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Anu Rutov
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flow of products and information linkage and coordination between through a business process of other entities in the pipeline i.e. suppliers and costumers, and the organization it self. COMPONENTS OF SUPPLY CHAIN MANAGEMENT The following are the five basic components of Supply Chain Management: 1. Plan:- This is the strategic portion of SCM. You need a strategy for managing all the resources that go toward meeting customer demand for your product or service. A big piece of planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers. 2. Source:- Choose the suppliers that will deliver the goods and services you need to create your product. Develop a set of pricing, delivery and payment
Directors Due care, Board of directors are responsible that the corporation is not harmed by members of the board, Directors can be held liable. − Hires and fires the CEO and top management. − Controls, monitors, or supervises top management. − Reviews and approves the use of resources. − Cares for shareholders’ interests. − Assures that the corporation is managed in accordance with state laws, security regulations and conflict of interest situations. Role of the Board in Strategic Management • Monitor developments inside and outside the corporation. • Evaluate and influence management proposals, decisions and actions. • Set corporate strategy, the corporation’s overall direction, mission, and vision. Carroll’s (1979) four responsibilities of business in order of priority … • Economic (must do) • Legal (have do) • Ethical (should do) • Discretionary (might do) *agenditeooria suures ettevõttes,
lines and business units. Views a corporation in terms of resources and capabilities that can be used to build business unit value as well as generate synergies across business units o Generates corporate strategy by focusing on the core competencies of the parent corporation and the value created between the parent and its businesses o Developing a corporate parening strategy: Examine each business unit in terms of its strategic factors Examine each business unit in terms of areas in which performance can be improved Analyse how well the paren corporation fits with the business unit Vertikaalne integratsioon: Full integration a firm internally makes 100% of its key suppliers and completely controls its distributors Taper integration - a firm internally produces less than half of its own requirements and buys the rest frim outside suppliers
effective partnership in its support. Effectiveness implies, amongst other things, information being: stored without essential use of paper transmitted without essential burning of fuel processed without essential human labor/endeavor 2.2.Values Simplicity and transparency Taking responsibility for every implemented piece in appreciation of the value of long- term relationships Free and creative thinking precedes rules and standards Confidentiality and respect for others Precision is valuable, ethics and care are absolutely necessary 2.3.SWOT Analysis of the Organization Strengths Weaknesses SO1: Good reputation on the local market WO1: Not enough qualified employees to
Celebrate an innovation culture ■ “Of our four core values at Nokia, one is a Passion for Innovation. That’s very much highlighted in communications with employees, we discuss the values frequently with our people. In that way we live our dreams under that value, a Passion for Innovation.” ■ “BeQIK,be better, be Bosch.” ■ „We certainly have been successful, in part, because we never accept the status quo, we never accept conventional thinking, conventional wisdom. When you look at the points in the history of our company where we have made the biggest difference, in almost every case it was where everybody, almost all the experts, thought that we were doing something stupid.“ Critical success factors in innovation Human resources: ● New doctorate graduates per 1000 population aged 25-34 ● Percentage population 30-34 having tertiary education
Cost Accounting. Chapter 1 Management accounting measures, analyzes, and reports financial and no financial information that helps managers make decisions to fulfill the goals of an organization. Financial accounting focuses on reporting to external parties such as investors, government agencies, banks and suppliers. It measures and records business transactions and provides financial statements that are based on GAAP. Cost accounting measures, analyzes, and reports financial and no financial information relating to cost of acquiring or using resources in an organization. Value-chain analysis: sequence of business functions in which customer usefulness is added to products and services. 1. Research and development 2. Design of products, services, or processes 3. Production 4. Marketing 5. Distribution 6. Customer service. Supply chain describes the flow of goods, services, and information from the initial sources of materials and services to the delivery of products to consumers, regar
Google's unique organization strength comes from the fact that the Google's top management trio would own roughly one-third of the shares but control over 80% of the votes. This immunized Brin, Page and Schmidt from replacement by investors second- guessing the company's strategy. The engineers were encouraged to spend 20% of their time working projects of their own choosing. This flexibility had spawned many initiatives, including Google News and Orkut. The way of thinking is that they can do better that it had been done already before. When it comes to trustworthy Google for sure has proved themselves by their policy: "Don't be evil! " they never manipulate rankings to put their own products/services on the first page. No one can buy better Page Rank. A huge information flow weekly- questions, answers, ideas, food, drinks. This allows management to stay in touch with what their knowledge workers are thinking and doing
ccc_tracy_fm_i-xviii.qxd 7/7/03 3:22 PM Page iii CHANGE YOUR THINKING, CHANGE YOUR LIFE How to Unlock Your Full Potential for Success and Achievement B R I A N T R AC Y JOHN WILEY & SONS, INC. ccc_tracy_fm_i-xviii.qxd 7/7/03 3:22 PM Page i CHANGE YOUR THINKING, CHANGE YOUR LIFE ccc_tracy_fm_i-xviii.qxd 7/7/03 3:22 PM Page ii ccc_tracy_fm_i-xviii.qxd 7/7/03 3:22 PM Page iii CHANGE YOUR THINKING, CHANGE YOUR LIFE How to Unlock Your Full Potential for Success and Achievement B R I A N T R AC Y JOHN WILEY & SONS, INC. ccc_tracy_fm_i-xviii.qxd 7/7/03 3:22 PM Page iv
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