airbus-vs-boing
homework help,online homework help,online tutors,online tutoring,research paper help,do my homework,
https://www.homeworkping.com/
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The document discusses inventory management and logistics costs in global sourcing processes. It provides insights into global sourcing strategies used by multinational corporations. Some key challenges to global sourcing mentioned include sustainability concerns, developing expertise in local emerging markets, and developing the necessary human resource capabilities to support global sourcing efforts. Factors influencing global sourcing decisions include product characteristics, organizational characteristics, and country characteristics. The total cost of ownership model can help evaluate sourcing and logistics strategies based on these factors.
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The document summarizes Hyundai Motor Company's launch of its new Genesis model in 2007 to target the high-end car market. It discusses how Hyundai shifted from a strategy of cost leadership to one of differentiation. The company introduced the Genesis to move beyond being seen only as a provider of cheap, decent quality cars in the US market. The Genesis allowed Hyundai to compete in the premium car segment and diversify its strategy for global competitiveness.
Economic Order Quantity Models
1. EOQ models determine the optimal order quantity to minimize total inventory costs by balancing ordering and holding costs. The basic EOQ formula considers constant demand, lead time, and costs.
2. Extensions of EOQ include EPQ, which accounts for continuous production, and quantity discount models, which optimize order size to receive lower per-unit prices.
3. Planned shortage models factor backorders, where unfulfilled customer demand is recorded and met by subsequent deliveries to minimize lost sales from stockouts. Formulas balance ordering, holding, and shortage costs.
cost Inventory
The document discusses different types of costs associated with inventory, including ordering costs, carrying costs, out-of-stock costs, and capacity costs. Ordering costs include the expenses related to placing and processing orders. Carrying costs are expenses related to storing inventory, such as capital costs, storage costs, and inventory handling expenses. Out-of-stock costs occur when demand cannot be met due to lack of inventory. Capacity costs arise when production capacity is too large or too small. The economic order quantity formula is provided to determine the optimal order size to minimize total inventory costs.
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Location planning is important for businesses as it impacts costs and demand. Key factors that influence location include raw materials, proximity to market, climate, and culture. Models for evaluating the best location include cost-profit analysis, the center of gravity model, transportation model, and factor rating. Regional factors like raw materials, perishability, and transportation costs are important to consider along with community factors such as education and transportation. Multiple plant strategies include dedicating plants to specific products, market areas, processes, or general purposes.
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The document contains two personal action plans for improving negotiation skills. The first plan identifies current strong skills such as observing and questioning, and areas for improvement like preparing and considering the opposition's objectives. Goals include analyzing more information, listening more, and being less aggressive. Resources listed are applying techniques learned in school and practicing during activities. The second plan also identifies current strong skills like exchanging information and summarizing. Goals are packaging offers to match needs, using roles flexibly, and improving team negotiations. Resources include creativity, observing others, and applying team sports techniques. Both plans provide action steps to work on weaknesses over periods of 1 to 6 months through practice and observing reactions.
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The document discusses different negotiation styles such as positional bargaining, principled negotiation, and integrative bargaining. It also mentions academic research on how the value of "no" in a negotiation depends on one's best alternative if an agreement cannot be reached. Finally, it notes the importance of negotiation training to help people plan negotiations, improve strategies and tactics, and enhance outcomes.
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The document summarizes the development of the Airbus A380 aircraft. It involved 39 companies from 16 countries and major manufacturing in Western Europe. While the aircraft achieved some goals like lower operating costs and environmental friendliness, the project struggled with delays, cost overruns, and communication issues between partners. An evaluation of the project's management found issues in areas like time management, communication management, and stakeholder management that contributed to challenges bringing the aircraft to market on schedule and budget.
location planning and analysis
The document discusses location planning and analysis. It covers factors organizations consider when making location decisions such as markets, raw materials, costs, and regulations. Location decisions can involve expanding existing facilities, opening new locations, closing locations, or doing nothing. The evaluation process involves identifying criteria, alternatives, and factors at the regional, community, and site levels to select the best location.
legal aspects of purchasing
This document discusses the legal aspects of purchasing and contracting. It begins by outlining the learning objectives, which include understanding the legal authority and responsibilities of purchasing managers. It then discusses the legal status of purchasing managers as agents of their companies. When executing contracts and purchase orders, purchasing managers must show that they are acting on behalf of their principal. The document outlines the key elements that must be present for a contract to be legally binding, including offer, acceptance, consideration, and capacity. It also discusses special types of contracts like options and bids. Electronic contracts and signatures are discussed in the context of new technologies. Maintaining high ethical standards is emphasized as important in purchasing.
THE LEGAL ASPECT OF PURCHASING
• Authority or the Purchasing Manager
• Execution of Contract and Purchase Orders by the Purchasing Manager
• Essential of a Purchase Contract
• The Requirement for a Contract
• Offer
• Invitation to Do Business
• Counteroffer
• The Time Limits of an Offer
• Firm Offers
• Option Contracts
• Bid Bonds
• Promissory Estoppels
• Oral Contract
• Term of Contract
The Five Forces Model by Michael E. Porter
This document summarizes Michael Porter's five forces model for analyzing competition within an industry. The five competitive forces are: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products or services, and the rivalry among existing competitors. For each force, the document provides a brief explanation of how it is assessed and when it presents a high or low threat within an industry.
Supplier evaluation & selection
The document discusses supplier evaluation and selection. It provides an overview of the supplier evaluation and selection process, key criteria for evaluating suppliers, and developing surveys to aid in selection. Critical issues in supplier selection are also addressed. The presentation covers developing a multi-step process for evaluating suppliers on criteria like quality, cost, management capabilities, financial stability, and long-term relationship potential to select suppliers that minimize risk and maximize value.
GLOBAL SOURCING
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.
Negotiation with the suppliers
This document discusses negotiation with suppliers and source selection. It provides details on the negotiation process before, during, and after negotiations. Key factors in negotiations include preparation, knowledge, listening skills, and maintaining a positive attitude. When selecting a source, the document outlines successive stages of searching, selecting, negotiations, trial orders, and rating suppliers. Important considerations for source selection include the supplier's financial soundness, flexibility, size, and past association with the organization.
logistics Performance and Benchmarking
The document discusses benchmarking best practices to improve processes. It suggests benchmarking supply chain operations using SCOR, which provides a framework to facilitate cross-organizational benchmarking in areas like planning, sourcing, production, and delivery. Companies should benchmark competitors as well as firms in unrelated industries. The goals of benchmarking are to identify inefficient processes, measure value added at each step, find reasons for delays, and implement improvements. Planning benchmarking involves collecting and analyzing data, reporting findings, learning from others, and institutionalizing changes.
International Pricing Strategy.pptx
This document discusses international pricing strategies and considerations. It begins by outlining learning objectives about pricing options in foreign markets, export price determinants, and setting prices abroad. It then examines pricing standardization versus adaptation, factors influencing export prices, and pricing approaches like cost-plus. Specific methods like competitive pricing, market pricing, transfer pricing, and dumping prices are also summarized. The document concludes with steps to set export prices competitively and considerations for currency fluctuations.
Airbus_Implementing RFID Technology
The objective of this project was to study the supply chain processes of Airbus. Understand the implementation of RFID technology and analyze how RFID technology can improve the operational efficiency.
Order processing
The document discusses order processing, which involves a series of steps to fill customer orders. It defines key terms like inquiries, quotations, order acceptance, dispatch, and invoicing. It explains that order processing typically involves tasks in a company's warehouse like picking, packing, and shipping products. It also notes that order processing systems are important for managing sales and have interfaces with other business systems. The document outlines the main activities in a typical order processing system as order entry, sales configuration, shipment planning, shipment execution, and invoicing.
Environmental influences on pricing decisions
Environmental influences on pricing decisions are discussed like currency fluctuations, exchange rat clauses, effect of inflation , government policies, competition etc.
193649653 case-study-airbus-vs-boing
homework help,online homework help,online tutors,online tutoring,research paper help,do my homework,
https://www.homeworkping.com/
Global sourcing
The document discusses inventory management and logistics costs in global sourcing processes. It provides insights into global sourcing strategies used by multinational corporations. Some key challenges to global sourcing mentioned include sustainability concerns, developing expertise in local emerging markets, and developing the necessary human resource capabilities to support global sourcing efforts. Factors influencing global sourcing decisions include product characteristics, organizational characteristics, and country characteristics. The total cost of ownership model can help evaluate sourcing and logistics strategies based on these factors.
Benchmarking In Total Quality Management
This ppt explained the basic concept and history of benchmarking in total quality management. Also explains the objectives, types of benchmarking and the process involved in benchmarking.
Competitive advantage
The document summarizes Hyundai Motor Company's launch of its new Genesis model in 2007 to target the high-end car market. It discusses how Hyundai shifted from a strategy of cost leadership to one of differentiation. The company introduced the Genesis to move beyond being seen only as a provider of cheap, decent quality cars in the US market. The Genesis allowed Hyundai to compete in the premium car segment and diversify its strategy for global competitiveness.
Economic Order Quantity Models
1. EOQ models determine the optimal order quantity to minimize total inventory costs by balancing ordering and holding costs. The basic EOQ formula considers constant demand, lead time, and costs.
2. Extensions of EOQ include EPQ, which accounts for continuous production, and quantity discount models, which optimize order size to receive lower per-unit prices.
3. Planned shortage models factor backorders, where unfulfilled customer demand is recorded and met by subsequent deliveries to minimize lost sales from stockouts. Formulas balance ordering, holding, and shortage costs.
cost Inventory
The document discusses different types of costs associated with inventory, including ordering costs, carrying costs, out-of-stock costs, and capacity costs. Ordering costs include the expenses related to placing and processing orders. Carrying costs are expenses related to storing inventory, such as capital costs, storage costs, and inventory handling expenses. Out-of-stock costs occur when demand cannot be met due to lack of inventory. Capacity costs arise when production capacity is too large or too small. The economic order quantity formula is provided to determine the optimal order size to minimize total inventory costs.
Location Planning
Location planning is important for businesses as it impacts costs and demand. Key factors that influence location include raw materials, proximity to market, climate, and culture. Models for evaluating the best location include cost-profit analysis, the center of gravity model, transportation model, and factor rating. Regional factors like raw materials, perishability, and transportation costs are important to consider along with community factors such as education and transportation. Multiple plant strategies include dedicating plants to specific products, market areas, processes, or general purposes.
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Communication
The document discusses the importance of communication in the workplace. It notes that the failure to communicate is a major source of confusion and conflict. Effective communication requires honesty, mutual understanding and respect between parties. Barriers to communication like failing to listen or respond can inhibit understanding. The document provides tips for improving communication skills like speaking, listening, and interacting in groups. It also explores how technology is changing how people communicate at work.
Planned Change
This document outlines factors that drive planned organizational change, both internally such as growth or culture, and externally such as competition, technology, or legislation. It also describes a 4-step process for planned change: 1) diagnose the system and issues, 2) analyze possibilities and limitations, 3) plan the change by initiating and maintaining it, 4) implement and evaluate the change by replanning if needed. Finally, it discusses using force field analysis to understand forces for and against change, and the planned change process of scouting the system, entering to diagnose issues, planning and acting on the change, and evaluating and terminating the consultant's involvement.
Organizational Behavior
This document discusses several topics related to organizational behavior including:
- Key figures who contributed to the field such as Elton Mayo, Doug McGregor, and F.W. Taylor
- The benefits of studying organizational behavior to understand, predict, and influence organizational events
- Common OB practices like job satisfaction, productivity, and deviance that can be dependent variables
- Models for understanding motivation, behavior, decision-making, emotions, personality, and more
- Changing trends in the workplace like globalization, diversity, virtual teams, and the needs of Generation X employees
Pseudoscience
This document discusses rational thought, science, and pseudoscience. It defines the key features of scientific theories as being empirical, allowing for controlled testing to validate theories, and being able to integrate new facts. Pseudoscientific theories are described as being non-empirical, impossible to test, and static. Several popular pseudoscientific examples are listed, including astrology, homeopathy, and the Myers-Briggs Type Indicator personality test. The origins and problems with the Myers-Briggs test are then outlined.
SIAC vs. Poland
This document summarizes SIAC Construction's experience working on a highway construction project in Poland from 2010 to 2013. It describes how SIAC was awarded a €400m contract by PBG to build 35km of highway. However, they encountered issues with concrete specifications and delays getting approvals that caused costs to rise. Local authorities also blocked access roads, hurting progress. The project's financial problems led PBG and eventually SIAC to declare bankruptcy. Other contractors like SISK, Roadbridge, and Alpine Bau had similar difficulties with the Polish road authority GDDKiA, which was described as not providing needed information, refusing to discuss issues, and withholding payments.
Franco-German Conflict at Airbus
This document discusses cultural differences between France and Germany that have led to conflicts at Airbus and its parent company EADS. When EADS was formed through a merger, measures were implemented to manage cultural issues, such as having dual executive presidents from each country and conducting business in English. However, clashes have still occurred due to differing concepts of collaboration, leadership styles, and educational systems between the two countries. An interview with EADS CEO Louis Gallois acknowledges the challenges of dual control but argues the future must be more European and hopes national conflicts do not intensify.
Negotiation Bootcamp 1986 2020
The Negotiation Bootcamp was created in 1986 at the EAP European School of Management in Paris to train corporate clients. It gained popularity throughout the 1990s as it was delivered to hundreds of executives at companies like Alcatel. In 2000, the program began being offered to MBA and Master's students. It has since become the most popular class at ESCP Europe with high satisfaction ratings. Over the years, the Bootcamp team has expanded and the program has been delivered around the world, training over 20,000 people via practical role-playing exercises rather than lectures.
Business Model Change in the Airline Industry
The airline industry has undergone significant changes to business models in recent years. Key changes include increased alliances between airlines to expand networks without buying more planes, moving to profitability in the winter season, increased direct online sales and price transparency, shifting frequent flyer programs to be based on ticket cost rather than miles flown, advanced revenue management techniques with up to 200 variable prices per route, and growing ancillary revenue streams like baggage fees and onboard WiFi. Airlines also closely monitor key performance indicators daily to maximize efficiency and on-time performance. Going forward, airlines will continue optimizing operations through new management technologies and business model transformation.
Negotiation Bootcamp Assignment ENG
1) The document discusses the author's job interview process with SAP Value Engineering (VE) in India. It analyzes the interview as a negotiation using the 4-step method.
2) In preparing, the author's objectives were to learn about the group and get a job, while SAP's was to find the best candidates. The author gathered information on SAP and was willing to compromise on salary for growth and work-life balance.
3) The author planned to use a rational, flexible, and low-pressure strategy to showcase their qualifications and gather information, while keeping withdrawal as an option.
Fénelon and Christian Agrarianism
This document discusses Fénelon and his Christian agrarianism philosophy as expressed through his works Directions for the Conscience of a King and Telemachus. It summarizes the political and economic context of France under King Louis XIV, including wars, famines, and the dominant philosophies of raison d'état, Machiavelli, Hobbes, and mercantilism. Fénelon's writings promoted ideals of justice, natural law, personal morality, limited government expenditure and taxation, and an agrarian utopia with a benevolent king, virtuous citizens living in brotherhood, and world peace through a federation of nations.
World Trade Organization
Presentation on WTO to Executive MBA class of International Management Institute, Delhi.
Doing Business in Central and Eastern Europe
This document discusses the business environment and culture of Central and Eastern European countries from 1945 to 1989, including the annihilation of private enterprise, aversion to risk, isolation, lack of organizational initiative and survival strategies. It also covers the transition to capitalism, case studies, advice for foreign companies such as understanding local culture and hiring local partners and managers, and lists round table participants on the topic.
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Purchasing Model
- 1. PURCHASING MODEL Planning ASSESS YOUR NEEDS What you buy, where, budget, how can you reduce cost SCAN THE MARKET Who sells what, price, key trends in market, emerging suppliers IDENTIFY POTENTIAL SUPPLIERS Build a short list linking needs assessment and market scan DEFINE YOUR SOURCING BENCHMARKS Order size , frequency, reliability, quality, value for money, service, communication, relationship, risk, compliance, sustainability, ethics
- 2. PURCHASING MODEL 2 Action ISSUE RFI, RFP, RFQ Request For Information, Proposal , Quotation to suppliers NEGOTIATE CONTRACT WITH SUPPLIER Use Positional Bargaining 4 Step Method © REVIEW SUPPLIER PERFORMANCE Evaluate performance and compliance with contract