unit 4 LOGISTICS.pptx
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Logistics strategy involves planning how resources are acquired, stored, transported, and optimized across the supply chain. It includes defining the organizational structure, functions, and implementation process. When making strategic decisions, managers must consider how operations are influenced by customers, and analyze the most profitable customer segments and target markets. An effective logistics strategy aligns supply chain decisions with business objectives and is implemented across the entire organization.
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CH 3.pptx CHAPTER THREE MARKETING CHANNEL AND LOGISTICS
Logistics strategies have evolved from purely focusing on transport and warehousing to becoming an integral part of overall corporate strategy. There are two main types of logistics strategies - lean and agile. A lean strategy aims to minimize costs and resources used through efficient flows and low stock levels. An agile strategy prioritizes high customer service through flexibility and quick response to changes in demand or circumstances. Organizations must decide whether to pursue a primarily lean or agile strategy depending on their objectives and market environment.
05 logistics strategy
Each company establishes a mission and strategies to achieve their goals. A mission statement outlines the company's objectives and focuses processes. Strategies are then developed across four levels - strategic, structural, functional, and implementation. When creating a logistics strategy, companies evaluate areas like transportation, outsourcing, logistics systems, competitors, and information to define service levels and costs. Companies also adopt global operations strategies like international, multidomestic, global, and transnational based on balancing responsiveness in local markets with cost reductions.
LOGISTICS AND SUPPLY CHAIN CHALLENGES FOR THE FUTURE
This chapter discusses strategic planning for logistics and supply chain management. It covers the evolution of strategic planning from investment planning in the 1950s to a focus on competitive advantage today. The chapter also outlines different types of strategies such as time-based strategies focused on reducing cycle times, asset productivity strategies aimed at better utilizing inventory and facilities, technology-based strategies using disruptive technologies, and relationship-based strategies like collaboration and value nets. Finally, it discusses future trends in logistics including a shift to virtual integration and the importance of collaboration, technology, and a comprehensive supply chain perspective.
HR and logistics
The document discusses the relationship between human resource management, logistics strategies, and competitive strategies. It aims to explore how HR practices can facilitate logistics strategies and enhance a company's competitive advantage. It finds that differentiation strategies are linked to market-oriented logistics strategies and maximum commitment HR strategies, while cost leadership strategies are linked to cost-oriented logistics strategies and cost reduction HR strategies. Specifically, market-oriented logistics requires flexible, skilled workers managed with maximum commitment HR practices, while cost-oriented logistics requires standardized work with low-skilled workers managed under cost reduction HR practices. In summary, the document demonstrates the direct relationships between logistics and customers, and between HR and internal customers, as well as the indirect
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This document discusses strategic planning and management. It defines strategy as a pattern of activities that seeks to achieve organizational objectives and adapt to long-term environmental changes. Effective strategic planning considers stakeholders, resources, the external environment, and competitive advantage. Strategic choices include internal development versus external partnerships. Implementation requires structuring tasks, resource planning, and managing change. Strategic drift can occur if a strategy fails to keep up with the changing external environment.
CHAPTER 3Assessing the Internal Environment of the FirmCopyr
CHAPTER 3
Assessing the Internal Environment of the Firm
Copyright Anatoli Styf/Shutterstock
1
Learning Objectives
After reading this chapter, you should have a good understanding of:
3-1 The primary and support activities of a firm’s value chain.
3-2 How value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers.
3-3 The resource-based view of the firm and the different types of tangible and intangible resources, as well as organizational capabilities.
3-4 The four criteria that a firm’s resources must possess to maintain a sustainable advantage and how value created can be appropriated by employees and managers.
3-5 The usefulness of financial ratio analysis, its inherent limitations, and how to make meaningful comparisons of performance across firms.
3-6 The value of the “balanced scorecard” in recognizing how the interests of a variety of stakeholders can be interrelated.
©McGraw-Hill Education.
2
The Importance of the Internal Environment
Consider. . .
Which activities must a firm effectively manage and integrate in order to attain competitive advantages in the marketplace?
Which resources and capabilities must a firm create and nurture in order to sustain a competitive advantage?
©McGraw-Hill Education.
What if two firms compete in the same industry and both have many strengths in a variety of functional areas: marketing, operations, logistics, etc.? However, one of these firms outperforms the other by a wide margin over a long period of time. How can this be? The value-creating activities that the firm manages well, and the bundles of resources and capabilities that the firm has created and nurtured over time are crucial to answering these questions.
3
Value-Chain Analysis
Value-chain analysis looks at the sequential process of value-creating activities.
Value is the amount buyers are willing to pay for what a firm provides.
How is value created within the organization?
How is value created for other organizations in the overall supply chain or distribution channel?
The value received must exceed the costs of production.
©McGraw-Hill Education.
SWOT is a good starting point, but it doesn’t give enough guidance regarding the specific action steps needed to enact strategic change. For instance, a firm may have a capability that is a strength, but that, by itself, cannot create or sustain competitive advantage. It’s too easy to become preoccupied with a single dimension or element of what is, essentially, a moving target…MORE analysis may be necessary, which is where the value chain comes in. Value-chain analysis = a strategic analysis of an organization that uses value-creating activities. Value is the amount that buyers are willing to pay for what a firm provides them and is measured by total revenue, a reflection of the price a firm’s product commands, and the quantity it can sell. A firm is profitabl ...
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CH 3.pptx CHAPTER THREE MARKETING CHANNEL AND LOGISTICS
Logistics strategies have evolved from purely focusing on transport and warehousing to becoming an integral part of overall corporate strategy. There are two main types of logistics strategies - lean and agile. A lean strategy aims to minimize costs and resources used through efficient flows and low stock levels. An agile strategy prioritizes high customer service through flexibility and quick response to changes in demand or circumstances. Organizations must decide whether to pursue a primarily lean or agile strategy depending on their objectives and market environment.
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Each company establishes a mission and strategies to achieve their goals. A mission statement outlines the company's objectives and focuses processes. Strategies are then developed across four levels - strategic, structural, functional, and implementation. When creating a logistics strategy, companies evaluate areas like transportation, outsourcing, logistics systems, competitors, and information to define service levels and costs. Companies also adopt global operations strategies like international, multidomestic, global, and transnational based on balancing responsiveness in local markets with cost reductions.
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This chapter discusses strategic planning for logistics and supply chain management. It covers the evolution of strategic planning from investment planning in the 1950s to a focus on competitive advantage today. The chapter also outlines different types of strategies such as time-based strategies focused on reducing cycle times, asset productivity strategies aimed at better utilizing inventory and facilities, technology-based strategies using disruptive technologies, and relationship-based strategies like collaboration and value nets. Finally, it discusses future trends in logistics including a shift to virtual integration and the importance of collaboration, technology, and a comprehensive supply chain perspective.
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The document discusses the relationship between human resource management, logistics strategies, and competitive strategies. It aims to explore how HR practices can facilitate logistics strategies and enhance a company's competitive advantage. It finds that differentiation strategies are linked to market-oriented logistics strategies and maximum commitment HR strategies, while cost leadership strategies are linked to cost-oriented logistics strategies and cost reduction HR strategies. Specifically, market-oriented logistics requires flexible, skilled workers managed with maximum commitment HR practices, while cost-oriented logistics requires standardized work with low-skilled workers managed under cost reduction HR practices. In summary, the document demonstrates the direct relationships between logistics and customers, and between HR and internal customers, as well as the indirect
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This document discusses international business strategy. It defines strategy as actions to achieve organizational goals and outlines features like accounting for uncertainty and long-term development. It also describes strategic management as identifying strategies for competitive advantage. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation to bridge current and desired organizational states. Factors affecting strategic choices include responding to cost reduction and local responsiveness pressures through global standardization, localization, transnational, or international strategies.
Unit - 1.pptx
This document discusses strategic planning and management. It defines strategy as a pattern of activities that seeks to achieve organizational objectives and adapt to long-term environmental changes. Effective strategic planning considers stakeholders, resources, the external environment, and competitive advantage. Strategic choices include internal development versus external partnerships. Implementation requires structuring tasks, resource planning, and managing change. Strategic drift can occur if a strategy fails to keep up with the changing external environment.
CHAPTER 3Assessing the Internal Environment of the FirmCopyr
CHAPTER 3
Assessing the Internal Environment of the Firm
Copyright Anatoli Styf/Shutterstock
1
Learning Objectives
After reading this chapter, you should have a good understanding of:
3-1 The primary and support activities of a firm’s value chain.
3-2 How value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers.
3-3 The resource-based view of the firm and the different types of tangible and intangible resources, as well as organizational capabilities.
3-4 The four criteria that a firm’s resources must possess to maintain a sustainable advantage and how value created can be appropriated by employees and managers.
3-5 The usefulness of financial ratio analysis, its inherent limitations, and how to make meaningful comparisons of performance across firms.
3-6 The value of the “balanced scorecard” in recognizing how the interests of a variety of stakeholders can be interrelated.
©McGraw-Hill Education.
2
The Importance of the Internal Environment
Consider. . .
Which activities must a firm effectively manage and integrate in order to attain competitive advantages in the marketplace?
Which resources and capabilities must a firm create and nurture in order to sustain a competitive advantage?
©McGraw-Hill Education.
What if two firms compete in the same industry and both have many strengths in a variety of functional areas: marketing, operations, logistics, etc.? However, one of these firms outperforms the other by a wide margin over a long period of time. How can this be? The value-creating activities that the firm manages well, and the bundles of resources and capabilities that the firm has created and nurtured over time are crucial to answering these questions.
3
Value-Chain Analysis
Value-chain analysis looks at the sequential process of value-creating activities.
Value is the amount buyers are willing to pay for what a firm provides.
How is value created within the organization?
How is value created for other organizations in the overall supply chain or distribution channel?
The value received must exceed the costs of production.
©McGraw-Hill Education.
SWOT is a good starting point, but it doesn’t give enough guidance regarding the specific action steps needed to enact strategic change. For instance, a firm may have a capability that is a strength, but that, by itself, cannot create or sustain competitive advantage. It’s too easy to become preoccupied with a single dimension or element of what is, essentially, a moving target…MORE analysis may be necessary, which is where the value chain comes in. Value-chain analysis = a strategic analysis of an organization that uses value-creating activities. Value is the amount that buyers are willing to pay for what a firm provides them and is measured by total revenue, a reflection of the price a firm’s product commands, and the quantity it can sell. A firm is profitabl ...
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This document discusses marketing strategies and the value chain. It begins by explaining that companies now focus on fine-tuning the value delivery process to provide superior customer value. It then defines the value chain as identifying nine primary and support activities that create customer value. The document proceeds to describe each of the nine activities in detail. It concludes by discussing using the value chain to improve costs and performance, gain competitive advantages, and coordinate activities through strategic planning tools like the BCG matrix.
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Strategic position involves scanning the external environment, assessing organizational culture and stakeholder expectations, and aligning resources. Strategic choices includes identifying strategic options, evaluating those options, and selecting a strategy. Strategy implementation consists of organizational structure and design, planning and allocating resources, and managing strategic change.
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1. The chapter examines how firms understand other firms as customers by learning how they rely on supplier networks, integrate purchasing with other functions, and make purchase decisions.
2. There are three main purchasing orientations - buying, procurement, and supply chain management - that have different priorities like reducing costs, improving quality, and building long-term supplier relationships.
3. Understanding a customer's purchasing orientation helps suppliers provide value. Purchasing also works closely with other functions and firms through cross-functional teams and activities that develop supply resources, improve existing offerings, and contribute to new product development.
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This document discusses business level strategy and its major components. A business level strategy determines a company's position in its industry and direction of profits. It affects how the company serves its customers. The best approach integrates different business level strategies like cost leadership, differentiation, focused differentiation, and focused low-cost. Developing an effective strategy requires understanding customers, resources, competitors, and the company's capabilities.
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The document defines key concepts in supply chain management, including defining a supply chain as a network of organizations working together to deliver products to customers. It discusses the role of supply chain management in coordinating activities like production, inventory, location, transportation, and information across organizations. The goal of supply chain management is to increase sales to customers while reducing inventory and expenses. It also stresses the importance of aligning a company's supply chain strategy with its overall business strategy and market.
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This document summarizes a business strategy session on crafting market strategy. It discusses several key topics:
1) The resource-based view of organizations and how resources like core competencies, capabilities, brands, and partnerships can provide competitive advantages if they are valuable, rare, inimitable, and non-substitutable.
2) Three fundamental value-based strategies for organizations: product leadership, customer intimacy, and operational excellence.
3) The importance of aligning an organization's offerings with market needs through an effective go-to-market strategy that balances methodological and radical planning with execution.
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Managers are important to organizations because they coordinate work activities to help the organization achieve its goals efficiently and effectively. Managers work at all levels of organizations and perform key functions like planning, organizing, leading, and controlling. The manager's role is changing with factors like focus on customers, innovation, and sustainability. Studying management provides insight into universal principles that apply to organizations of all types, sizes, and locations.
LEGAL ETHICS.pptx
Legal ethics refers to the code of conduct that regulates behavior for those in the legal profession. Ethics comes from Greek and Latin words meaning character and customs, defining how people interact and what is considered good for individuals and society. There is a need for professional ethics in law as the legal profession is crucial to government, and if allowed to be influenced by selfish motives, it could undermine justice and threaten the future of the country.
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The document provides guidance for students on submitting their Business Studies project for Class 12. It should be written by hand in clear and neat handwriting to secure excellent marks. The project should be submitted neatly attached in a spiral-bound book. A software project involves the steps to create a product before it is available to the market, and can be handled by one person or over 100 people. The product is the result of a software project, and is launched after the customer is satisfied with its development.
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This document discusses various accounting ratios used to evaluate business performance. It defines the net profit ratio, gross profit ratio, and earnings per share ratio to measure profitability. It also mentions quick ratio and other liquidity, activity, and solvency ratios. Additionally, it states that profitability ratios are important as profit is the main business goal, and they can be used to assess a business's success over time.
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This document discusses outsourcing logistics. It defines outsourced logistics and third-party logistics as using an external provider to handle supply chain functions like shipping, storing, packing and delivering goods. Third-party logistics providers specialize in integrating operations, warehousing, transportation services, cross-docking, inventory management, packaging and freight forwarding. Fourth-party logistics maintains a single point of contact by assessing, designing, building, running and measuring integrated supply chain solutions. The document compares third-party and fourth-party logistics and outlines six distribution network designs.
IMC-OBE Presentation.pptx
This document provides information about an international business management course, including the course syllabus, program outcomes, program educational objectives, and mapping of course outcomes to program outcomes and objectives. The syllabus outlines 5 units covering topics like the international business environment, international trade and investment, international strategic management, and production/marketing/finance in global business. The program outcomes focus on applying knowledge, analyzing problems, understanding impacts, and communicating effectively. The program objectives involve possessing professional/communication skills, applying knowledge to solve problems, and acquiring domain knowledge for career success. Course outcomes are mapped to program outcomes to show correlations between what is taught and what students should achieve.
Presentation 1.pptx
Indian ethos is based on principles of self-knowledge, holistic individual development through self-management, and a service attitude that values team spirit and self-sacrifice.
MGT.
Management is the process of guiding an organization, which consists of two or more people working together in a structured way, towards accomplishing specific goals. The main functions of management include guiding the organization towards goal accomplishment and coordinating the efforts of people working within the organization.
MGT
Management is the process of guiding an organization, which consists of two or more people working together in a structured way, towards accomplishing specific goals. The key roles of management are to guide the organization and perform important functions that help the organization achieve its goals.
658354.pptx
This document describes the design and fabrication of a solar dryer with phase change material (PCM) as an energy storage medium. The solar dryer uses PCM to improve thermal efficiency by storing thermal energy during phase changes from solid to liquid and back. PCM provides constant, moderate temperatures needed for drying crops while reducing heat losses compared to conventional dryers. The dryer operates via natural circulation - absorbing solar radiation to heat air which dries and circulates crops before exhausting through a chimney. Literature on previous solar dryers is also reviewed.
Staffing DEM.pptx
Staffing involves recruiting and hiring qualified candidates for specific positions in an organization. It helps ensure the right people are placed in the right jobs to maximize productivity and performance. Effective staffing is important as it leads to the optimum utilization of human resources, increases job satisfaction, and helps other business functions operate efficiently by facilitating the proper use of technology and other resources through hiring the right employees.
Meaning of Organizing.pptx
Organizing is the process of identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable people to work effectively together toward objectives. It promotes specialization for efficient task performance, clarifies working relationships and limits of authority, provides clear job descriptions to avoid confusion and enable effective administration, and allows for optimum resource utilization and flexibility to adapt to changes.
QUALITY CONTROLL.pptx
Quality control is essential for any company that manufactures products or provides services. It helps improve customer satisfaction by consistently delivering quality products or services, reducing waste and increasing efficiency and profits. Quality control encourages quality consciousness among employees, lowers production costs by reducing defects, and increases customer satisfaction by ensuring products are free from errors. It also enhances a company's goodwill, boosts sales by developing a reputation for quality, and ensures effective use of resources.
indian ethos (6).pptx
Human values such as truthfulness, purity, compassion, and forgiveness are an important part of Indian ethos and guide people to live ethical lives. Professional ethics refer to standards of conduct for businesses and professions that are established to ensure work is done according to sound ethical principles. In India, professional ethics are informed by Indian values and culture. Maintaining high professional ethics is important as it provides rules for how people should treat others in professional environments.
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