Achieving Operational Excellence and Customer Intimacy: Enterprise ApplicationsFaHaD .H. NooR
Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Enterprise Systems
Also called “enterprise resource planning (ERP) systems”
Suite of integrated software modules and a common central database
Collects data from many divisions of firm for use in nearly all of firm’s internal business activities
Information entered in one process is immediately available for other processes
Knowledge Management and Collaboration at TATA Consulting Servicesnhainisaini
The document discusses questions related to Tata Consultancy Services' (TCS) knowledge management efforts. It describes:
1. How TCS used tools like KBases, Process Asset Libraries, KnowMax and Ultimatix for managing explicit knowledge and activities like rotations and communities of practice for managing tacit knowledge.
2. The growth of TCS' knowledge management systems since 1995 and how systems like KBases, Process Asset Libraries and KnowMax helped in business by providing a knowledge repository.
3. Collaboration tools used at TCS like Infinity for messaging, video calls and blogs/wikis, and the benefits of improved collaboration and reduced costs.
4. How web 2.0 tools like
This presentation talks about how FedEx manages its supply chain and how it has expanded its services in all-cargo air carrier, road transportation and ocean freight.
Hub and Spoke Methodology followed by FedEx. 3PL (3rd Party Logistics) and its Quality Driven Management (QDM)
Supply chain management involves the flow of goods from raw materials to finished products and distribution to customers. It includes activities like product development, procurement, manufacturing, distribution, and after-market support. Companies are both suppliers and customers in the supply chain network. The objective of supply chain management is to satisfy customers while keeping costs low. It requires coordination between the different links to deal with challenges like increased outsourcing, shorter lead times, globalization, and shortened product cycles. Improving supply chain performance can be done through faster order communication, transportation, working with smaller and more frequent deliveries, simplifying products, reducing the number of suppliers, and virtual integration between links.
The document discusses e-logistics, which uses communication and computing technologies to transform key logistical processes and make them more customer-centric. E-logistics aims to deliver the right products to customers in the right quantities, places, and times. It outlines the evolution of using IT in supply chains, including improved communication and data integration. A case study examines how Haier Logistics Corporation implemented an e-logistics system in five steps from framework construction to external supply chain integration. The system provides benefits like real-time decision support, performance monitoring, and transportation optimization.
This document discusses different types of functional business information systems that support key business functions like marketing, manufacturing, human resources, accounting, finance, and supply chain management. It provides examples of information systems used in each functional area, such as marketing information systems, manufacturing resource planning, human resource management systems, accounting systems, financial management systems, enterprise resource planning, supply chain management systems, and customer relationship management systems. The document also discusses transaction processing systems that capture and process data related to business transactions.
Information systems in global business today in Management information system...Tonmoy zahid Rishad
It's not business as usual in America anymore, or the rest of the global economy. In 2009, more wireless cell phone accounts were opened than telephone land lines installed. Eighty-nine million people in the United States access the Internet using mobile devices in 2010, nearly half the total Internet user population. Despite the recession, e-commerce and Internet advertising continue to expand. Google's online ad revenues surpassed $25 billion in 2009, and Internet advertising continues to grow at more than 10 percent a year, reaching more than $25 billion in revenues in 2010.
Now federal security and accounting laws, requiring many business to keep e-mail messages for five years, coupled with existing occupational and health laws requiring firms to store employee chemical exposure data for up to 60 years, are spurring the growth of digital information at the estimated rate of 5 exabytes annually, equivalent to 37,000 new Libraries of Congress.
What is Last Mile Delivery Part 2: Adapting to Retail and e-Commerce Order Fu...Angela Carver
The increasing popularity of omni-channel retailing has created many challenges for transportation and logistics providers servicing retailers. This has forced transportation operations to think outside of the box and make significant changes to their service offering portfolios. Omni-channel retailing has made fulfilling customer orders efficiently and cost effectively much more complex with a variety of new distribution strategies.
E-commerce orders grew 47% between 2009 and 2014 in comparison to only 6% at brick and mortar store locations. E-commerce sales are expected to reach $2.3 trillion by 2017. This shift in retail channel utilization has increased the order fulfillment needs and associated labor costs. Retailers are evaluating existing distribution networks to verify they can handle the added volume and are seeking out additional delivery solutions as a supplement. In many cases, these additions are in the form of local and regional distribution centers.
Rising shipping costs have also been a significant challenge for last mile delivery as they account for approximately 28% of total transportation costs. Shippers have many options for counteracting rising shipping costs including: intermodal freight utilization to link logistics clusters, shipment consolidation with crossdocking, primary delivery channel elimination and click-to-collect/ parcel locker centers to consolidate parcel drop-offs.
Governmental regulations have also created problems related to last mile logistics, both in the US and abroad. Regulations such as vehicle size and weight limitations, parking policies and noise restrictions. To avoid these issues some transportation operations are investing in smaller delivery vehicles for use in local regional delivery operations. These vehicles are typically more compliant with imposed noise and size restrictions. In areas where even these smaller vehicles are not an option some logistics providers have started to offer bike delivery and contracted one-time delivery services through businesses such as Uber.
Demand for up-to-date order information has also become an issue for many omni-channel retailers. Customers now want to know when their order has been accepted, processed, shipped and delivered. In order to provide this level of detail omni-channel supply chains are implementing inventory management software such as WMS with customer relationship management capabilities to provide real-time information to customers.
In order to provide a positive final impression on consumers retailers must focus on last mile logistics. Focusing on these potential solutions can help retailers to improve the effectiveness, efficiency and cost of last mile delivery operations. Learn more from Datex experts now at marketing@datexcorp.com or www.datexcorp.com .
Achieving Operational Excellence and Customer Intimacy: Enterprise ApplicationsFaHaD .H. NooR
Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Enterprise Systems
Also called “enterprise resource planning (ERP) systems”
Suite of integrated software modules and a common central database
Collects data from many divisions of firm for use in nearly all of firm’s internal business activities
Information entered in one process is immediately available for other processes
Knowledge Management and Collaboration at TATA Consulting Servicesnhainisaini
The document discusses questions related to Tata Consultancy Services' (TCS) knowledge management efforts. It describes:
1. How TCS used tools like KBases, Process Asset Libraries, KnowMax and Ultimatix for managing explicit knowledge and activities like rotations and communities of practice for managing tacit knowledge.
2. The growth of TCS' knowledge management systems since 1995 and how systems like KBases, Process Asset Libraries and KnowMax helped in business by providing a knowledge repository.
3. Collaboration tools used at TCS like Infinity for messaging, video calls and blogs/wikis, and the benefits of improved collaboration and reduced costs.
4. How web 2.0 tools like
This presentation talks about how FedEx manages its supply chain and how it has expanded its services in all-cargo air carrier, road transportation and ocean freight.
Hub and Spoke Methodology followed by FedEx. 3PL (3rd Party Logistics) and its Quality Driven Management (QDM)
Supply chain management involves the flow of goods from raw materials to finished products and distribution to customers. It includes activities like product development, procurement, manufacturing, distribution, and after-market support. Companies are both suppliers and customers in the supply chain network. The objective of supply chain management is to satisfy customers while keeping costs low. It requires coordination between the different links to deal with challenges like increased outsourcing, shorter lead times, globalization, and shortened product cycles. Improving supply chain performance can be done through faster order communication, transportation, working with smaller and more frequent deliveries, simplifying products, reducing the number of suppliers, and virtual integration between links.
The document discusses e-logistics, which uses communication and computing technologies to transform key logistical processes and make them more customer-centric. E-logistics aims to deliver the right products to customers in the right quantities, places, and times. It outlines the evolution of using IT in supply chains, including improved communication and data integration. A case study examines how Haier Logistics Corporation implemented an e-logistics system in five steps from framework construction to external supply chain integration. The system provides benefits like real-time decision support, performance monitoring, and transportation optimization.
This document discusses different types of functional business information systems that support key business functions like marketing, manufacturing, human resources, accounting, finance, and supply chain management. It provides examples of information systems used in each functional area, such as marketing information systems, manufacturing resource planning, human resource management systems, accounting systems, financial management systems, enterprise resource planning, supply chain management systems, and customer relationship management systems. The document also discusses transaction processing systems that capture and process data related to business transactions.
Information systems in global business today in Management information system...Tonmoy zahid Rishad
It's not business as usual in America anymore, or the rest of the global economy. In 2009, more wireless cell phone accounts were opened than telephone land lines installed. Eighty-nine million people in the United States access the Internet using mobile devices in 2010, nearly half the total Internet user population. Despite the recession, e-commerce and Internet advertising continue to expand. Google's online ad revenues surpassed $25 billion in 2009, and Internet advertising continues to grow at more than 10 percent a year, reaching more than $25 billion in revenues in 2010.
Now federal security and accounting laws, requiring many business to keep e-mail messages for five years, coupled with existing occupational and health laws requiring firms to store employee chemical exposure data for up to 60 years, are spurring the growth of digital information at the estimated rate of 5 exabytes annually, equivalent to 37,000 new Libraries of Congress.
What is Last Mile Delivery Part 2: Adapting to Retail and e-Commerce Order Fu...Angela Carver
The increasing popularity of omni-channel retailing has created many challenges for transportation and logistics providers servicing retailers. This has forced transportation operations to think outside of the box and make significant changes to their service offering portfolios. Omni-channel retailing has made fulfilling customer orders efficiently and cost effectively much more complex with a variety of new distribution strategies.
E-commerce orders grew 47% between 2009 and 2014 in comparison to only 6% at brick and mortar store locations. E-commerce sales are expected to reach $2.3 trillion by 2017. This shift in retail channel utilization has increased the order fulfillment needs and associated labor costs. Retailers are evaluating existing distribution networks to verify they can handle the added volume and are seeking out additional delivery solutions as a supplement. In many cases, these additions are in the form of local and regional distribution centers.
Rising shipping costs have also been a significant challenge for last mile delivery as they account for approximately 28% of total transportation costs. Shippers have many options for counteracting rising shipping costs including: intermodal freight utilization to link logistics clusters, shipment consolidation with crossdocking, primary delivery channel elimination and click-to-collect/ parcel locker centers to consolidate parcel drop-offs.
Governmental regulations have also created problems related to last mile logistics, both in the US and abroad. Regulations such as vehicle size and weight limitations, parking policies and noise restrictions. To avoid these issues some transportation operations are investing in smaller delivery vehicles for use in local regional delivery operations. These vehicles are typically more compliant with imposed noise and size restrictions. In areas where even these smaller vehicles are not an option some logistics providers have started to offer bike delivery and contracted one-time delivery services through businesses such as Uber.
Demand for up-to-date order information has also become an issue for many omni-channel retailers. Customers now want to know when their order has been accepted, processed, shipped and delivered. In order to provide this level of detail omni-channel supply chains are implementing inventory management software such as WMS with customer relationship management capabilities to provide real-time information to customers.
In order to provide a positive final impression on consumers retailers must focus on last mile logistics. Focusing on these potential solutions can help retailers to improve the effectiveness, efficiency and cost of last mile delivery operations. Learn more from Datex experts now at marketing@datexcorp.com or www.datexcorp.com .
THE SAN FRANCISCO GIANTS WIN BIG WITH ITMithinMadhu
The San Francisco Giants have found success through their innovative use of technology, including:
- A video system that digitally tracks ball and player movements to analyze performance.
- Dynamic ticket pricing software that adjusts prices based on demand.
- A mobile app and wireless network that enhances the fan experience at games.
- Video analysis of players to help improve their performance.
The document presents information on a project presentation about applying a management information system (MIS) in the textile industry of Bangladesh. It discusses the objectives of the project which are to understand the concept of MIS, its features and functions, implementation process, scope of application in textile industries, and advantages and limitations. It also provides details about various aspects of developing and implementing an MIS like the resources, activities, development approaches, implementation steps, available software, and applications in areas like business, sales, production, quality, materials, finance, and human resources management.
The document discusses different types of organizational structures including functional, divisional, matrix, network, and team structures. It provides details on the key characteristics of each structure and examples of companies that use each type. Functional structures divide the organization by functions while divisional structures divide by product, service, or geography. Matrix structures combine functional and divisional approaches. Network structures are less hierarchical and more decentralized and flexible. Team structures define small businesses and use horizontal and vertical teams.
Same day delivery process & impact. How Operation management & six sigma use in the same-day delivery process. IIM Raipur group presentation by (group 3)
Logistics management involves planning, implementing, and controlling the flow of materials and goods from the origin to the point of use. The objectives of logistics management are to have the right quality and quantity of products available at the right place and time at reduced costs. Logistics management applies to business, military operations, events, and services. It aims to optimize material flow through an organization to customers while reducing inventory, ensuring reliable delivery, minimizing freight and damage costs, and allowing quick response.
The document provides an overview of management information systems (MIS). It defines key concepts like data, information, systems, and information systems. It also describes different types of information systems like transaction processing systems, decision support systems, and executive information systems. The document outlines the importance of MIS for organizations and discusses how information is processed and converted into useful outputs to support management functions like planning, operations, and control. It also discusses challenges in developing MIS and how web technologies can enhance MIS communication and delivery of information to users.
The document discusses next-generation supply chain management and digital transformation. It addresses topics like cognitive computing, the internet of things, blockchain, and new forms of analytics. The goal is to move beyond traditional rows and columns of data to gain new insights by combining different data sources and using techniques like predictive analytics, machine learning, and pattern recognition. This will help drive improvements in areas such as planning, quality control, customer service, and inventory management. The overall theme is that new technologies can help redefine and improve many aspects of supply chain operations.
The document discusses supply chain management (SCM) strategies including collaboration strategy, demand flow strategy, customer service strategy, and technology integration strategy. It covers topics such as demand forecasting, demand planning, purchasing, inventory management, and cost management. Key points include defining demand planning as a process to create reliable forecasts that reflect constraints, and describing inventory management as overseeing the flow of units in and out of inventory to meet customer service goals in an efficient manner.
Effective supply chain management has become a tool for competitive advantage these days. Tking the assistance of modern technology in supply chain network process one firm can achieve it’s goals comfortabely. Advanced Chemical Industries (ACI), one of the leading business firms in Bangladesh has been offering quality products at a reasonable price. This paper contains the reasons behind of it’s success and how it ensures its best use of supply chain network. Throughout its all business units, its been so efficient form its suppliers stage to customers stage. The way it selects its suppliers and transportation strategies, ACI gives an example of a well-organized supply chain network design. Starting from forecasting demand to distribution stage, its all about proper utilization of supply chain network design. Although it minimizes its costs from different stages it still can minimize its expenditures through taking some initiatives. In a nutshell, developing the strategies of supply chain network, ACI can increase responsiveness and minimizes costs. There are some recommendations given in latter part of this paper that can be taken to uplift responsiveness and maximize the utilization of network design.
The document discusses and compares the e-commerce business models of Amazon and Walmart. It describes how both companies use Porter's value chain and competitive forces models to gain competitive advantages. Specifically:
- Amazon focuses on convenience, a large product selection, personalized recommendations, and building trust/loyalty with customers. Walmart emphasizes efficient logistics and strong supplier relationships to maintain low prices.
- While Walmart's model revolutionized supply chain management, Amazon's model may be stronger as e-commerce is its core business and it offers richer shopping features and content.
- The document analyzes factors like cost management, growth strategies, and technology investments that have contributed to the success of both companies, but the user
Presentation 2012-10-12-13 Value Chain Management in Transportation System v1Nopporn Thepsithar
2012-10-12-13 เล่าประสบการเรื่อง Value Chain Management in Transportation System ให้นักศึกษาปริญญาโท CEO MBA ในวิชา MB 523 การจัดการห่วงโซ่คุณค่าและลูกค้าสัมพันธ์ มหาวิทยาลัยหอการค้า
Demand management aims to balance customer requirements with supply chain capabilities. It reduces demand variability and improves flexibility. Key aspects of demand management include forecasting demand accurately to have the right inventory, developing contingency plans for disruptions, and smoothing operations to lower costs. Demand management also involves sensing true market shifts, stimulating demand through marketing, translating external demand internally, and making trade-offs between risk and opportunity across markets. The overall goal is meeting customer needs while maintaining efficient operations.
Distribution Systems in the Retail Industrya Walmart Case StudyInaAnt
Walmart has established an efficient distribution system centered around a hub-and-spoke model with 158 distribution centers across the US. The distribution centers employ cross-docking to directly process incoming goods with little storage, reducing costs and lead times. Walmart's logistics operations include over 7200 company-owned trucks and 53,000 trailers to replenish stores within 200 miles of distribution centers within 48 hours. The company leverages technology like RFID and GPS to increase visibility and efficiency throughout its supply chain.
The document discusses achieving strategic fit between a company's supply chain strategy and competitive strategy. It explains that strategic fit means consistency between customer priorities and supply chain capabilities. A company achieves fit by first understanding customer demand uncertainty and then designing its supply chain to match the appropriate level of responsiveness. Expanding the scope of strategic fit across more functions and partners can further improve performance.
Management Information System - MIS - ApplicationFaHaD .H. NooR
This document discusses management information systems and their applications. It defines information systems as sets of components that collect, process, store, and distribute information to support decision making. It also distinguishes data from information, describing how information systems convert raw data into meaningful information through input, processing, and output activities. The document then outlines six strategic business objectives that companies pursue through investments in information systems: operational excellence, new products/services, customer intimacy, improved decision making, competitive advantage, and survival. Finally, it describes different types of systems - transaction processing, management information, decision support, and executive support - that serve various management levels in organizations.
Knowledge Management System for New Product DevelopmentStephen Au
This document discusses knowledge management systems (KMS) to support new product development. It begins by defining knowledge and knowledge management frameworks. It then covers topics like the types of product innovation, categories of knowledge, and tools that can support a KMS. The document proposes that a KMS architecture is needed to integrate people, processes, and technologies. It also discusses key principles for effective knowledge management and a KM maturity model. The overall aim appears to be providing guidance on developing and implementing a KMS to facilitate knowledge sharing and organizational learning for new product development.
An MIS aims to provide information to support decision making for planning, organizing, and controlling firm operations. It involves collecting, processing, and disseminating data. An MIS includes people, hardware, software, networks, and data. It supports business processes, decision making, and competitive advantage. Common types of IS include transaction processing systems, management information systems, and decision support systems. The success of an IS depends on how well it supports the organization's strategies, business processes, structure, and customer value.
This document summarizes an presentation on e-supply chain management. It begins by defining e-SCM and describing how technology can be used collaboratively to improve supply chain operations and management. It then discusses why technology should be used in supply chains, including benefits like reduced inventory levels, minimizing the bullwhip effect, and increased speed, cost savings, and customer relationships. Issues with implementing e-SCM are also reviewed like commitment from all parties, data accuracy, and over-reliance. Various case studies on e-SCM models in different industries are then presented.
Supply Chain Management - An IntroductionNaveen Dandge
The document discusses supply chain management (SCM), including defining SCM, the need for effective SCM, components of a SCM system, benefits of SCM, integration strategies like push and pull, and reasons for SCM failure. Key points covered include defining SCM as coordinating suppliers, manufacturers, warehouses and stores to minimize costs while meeting demand, listing the five main components of a SCM as plan, procure, make, deliver, and return, and describing push strategies like forecast-based production versus pull strategies driven by customer demand.
When planning on producing a new product and/or service, the key factor is the product and service design. Successful designs come down to these basic principles: translate customers' wants and needs, refine existing products and services, develop new products and services, formulate quality goals, formulate cost targets, construct and test prototypes, document specifications, and translate products and service specification into process specifications. The process of design has certain steps that include motivation, ideas for improvement, organizational capabilities, and forecasting. In the product process innovations, research and development play a significant role. Because of the influence a product and service design can have on an organization, the design process is encouraged to be tied in with the organization's strategy and take into account some key considerations.
Companies choose various ways to design their products and the type of services they provide. Which include: standardization, mass customization, delayed differentiation, modular design, and robust design deciding which method to use is very important along with deciding the company's target market. Deciding the right method, establishes good productivity and efficient way of operations.
The document discusses knowledge management and collaboration efforts at Tata Consulting Services (TCS). It describes how TCS introduced knowledge management in 1995 and formed a dedicated team called "Corporate Groupware" in 1998. This team developed various knowledge management systems and repositories over time like KBases, Process Asset Libraries, KnowMax, and Ultimatix to acquire, store, disseminate and apply institutional knowledge. TCS also utilized collaboration tools like Infinity, blogs, wikis and Ideastorm which improved communication between offices.
TCS is a large global IT services company that implemented a knowledge management system to facilitate knowledge sharing and collaboration among its 108,000 employees worldwide. The system included various repositories, portals, and tools to manage both explicit and tacit knowledge. Over time, TCS expanded its knowledge management systems through additional repositories, portals, and collaboration tools. These systems helped TCS improve project effectiveness, bid for higher level projects, and provide better customer service by facilitating access to institutional knowledge and best practices.
THE SAN FRANCISCO GIANTS WIN BIG WITH ITMithinMadhu
The San Francisco Giants have found success through their innovative use of technology, including:
- A video system that digitally tracks ball and player movements to analyze performance.
- Dynamic ticket pricing software that adjusts prices based on demand.
- A mobile app and wireless network that enhances the fan experience at games.
- Video analysis of players to help improve their performance.
The document presents information on a project presentation about applying a management information system (MIS) in the textile industry of Bangladesh. It discusses the objectives of the project which are to understand the concept of MIS, its features and functions, implementation process, scope of application in textile industries, and advantages and limitations. It also provides details about various aspects of developing and implementing an MIS like the resources, activities, development approaches, implementation steps, available software, and applications in areas like business, sales, production, quality, materials, finance, and human resources management.
The document discusses different types of organizational structures including functional, divisional, matrix, network, and team structures. It provides details on the key characteristics of each structure and examples of companies that use each type. Functional structures divide the organization by functions while divisional structures divide by product, service, or geography. Matrix structures combine functional and divisional approaches. Network structures are less hierarchical and more decentralized and flexible. Team structures define small businesses and use horizontal and vertical teams.
Same day delivery process & impact. How Operation management & six sigma use in the same-day delivery process. IIM Raipur group presentation by (group 3)
Logistics management involves planning, implementing, and controlling the flow of materials and goods from the origin to the point of use. The objectives of logistics management are to have the right quality and quantity of products available at the right place and time at reduced costs. Logistics management applies to business, military operations, events, and services. It aims to optimize material flow through an organization to customers while reducing inventory, ensuring reliable delivery, minimizing freight and damage costs, and allowing quick response.
The document provides an overview of management information systems (MIS). It defines key concepts like data, information, systems, and information systems. It also describes different types of information systems like transaction processing systems, decision support systems, and executive information systems. The document outlines the importance of MIS for organizations and discusses how information is processed and converted into useful outputs to support management functions like planning, operations, and control. It also discusses challenges in developing MIS and how web technologies can enhance MIS communication and delivery of information to users.
The document discusses next-generation supply chain management and digital transformation. It addresses topics like cognitive computing, the internet of things, blockchain, and new forms of analytics. The goal is to move beyond traditional rows and columns of data to gain new insights by combining different data sources and using techniques like predictive analytics, machine learning, and pattern recognition. This will help drive improvements in areas such as planning, quality control, customer service, and inventory management. The overall theme is that new technologies can help redefine and improve many aspects of supply chain operations.
The document discusses supply chain management (SCM) strategies including collaboration strategy, demand flow strategy, customer service strategy, and technology integration strategy. It covers topics such as demand forecasting, demand planning, purchasing, inventory management, and cost management. Key points include defining demand planning as a process to create reliable forecasts that reflect constraints, and describing inventory management as overseeing the flow of units in and out of inventory to meet customer service goals in an efficient manner.
Effective supply chain management has become a tool for competitive advantage these days. Tking the assistance of modern technology in supply chain network process one firm can achieve it’s goals comfortabely. Advanced Chemical Industries (ACI), one of the leading business firms in Bangladesh has been offering quality products at a reasonable price. This paper contains the reasons behind of it’s success and how it ensures its best use of supply chain network. Throughout its all business units, its been so efficient form its suppliers stage to customers stage. The way it selects its suppliers and transportation strategies, ACI gives an example of a well-organized supply chain network design. Starting from forecasting demand to distribution stage, its all about proper utilization of supply chain network design. Although it minimizes its costs from different stages it still can minimize its expenditures through taking some initiatives. In a nutshell, developing the strategies of supply chain network, ACI can increase responsiveness and minimizes costs. There are some recommendations given in latter part of this paper that can be taken to uplift responsiveness and maximize the utilization of network design.
The document discusses and compares the e-commerce business models of Amazon and Walmart. It describes how both companies use Porter's value chain and competitive forces models to gain competitive advantages. Specifically:
- Amazon focuses on convenience, a large product selection, personalized recommendations, and building trust/loyalty with customers. Walmart emphasizes efficient logistics and strong supplier relationships to maintain low prices.
- While Walmart's model revolutionized supply chain management, Amazon's model may be stronger as e-commerce is its core business and it offers richer shopping features and content.
- The document analyzes factors like cost management, growth strategies, and technology investments that have contributed to the success of both companies, but the user
Presentation 2012-10-12-13 Value Chain Management in Transportation System v1Nopporn Thepsithar
2012-10-12-13 เล่าประสบการเรื่อง Value Chain Management in Transportation System ให้นักศึกษาปริญญาโท CEO MBA ในวิชา MB 523 การจัดการห่วงโซ่คุณค่าและลูกค้าสัมพันธ์ มหาวิทยาลัยหอการค้า
Demand management aims to balance customer requirements with supply chain capabilities. It reduces demand variability and improves flexibility. Key aspects of demand management include forecasting demand accurately to have the right inventory, developing contingency plans for disruptions, and smoothing operations to lower costs. Demand management also involves sensing true market shifts, stimulating demand through marketing, translating external demand internally, and making trade-offs between risk and opportunity across markets. The overall goal is meeting customer needs while maintaining efficient operations.
Distribution Systems in the Retail Industrya Walmart Case StudyInaAnt
Walmart has established an efficient distribution system centered around a hub-and-spoke model with 158 distribution centers across the US. The distribution centers employ cross-docking to directly process incoming goods with little storage, reducing costs and lead times. Walmart's logistics operations include over 7200 company-owned trucks and 53,000 trailers to replenish stores within 200 miles of distribution centers within 48 hours. The company leverages technology like RFID and GPS to increase visibility and efficiency throughout its supply chain.
The document discusses achieving strategic fit between a company's supply chain strategy and competitive strategy. It explains that strategic fit means consistency between customer priorities and supply chain capabilities. A company achieves fit by first understanding customer demand uncertainty and then designing its supply chain to match the appropriate level of responsiveness. Expanding the scope of strategic fit across more functions and partners can further improve performance.
Management Information System - MIS - ApplicationFaHaD .H. NooR
This document discusses management information systems and their applications. It defines information systems as sets of components that collect, process, store, and distribute information to support decision making. It also distinguishes data from information, describing how information systems convert raw data into meaningful information through input, processing, and output activities. The document then outlines six strategic business objectives that companies pursue through investments in information systems: operational excellence, new products/services, customer intimacy, improved decision making, competitive advantage, and survival. Finally, it describes different types of systems - transaction processing, management information, decision support, and executive support - that serve various management levels in organizations.
Knowledge Management System for New Product DevelopmentStephen Au
This document discusses knowledge management systems (KMS) to support new product development. It begins by defining knowledge and knowledge management frameworks. It then covers topics like the types of product innovation, categories of knowledge, and tools that can support a KMS. The document proposes that a KMS architecture is needed to integrate people, processes, and technologies. It also discusses key principles for effective knowledge management and a KM maturity model. The overall aim appears to be providing guidance on developing and implementing a KMS to facilitate knowledge sharing and organizational learning for new product development.
An MIS aims to provide information to support decision making for planning, organizing, and controlling firm operations. It involves collecting, processing, and disseminating data. An MIS includes people, hardware, software, networks, and data. It supports business processes, decision making, and competitive advantage. Common types of IS include transaction processing systems, management information systems, and decision support systems. The success of an IS depends on how well it supports the organization's strategies, business processes, structure, and customer value.
This document summarizes an presentation on e-supply chain management. It begins by defining e-SCM and describing how technology can be used collaboratively to improve supply chain operations and management. It then discusses why technology should be used in supply chains, including benefits like reduced inventory levels, minimizing the bullwhip effect, and increased speed, cost savings, and customer relationships. Issues with implementing e-SCM are also reviewed like commitment from all parties, data accuracy, and over-reliance. Various case studies on e-SCM models in different industries are then presented.
Supply Chain Management - An IntroductionNaveen Dandge
The document discusses supply chain management (SCM), including defining SCM, the need for effective SCM, components of a SCM system, benefits of SCM, integration strategies like push and pull, and reasons for SCM failure. Key points covered include defining SCM as coordinating suppliers, manufacturers, warehouses and stores to minimize costs while meeting demand, listing the five main components of a SCM as plan, procure, make, deliver, and return, and describing push strategies like forecast-based production versus pull strategies driven by customer demand.
When planning on producing a new product and/or service, the key factor is the product and service design. Successful designs come down to these basic principles: translate customers' wants and needs, refine existing products and services, develop new products and services, formulate quality goals, formulate cost targets, construct and test prototypes, document specifications, and translate products and service specification into process specifications. The process of design has certain steps that include motivation, ideas for improvement, organizational capabilities, and forecasting. In the product process innovations, research and development play a significant role. Because of the influence a product and service design can have on an organization, the design process is encouraged to be tied in with the organization's strategy and take into account some key considerations.
Companies choose various ways to design their products and the type of services they provide. Which include: standardization, mass customization, delayed differentiation, modular design, and robust design deciding which method to use is very important along with deciding the company's target market. Deciding the right method, establishes good productivity and efficient way of operations.
The document discusses knowledge management and collaboration efforts at Tata Consulting Services (TCS). It describes how TCS introduced knowledge management in 1995 and formed a dedicated team called "Corporate Groupware" in 1998. This team developed various knowledge management systems and repositories over time like KBases, Process Asset Libraries, KnowMax, and Ultimatix to acquire, store, disseminate and apply institutional knowledge. TCS also utilized collaboration tools like Infinity, blogs, wikis and Ideastorm which improved communication between offices.
TCS is a large global IT services company that implemented a knowledge management system to facilitate knowledge sharing and collaboration among its 108,000 employees worldwide. The system included various repositories, portals, and tools to manage both explicit and tacit knowledge. Over time, TCS expanded its knowledge management systems through additional repositories, portals, and collaboration tools. These systems helped TCS improve project effectiveness, bid for higher level projects, and provide better customer service by facilitating access to institutional knowledge and best practices.
TCS has implemented extensive knowledge management systems and tools to capture and share knowledge across its large global operations. It utilizes databases, portals, and collaboration tools to manage both explicit and tacit knowledge. These knowledge management investments have helped TCS improve key business processes like bidding for projects, development, implementation, and customer service by enabling consultants to efficiently access lessons learned and best practices from prior work. The implementation of knowledge management has been a strategic asset for TCS's continued growth and success.
Tata Consulting Services (TCS) uses knowledge management to acquire, store, disseminate, and apply knowledge across its global operations. It captures both explicit knowledge using tools like databases and tacit knowledge through collaboration tools and communities. These knowledge management efforts allow TCS to improve client services, increase efficiency, and enhance collaboration between its 108,000 employees in 47 countries.
Ark Group workshop introduction to knowledge management 10 May 2010Steve Perry
The document provides an agenda and overview for a knowledge management (KM) seminar for law firms. It discusses the key building blocks of KM including people and culture, processes, content, and technology. It emphasizes aligning KM strategies with business goals and examples of how other professional services firms have implemented successful KM programs. Ensuring user adoption, a knowledge sharing culture, and that KM improves client services are highlighted as critical success factors.
The document discusses Lyn Murnane's journey as a knowledge manager and the challenges of implementing knowledge management systems. It summarizes Lyn's experience at Medibank Private redesigning their intranet to make information more accessible and useful for frontline staff. Key challenges included engaging subject matter experts, training staff to use new systems, and ensuring accurate and consistent content. The redesigned intranet improved search capabilities and centralized information to reduce call times and costs.
Tutor version slides seminar 7 digital knowledge managment moduledesign
This seminar discusses improving knowledge management at Tata Consultancy Services through a potential strategic alliance with Cisco. The document provides questions and the tutor's input on advising the CEO of TCS, identifying current weaknesses in their knowledge management approach, and how to improve those weaknesses. The tutor recommends examining compatibility between TCS and Cisco goals before forming an alliance, exploring knowledge transfer and opportunities while avoiding conflicts with competitors. Current weaknesses include a lack of informal networks and underutilizing their diverse employees and subsidiaries. The tutor suggests encouraging communities of practice, questioning norms, improving processes, and cultural learning to strengthen knowledge management.
This document discusses technologies for knowledge management applications. It states that technology is one of the four pillars of knowledge management, along with people, processes, and organizational structure. It supports and enables knowledge management strategies and operations. While technology alone does not create an effective knowledge management system, it can facilitate connections and communications. The main role of technology in knowledge management is to help people share knowledge through common storage to achieve economic reuse of knowledge. It discusses how knowledge management technology can capture, organize, retrieve, distribute, and maintain knowledge. Various knowledge management tools are also outlined.
The document discusses ShareNet, Siemens' knowledge management system. It summarizes that ShareNet has been successful because it allows employees to easily store and access knowledge, and Siemens incentivizes participation. Siemens assigned evangelists to train employees and show top management support. Going forward, challenges include maintaining a balance between global and local knowledge and preventing information overload. The economic downturn also reduced support for knowledge management.
Challenges & Lessons Learned in Implementing KM Program in a Construction Com...CCT International
This document summarizes the challenges and lessons learned in implementing a knowledge management (KM) program at a large construction company. It describes the company's pre-KM systems and why KM was needed due to rapid growth. The company developed a KM strategy centered around communities of practice. It established a KM organization and processes to connect people, enable sharing, and monitor contributions. Challenges included remote work and reluctance to share. Recommendations included top management support, dedicated KM roles, selecting effective community leaders, and providing engaging content.
Case analysis km accenture-ramesh_raman_11mba0089Ramesh Raman
This document discusses Knowledge Management (KM) at Accenture. It describes Accenture's existing decentralized KM system using Lotus Notes, which had issues like duplication and inefficient searching. It then outlines Accenture's plans to implement a new centralized KM system using Microsoft SharePoint. The goals of the new system were to improve search quality, reduce duplication, and foster collaboration and knowledge sharing. Challenges in migrating to the new system included changing culture and transferring content from the old system.
1) Tata Consultancy Services (TCS) is an Indian IT services company and subsidiary of Tata Group. TCS uses a knowledge management process and various digital tools to manage knowledge across its global operations.
2) TCS employees access tools and services through an internal website called Ultimatix. Ultimatix links to various portals for tasks like knowledge sharing, training, social networking, and employee services.
3) Key portals included in Ultimatix are iCalms for knowledge sharing and training, Knowmax for social media, and Gspeed for performance reviews. These tools help capture, share, and refine knowledge to improve employee competence and collaboration.
The document summarizes the journey and work of a Knowledge Manager at Medibank Private. It describes developing a new intranet to better organize information for employees. Key steps included identifying user needs through surveys, personas, card sorting exercises. Content was streamlined and a new taxonomy created based on how users accessed and categorized information. The new design aimed to provide intuitive search and navigation across devices.
This document provides a summary of a master's thesis that aims to build a knowledge management system (KMS) for an IT consulting company to facilitate content sharing with customers. The thesis begins with an introduction to knowledge management systems and an overview of the case company. It then outlines the research problem of developing a robust and scalable KMS for the company. The methodology section describes using a case study approach, involving interviews and document analysis of company projects to understand current practices and needs. A literature review provides a conceptual framework of KMS. This framework is then used to develop a KMS proposal, which is evaluated by company representatives. The outcome is a roadmap for implementing the proposed KMS at the case company.
This document provides background information on a master's thesis project that aims to build a knowledge management system (KMS) for an IT consulting company to facilitate effective content sharing with customers. The thesis uses a case study approach, collecting data through interviews with company project members. It evaluates existing KMS conceptual frameworks and proposes a model for the company based on analysis of their projects and knowledge sharing needs. The outcome is a roadmap for designing a robust, scalable KMS to help the company manage knowledge and share information with customers in a convenient manner.
What is value added- it management_ - it management templatesIT-Toolkits.org
Value-added is a strategic concept, driven by the premise that “value” can be realized beyond the obvious. It is obvious that an IT department is expected to install systems properly, keep them running and provide quality support. The “added value” is realized when these services are sufficiently integrated withbusiness objectives and corporate culture to contribute to the actual “bottom line” in one or more positive respects.
The success of implementing technology and dealing business changes across the enterprise has never been more critical to a company’s market relevance, financial growth and employee productivity. As companies grow in either size, service and product offerings or complexity, the increased demand to deliver consistent high quality support becomes more and more challenging. Knowledge Management (KM) has the power to transform the way services are delivered and experienced by both the valued customer and the productive employee as business is conducted on a daily basis. Organizations continuing to struggle with measuring sustainable business benefits from implementing technology and business change will benefit greatly from the industry lessons learned from successful KM implementations. Peter McGarahan, a support industry analyst and expert, will share his experiences and thought leadership on successfully implementing KM to support and enable technology and business change across the enterprise. Peter will provide lessons learned and recommended practices from his Service Delivery and Knowledge Management (KM) consulting experience that will change your perspective on how to do Knowledge right! Attendees will gain valuable insights into the following aspects of the topic:
• How Service leaders can best position and leverage knowledge for any technology and business change
• How to best approach planning for your next enterprise technology and business rollout with the end-result in mind
• Assessing your organizational maturity, identifying and addressing the gaps in performance to deliver a consistently better customer experience for customers and employees
• Introducing Knowledge-Centered Support (KCS) best practices into your service and support environment to address resolving issues, answering questions and fulfilling requests
1. The document summarizes an information session about the iTANGO project which aims to empower community service organizations to effectively use new technologies.
2. The session covered an overview of iTANGO supports including a knowledge base, workshops, and communities of practice to help organizations at different stages of their digital journey.
3. Attendees learned about assessing their organization's current digital proficiency and the benefits of the iTANGO project such as easy to access resources and opportunities for ongoing learning.
KNOWLEDGE MANAGEMENT: WHY DO WE NEED IT FOR CORPORATESBhojaraju Gunjal
Gunjal, Bhojaraju (2006). Knowledge Management: Why Do We Need It for Corporates. Malaysian Journal of Library & Information Science, 10 (2) Pp. 37-50. ISSN 1394-6234. http://myais.fsktm.um.edu.my/573/
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Week 5 power point slide -3 case study 3 -knowledge management and collaboration at tata consulting services
1. ASSIGNMENT 5 – CASE STUDY 3
TITLE: KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
LECTURER: PROFESSOR DR. RUSLI ABDULLAH
(email: rusli@upm.edu.my)
GROUP 13 Matrix No:
1. Hj Nasseruddin Bin Hj Abdul Jabar - P13D142P
2. Hj Zulkifflee Bin Hj Sofee - P13D136P
3. Chong Min Fatt - P13D154P
1
Prepared by: Hj Zulkifflee
2. Questions:-
1. Analyze the knowledge management efforts at TCS using the knowledge
management value chain model. Which tools or activities were used for
managing tacit knowledge and which ones are used for explicit
knowledge?
2. Describe the growth of knowledge management systems at TCS. How
have these systems helped TCS in its business?
3. Describe the collaboration tools used at TCS? What benefits did TCS reap
from these tools?
4. How did Web 2.0 tools help TCS to manage knowledge and collaboration
among its employees?
5. How do you think KM tools have changed some key operational
processes at TCS, such as bidding for new projects, project development
and implementation, customer service, and so on?
INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
2
Prepared by: Hj Zulkifflee
3. Background
Tata Consultancy Services(TCS) was founded in 1968 in India.
It was an Information Technology services. It dealed with
business solution and outsourcing organization. This company
offers a portfolio of IT and It enabled services to clients all
over the globe in horizontal, vertical and geographical
domains.
It has over 108,000 IT consultants in 47 countries. The largest
Indian company by market capitalization and is the largest
Indian-based IT services company by 2013 revenues.
INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
3
Prepared by: Hj Zulkifflee
4. INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
Question 1. Analyze the knowledge management efforts at TCS
using the knowledge management value chain model. Which tools or
activities were used for managing tacit knowledge and which ones are
used for explicit knowledge?
The knowledge management efforts at TCS can be divided into the
following activities.
1. Acknowledge Acquisition;-
i. Over the years, TCS had acquired a vast body of knowledge and
experience in several fields through on-shore and off-shore projects for
its clients across the globe including GE Insurance, GE Health, Hewlett
Packard, Prudential, Standard Chartered Bank etc.
4
Prepared by: Hj Zulkifflee
5. ii. TCS regularly rotated people across various functions and within
other Tata Group companies to gain cross-industry experience.
iii. Employees were also encouraged to be part of outside bodies like
IEEE and go in for certifications.
2. Knowledge Storage
i. TCS had developed various repositories and databases for
knowledge storage such as Kbases, Process Asset Libraries,
KnowMax and Ultimatix.
3 Knowledge Dissemination
i. Knowledge was disseminated using a variety of techniques such
as:
(a) Ultimatix: a web based electronic knowledge management
portal.
INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
5
Prepared by: Hj Zulkifflee
6. INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
(b) Propel session: Brought together employees with similar
interests;
(c) Live Meeting and Knowledge Transition sessions at the project
level;
(d) “Tip of the Day” email comprising technical, conceptual or
human skills tips were share within the organization daily.
4. Knowledge Application
Employees could access the knowledge repository that raised on the
corporate and branch servers through the intranet.
Students or anybody should visit the TCS website to explore the new
capabilities developed by TCS and how it relates to the knowledge
they have accumulated over the years about the customers, markets,
systems development and technologies.
6
Prepared by: Hj Zulkifflee
7. Continue
Q.1 Which tools or activities were used for managing tacit
knowledge and which ones are used for explicit knowledge?
INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
7
Tools/ activities to manage
explicit knowledge
i. Kbases
ii. Process Asset Libraries
iii. KnowMax
iv. Ultimax
Tools/ activities to manage tacit
knowledge
i. Redesign of development
centers
ii. Propel sessions
iii. Knowledge Transition
Sessions
iv. Communities of practice
Prepared by: Hj Zulkifflee
8. INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
Question 2 Describe the growth of knowledge management systems at TCS.
How have these systems helped TCS in its business?
The concept of knowledge management (KM) was introduced in TCS in 1995 and
a dedicated KM team called “Corporate Groupware” was formed in 1998.
This group launched the KM-pilot in mid-1999. At that time, KM in TCS covered
nearly every function, from quality assurance to HR management.
The employees could access the knowledge repository that resided on the
corporate and branch servers through the intranet, with a browser front-end or a
Notes client.
The knowledge repository also called Kbases, contained a wide range of
information about processes line of business line of technology and projects.
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Continue
The next step was to create Process Asset Libraries (PALs) which
contained information related to technology, processes, case studies for
project leaders which were made available to all development centers
through the intranet.
The same thing was done through the web-based electronic knowledge
management portal called Ultimax, which PAL was the precursor. The PAL
library and Kbases , which were hosted on the intranet, merged with
Ultimatix, which had sub-portals for quality management system,
software productivity improvement, training materials and tools
information.
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10. Continue
TCS developed Knowmax, a knowledge management system, using
Microsoft share point portal server that gave TCS consultants access to
nearly 40 years of experience and best practices arranged by type of
engagement, the technology in use and customer requirements.
It supported more than 60 knowledge assets and was accessible via
Ultimax to all TCS associates. Any associate could contribute to the K-
Bank and Knowledge officers were made responsible for maintaining
the quality of content.
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KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES
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Question 3. Describe the collaboration tools used at TCS?
What benefits did TCS reap from these tools?
i. TCS used a variety of collaboration tools.
(a ) Infinity that includes instant messaging, IP telephony and
video conferencing;
(b) Blogs and wikis;
(c) IdeaStorm, TIP, and
(d) Mysite
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12. INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
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ii. The benefits that TCS reaps from these tools are:-
(a) Collaboration overseas and local offices improved as instant
messaging (M) got rid of cultural and pronunciation differences that
could occur on the phone.
(b) Corporate communications are able to run a 24-hour internal
news broadcast to all TCS offices in the world.
(c) Travel and telecommunications costs were reduced by 40
percent and 6 percent respectively.
(d) The other tools improved collaboration, communication and
knowledge sharing among the employees.
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13. INFORMATION SYSTEMS & ELECTRONIC COMMERCE – GST 5083
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Question 4 How did Web 2.0 tools help TCS to manage knowledge and
collaboration among its employees?
Web 2.0 tools help TCs to manage knowledge and collaboration among its
employees by these ways:-
A.Blogs, wikis and other tools
i. boost communication and productivity among the
employees.
B. Wikis
i. collaborating on materials related to project
ii. Supporting brainstorming sessions
iii. Developing presentations
C. Blogs
i. Used as a means to gather inputs on problems that they
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14. D. Just Ask System
i. Allowed employees to pose a question and in turn get
answers from other colleagues, sometimes leading to a
detailed discussion.
ii. If someone often answered questions on a particular
domain, the relevant specialist group invited that person
into the domain group and thus gave the visibility to talent
within the company.
E. The Ideastorm
i. Used by the management, helped in generation of ideas on
topics posted by the corporate team.
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15. F. TIP
i. Used as a portal for product innovation and new
ideas.
ii. Helped the management to garner ideas related to
product/service innovation and helped in solving
problems.
G. Social Net Working MySite
i. To help employees communicate better with each
other.
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16. Question 5. How do you think KM tools have changed some key
operational processes at TCS, such as bidding for new projects,
project development and implementation, customer service, and so
on?
System development and implementation activities are more likely to
be done by TCS in manner that is timely, effective and cost efficient.
The same for customer service-by knowing customer requirements
and also taking ideas from other industries that are stored in the KM
databases, the company can provide new and innovative solutions to
resolve customer queries.
TCS aims to move up the value chain and to continue to bid for higher
level projects, beyond those of maintenance and development.
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17. By accumulating knowledge, it has built capabilities to
understand how to service clients through consulting and
in other strategic areas. So KM has enabled TCS to
continue to move higher-up and to bid for more strategic
projects.
KM repositories that capture best practices in the
projects it has undertaken make the company more
efficient in servicing clients. This means it can execute
better.
Overall, KM tools have become a key strategic resource
at the company and all hires are required to learn them
as a part of their orientation.
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18. These tools are also the first go-to before starting any
project or approaching a client.
Knowledge in these databases allows TCS consultants to
quickly gather intelligence about the client or similar
projects and thus align themselves better with what the
client might want.
This has led to higher success rate in bidding and in
project execution.
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19. THANK YOU
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HAJI ZULKIFFLEE BIN HAJI SOFEE - P13D136P
HAJI NASSERUDDIN BIN HAJI ABDUL JABAR - P13D142P
CHONG MIN FATT - P13D154P
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