General Instructions for Case Studies:

Please be strongly encouraged to use the following outline for this Case Study analysis so the it is organized appropriately: Operations and Supply Chain Management; Jacobs, F. R. and Chase, R.B., (2011). Operations and supply chain management. 13th ed McGraw-Hill/Irwin, New York, NY.
,
1. Identify both the key issues and the underlying issues. In identifying the issues, they should be able to connect to the business principles which apply to this situation.
2. Discuss the facts which affect these issues. The case may have too much information. In the analysis, filter the information and discuss those facts which are pertinent to the issues identified above.
3. Discuss the tentative solution to the problem and how it would implement the solution. What actions would be proposed to correct the situation, based on the knowledge gained from research. Develop an action-oriented analysis with a recommended course of action.
Support recommendations by citing references in the text and from supplementary readings. Draw on other references such as business periodicals and relevant journals.
4. Discuss follow-up and contingency plans. How will the organization know that the proposed solution is working? What should they do if it does not work?
5. Presentation should cover the points 1-4 listed above. Case Study analysis calculations and supporting diagrams are to be presented within paper content to support quantitative analysis conclusion and validation. Please present as a word document.

1. I'll attach the "guideline" for this term paper (please make a note that you have to use at least 6 sources from the provided list of approved journal)

2. Please include the endnotes page for me in the same format as the guideline.

3. Please call me 409-747-5844 (8-5CT) or email me [email protected] if you have any questions. This is a Master Level (MBA) paper, and I truly want a very good paper.

4. Please contact me with your fax number (there are 3 listed on your webpage)so I can fax the chapter (Marketing Management 11th edition by Philip Kotler)related to the topic to you.

Page 2
THIS IS THE NAME OF YOUR TERM PAPER

Prepared by: THIS IS YOUR NAME


INTRODUCTION: WHAT "IT" IS
A term paper is a synthetic product. While it includes the works of other writers, it cannot, by definition, be limited to their work. In that sense, it is a synergistic synthesis of works already written by others. Let's define a couple of these words. First, let's look at "synergistic". That big word simply means that the parts of something are put together in such a way as to complement one another. We know that "synergy" has happened when the whole is "greater than" the sum of the parts. In other words, a synergistic term paper happens when we find insights into the concept(s) that are not included in any of the various articles, etc. that are combined to produce the term paper.
In the context of a term paper, "synthetic" also has a special meaning. Here we mean that the various sources are not just put down and glued together. They are analyzed by the student in such a way as to locate and take advantage of their commonalities. Usually, you will seek several articles on a single concept. Each of the authors wrote because (s)he felt (s)he had a fresh or unique point of view on at least one aspect of the concept. Articles should each be unique therefore. However, they are "tied to" some underlying theme or concept. The way they relate to the concept is where we look for commonality. Once that is located, the uniquenesses from various articles can be grouped around the commonalities. Generally, this enables you, the "student-term-paper-preparer", to comment on how it all fits together. This is synthesis. Fitting it together into a new total perspective is the synthetic process. Finding totally new insights that come from this is synergy.
That's what we are after. You will use multiple sources on a given concept, put them together in a way that makes real good sense to you, show how the ideas fit together and locate any new insights that come from that process. You are looking for the new insights while being very literary and professional in the way you put things together.

THE MECHANICS OF PREPARATION
Let's consider some of the mechanics. One of the most common questions when it comes to term papers is, "How long does it have to be?" That question speaks poorly of you. It suggests that you are only interested in a minimal effort. The following "length guidelines" are the only ones you will be provided. First, it must be long enough to cover the concept well and accomplish the goals explained above. That probably can't be done in less than about twelve (12) pages. That means twelve pages of actual text body not including the cover page, contents page, reference listings or appendices. Second, it must be no longer than twenty-five (25) double-spaced typewritten (or word-processed equivalent) actual text body pages in length. The format for that is seen in the way this handout is prepared. Third, any appendices, endnotes or other supplementary material can cause the length to go beyond the twenty-five page limit. For example, it your actual text body is eighteen pages long, you are just fine, even if you have 81 pages of appendices and so forth. Be assured that an acceptable concept cannot be covered in a one or two page paper - ever! So, I give up. The thing must exceed twelve pages in text body length, double-spaced, of course.
As you might expect, correct sentence structure, spelling and so forth will be expected and evaluated. Your sentences should be complete and fairly short. They should be coherent. If there are two ways to say something, use the simpler one. We're not interested in poetic sentence construction. We are interested in clear communication with whoever the reader happens to be. You would also do well to avoid such things as typeovers, messy erasures and so forth. Finally, a paper that has too little ink is very hard to read, failing, therefore, to communicate your badly needed message and advice. All these concerns add a technical quality that is very important to your paper. Without that technical quality, it really doesn't matter how good your ideas are. Without technical quality, it will still not be a good paper.

THE CENTRAL ISSUE
The actual topic of the term paper is a matter of importance. The concept should be broad enough and important enough to be well written about. On the other hand, it should be narrow enough for you to handle. At this point in your academic career, you may not be sure enough of your expertise to make that evaluation. That is quite understandable. Your instructor should be viewed as a resource person in the selection of a concept. The responsibility is yours, however and you should approach it with a mature attitude - and REAL SOON!
If you're having a hard time starting, consider the following suggestion. Take the heading from a major section of one of the chapters in the textbook as a tentative topic. Spend some time looking at all the footnotes (endnotes) related to that topic. Can you fashion a paper from that material? Does it lead you to other materials? Does it lead you to other ideas? After some time is spent in this pursuit, you will be able to ask the instructor some specific questions to get you on the road. To do this, select a chapter or area that is most interesting to you. Interest helps a lot in the process of selecting a concept.
The concept you select should be generally academic. This provides two advantages for you. First, many references will probably be available to you. Second, the references will almost definitely be more focused. This will make it easier for you to produce a "synergistic synthesis" on the topic area chosen. The instructor will not approve a purely case or situation oriented paper. For those who are concerned that they want a more practical project, there is one. A case will be assigned in addition to the theory-based paper. Nor will the instructor approve a ?how to ? do something paper topic. Once your concept is selected, you should begin the process of narrowing the possibilities as far as references are concerned. Almost any concept you could choose will have a very large number of possible references associated with it. You will need to pare these down to a manageable number - probably in the range of from six to ten in number. They should be primarily academic in nature. At least six of them must be from the list of approved journals that is attached to this paper as Appendix 1. However, you may well find some applications in general or practitioner literature that you can use along with (but, not in lieu of) the academic materials. When selecting your reference materials, remember the requirement of "synergistic synthesis". Incidentally, Appendix 1 contains a list of approved journals that can be used for the paper.

The Use of Endnotes
It is recommended that you use the "endnote" method of citing your resources. You should be very careful to avoid anything smacking of plagiarism in the use of your resources. If you have any doubts, ask the instructor. You may use properly indicated direct quotes, but please use them sparingly. A paper that is just a series of quotes glued together will never be a good (or acceptable) paper. Quotes should be used only for emphasis, but when used, they should be used properly.
If you are unfamiliar with the "endnote" technique, an example might be in order. For example, you might wish to use the course textbook as a reference (this practice is okay, but it should not be a major reference). In that event, somewhere in the body of your paper, you might refer to some general idea from Kotler and Armstrong [2]. That would be all that is required in the body of your text. If you wish to be more specific, you might refer to Kotler and Armstrong [2], on page 413, or something like that. This technique works for both books and articles. You may have a separate Bibliography section if you wish. It can contain any materials you looked at that are related to your paper. The Endnotes should contain only those sources you actually used in the preparation of your paper. By the way, there is an Endnotes section attached to this sample. The example provides one each of book, general media and journal article citations. Note that the items are arranged alphabetically.
Sections of the Paper
Mechanically, it desirable to divide your paper into three major parts. The first part, consisting of from one to four paragraphs, should introduce the reader to what your paper is about and how you plan to pull it off. The last part of this section should include an overview of what the reader is about to experience. The second part might be called the body of the paper. It should be lengthy enough to present all the material you wish the reader to consider. The material in this part should be organized into neat "chunks". These chunks might be considered sections of the paper. They might be quick summaries of the various sources followed by your synthetic activities. Or, you might present your major synthetic efforts and follow them with support from your references. Each chunk will probably be divided into "bite sized pieces". These pieces will probably be compact but complete paragraphs. The last part of the paper will be a summary. In the summary, you will quickly review what ideas you used to arrive at your synthesis. You will also review what the synthetic exercise produced. Your conclusions on the topic, the materials reviewed, the synthesis and any new emerging ideas will be included in this last part of the paper.
Of course, good tight sentence and paragraph structure will be used throughout your paper. To aid in this process, it is strongly recommended that you develop an outline before you begin writing the paper. Go back and pad the outline. Then go back and pad it again. Soon the whole paper will emerge. Do this formative work on the body of the paper. The first and last sections can be added after the body is essentially complete. The various sections of your outline can then be "added" to the text as section (subsection, etc.) headings. This provides convenient breaks both to you and the reader of the paper. It further makes it easier to refer to other parts of your paper as you go along.
THE RESULTS: A "GOOD" PAPER
When you are through, you will have produced a paper that has the following characteristics:
- it covers a worthwhile concept, not a case or a guide
- it covers an aspect of the concept thoroughly
- it uses appropriate references well
- it involves well thought out synthesis and conclusions
- it uses only correct grammar, syntax and production techniques
- it is very readable and informative
- it is entirely integrated
- it flows, and leads the reader to the appropriate conclusions
- its format matches this guide
- it actually helps the reader get through the concept

Such a paper is the target of your efforts. It will be easy to read, thoughtful and thought provoking. It will give the reader a new perspective on its topic. It will not be choppy or hard to read. It will not cause the reader to have to slow down to figure out what is meant in a sentence. The reader will never have to wonder what the theme of any given paragraph is. Such a paper, turned in on the assigned date, will be rewarded by a good grade.
Of course, ?good? is partly in the eye of the beholder. I must still evaluate the paper you write. So, a word about grading. A paper that is ?good?, that meets all the criteria, is still not excellent. Excellent goes beyond the call of duty. How you get to excellent is your decision, but whether you achieved it is the call of the evaluator. A ?good? paper, one that meets the expectations of these instructions will probably get a grade of ?B?. The paper that goes beyond might get an ?A?. That is a quality call. A paper that is basically there but lacks in some significant way (e.g., a number of technical errors) might still earn a ?B? if it is of good quality otherwise. A paper that is obviously only minimally compliant is in danger of a grade of ?C?. Academic maturity is the rule here. The syllabus for this course contains a more lengthy discussion of quality and excellence. An expanded description of these concerns can be found in the Syllabus for the course.
The point of this exercise is not to just "do a paper". The point is to gain some exposure to true academic literature and to really think about that material in a creative way. It is likely that this will be the only course you take in marketing in your MBA program. Therefore, you need this exposure and exercise. To just "do" a paper will not result in a good grade.





ENDNOTES

[1] Gaidis, William C., C. F. Gaulden, N. Y. Razzouk, and J. L. Schlachter, "Decision Making in the Household: A Comparison Between Married and Cohabitating Couples," Akron Business and Economic Review, Vol. 17, No. 3, Fall 1986, University of Akron, Akron, OH, pp.72-84.

[2] Kotler, Philip and Gary Armstrong, Principles of Marketing, Eighth Edition, Prentice Hall, Englewood Cliffs, New Jersey, 1999.

[3] Wall Street Journal, "Study Says Women Face Glass Walls as Well as Ceilings", March 3, 1992, p. B1.

There are faxes for this order.

You have just taken over as the head of Toyota's Quality Control Department. You are a Vice President (VP) and answer directly to the CEO. You have seven directors that answer to you. Each director manages one of the following divisions:
1. Drive Systems (including brakes, axles, and wheels)?2. Electrical Systems?3. Safety Systems?4. Body and Chassis (including suspension)?5. Material (quality of all materials that go into making car/truck)?6. Manufacturing Equipment (all systems that go into making a car, the factory line)?7. Facilities (all the supporting facilities, paperwork, etc)
Each director has a group of inspectors and managers for their divisions.
The previous VP has been let go, for cause. The departments morale is very low and there is a great deal of pressure for each division to perform.
You are to develop a paper to present to the CEO that will outline how you are going to turn around the department (your department - hint - you are NOT in charge of production). You should include / address the following areas:
1. Short term (1 year) and long term (2-10 years) goals. Make sure they are SMART.?2. Any reorganization that you plan to do within your department.?3. Any assistance you will need from other departments.?4. Any training you will do with your department, and the company as a whole. (this ties into number three, since you will need to work with other departments)?5. An analysis of what challenges you will face. Think of this as a way of analyzing your potential pitfalls as your group undergoes change.?6. What leadership traits do want your seven directors to have? Pick at least three. Why did you pick these traits? How will you ensure that the directors have or gain the required skills.

this is one section of a whole workbook assignment. i will upload the whole document so you can understand the direction to go in and how you should write this. THIS IS AN ANALYSIS. do not use citations. these should be your own ideas from research.

THIS IS THE ASSIGNMENT TO BE COMPLETED ABOUT BP:
The paper must evaluate the forces and how strong they are or weak.

create overall situation to come up with strategies for change



Evulate forces how srong they are

Lidt th e forces rate how strong weak they are

Rate overall strategy to come up with stratg=egies for change



The Process

1. Start with a well-defined goal or change to be implemented.

2. Draw a force field diagram (see ex below). At the top of a large sheet of paper write the goal or change to be implemented. Divide the

paper into two columns "Driving Forces? / "Restraining Forces"

3. Brainstorm a list of driving and restraining forces and record them on the chart in the appropriate column.


(exact directions attached) and full assignment --- as much as is completed.
C. Feasibility Analysis
Q1: To determine the likelihood of success implementing the ideas developed in Section B above, you?ll need to conduct a Force Field Analysis. This method lists, discusses, and evaluates the various forces for and against a proposed change. When a change is planned, Force Field Analysis helps you look at the big picture by analyzing all of the forces impacting the change and weighing the pros and cons.
Terms:
? DrivingForces:forcesaffectingasituationthatarepushinginaparticulardirection;theytendtoinitiateachangeandkeepitgoing.Intermsof
improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be examples of driving forces.
? RestrainingForces:forcesactingtorestrainordecreasethedrivingforces.Apathy,hostility,andpoormaintenanceofequipmentmaybeexamplesof restraining forces against increased production.
? Equilibrium:reachedwhenthesumofthedrivingforcesequalsthesumoftherestrainingforces.Inourexample,equilibriumrepresentsthepresent level of productivity.
By knowing the pros and cons, you can develop strategies to reduce the impact of the opposing forces and strengthen the supporting forces.
Types of forces to consider
? Available Resources; Traditions; Vested interests; Organizational structures; Relationships; Social or organizational trends; Attitudes of people; Regulations; Personal or group needs; Present or past practices; Institutional policies or norms; Values; Desires; Costs; People capacity; Events / opportunities to initiate or redirect the course of things
The Process
1. Start with a well-defined goal or change to be implemented.
2. Draw a force field diagram (see ex below). At the top of a large sheet of paper write the goal or change to be implemented. Divide the
paper into two columns "Driving Forces? / "Restraining Forces"
3. Brainstorm a list of driving and restraining forces and record them on the chart in the appropriate column.

you don't have to write about equilibrium really, make sure to answer the questions

Course : International Business
Subject : Strategic Management
Case Study on the Strategies by Maersk Shipping Company

Please read the case as contained in the uploaded file and give me your opinions/thoughts. Below are some questions, among others, that I would like them to be answered :-

1) What were their problems ?
2) What were they trying to achieve in their strategy ?
3) What was their strategy ?
4) What strategy would you recommend (what they could have done instead) ?
5) What should be the strategy moving forward for this case ?

Please act as consultant to advise the CEO/Board of Directors on the above.

Assume the role of a Management Information Systems (MIS) consultant hired to review the internal data sources of a rapidly growing business. The business owner wants you to provide specific information explaining how an efficient internal communication system for employees should be established.

What types of tools would you review to fulfill this request?

*************REQUESTED WRITER: bolavens*************
*************REQUESTED WRITER: bolavens*************
*************REQUESTED WRITER: bolavens*************
*************REQUESTED WRITER: bolavens*************

Subject: Management
Words: 1600
References: APA, at least use of 6 references


Assignment Details:
---------------------
Provide an appropriate title page and summary.

The external environment and organisational structure

Social responsibility and strategic planning

Discuss what is strategic planning? Contrast more traditional approaches to planning with more modern approaches. What is social responsibility? Consider whether one approach to planning or another is more likely to encourage social responsibility in organisations.

About the Airbus company. ONLY about the commercial jets division.
Including:
-Brief History of the Organization
-Mission and Vision
-CEO management style
-Location: Headquarters
Multinational/ Global
why they chose this location.
-Environmental Scanning
-SWOT analysis (very important. should be at least a page and a half)
-Compare to Boeing
-also compare boeing 787 dreamliner to airbus a380
-Recommend Changes to Remain Competitive

Harry, M., & Schroeder, R. Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations, First Edition. ISBN 0-385-49438-6. Double Day. 2000 (Hardback), April 2005 (Paperback). This text and audio CD are readily available at http://www.amazon.com/.


After reading Six Sigma: The Breakthrough Management Strategy
Revolutionizing the World's Top Corporations, please develop a critique and review of the book.
Requirements
? Length (body of the paper) should be approximately 5 pages
? Please double space all work.
? Properly cite references using APA format.
? Use 12 point font
? The review must have a title page; use APA format as a guideline

Please consider the following guidelines when developing your review
Summarize the major themes and ideas of the book. Use your own words to describe the ideas and themes. Citing several excerpts from the book is recommended. This should represent about 25% of the review.
Use direct quotes (from the book), properly cited using APA format, for summary and critique of book content. This should represent about 25% of the review.

Discuss the author?s qualifications and background. Are they qualified to write a book about Six Sigma? Cite sources to support your position. This should represent about 10% of the review. This should represent about 25% of the review.
Critique of significant ideas, themes or claims in the book. As an example, there are many areas in the book where, in my view, the authors, on some subjects, offer inflated claims; you may or may not feel the same way. However, just as in the critical analysis assignment, choose points you agree/disagree with and critically analyze. Support with citations/references. Additionally, offer any opinions based on your experience (with Six Sigma projects/initiatives that may conflict and/or agree with the author?s claims. This should represent about 50% of the review.

My company is thinking about doing a business research project, and I have been asked to send a memo evaluating the following summary for an agricultural firm. The information is as follows:

Researchers used observation, interviews, and questionnaires to gather data on the organizational structure. Analysis and interpretation of the primary data indicated the structure was dysfunctional due to improper delegation of authority and responsibility and poor communication practices. Proposal to correct these discrepancies was accepted and intensive training began for all employees.
For the selection and maintenance of the managerial personnel, observations(primary data) and the detailed examination of records (secondary data) were employed. The findings were that the selection of managerial personnel in the past was based on friendship, family connections, and political reasons; In most cases the managerial personnel were not qualified to perform effectively and efficiently. This was corrected by terminating these practices and subjecting the management to intense commensurate training and development.
Lastly, the maintenance of the managerial personnel was analyzed and evaluated by examining established compensation criteria, thereby creating substantial inequity between production and compensation. Creation of a viable wage and salary administration infrastructure corrected this discrepancy.

The following issues must be addressed:

What type of research method was used: qualitative or quantitative

How well did these methods insure the effectiveness and efficiency of the organizational structure, and the selection and maintenance of managerial personnel?

Based on the findings, what recommendations should be made to the supervisor?

How will these recommendations insure the effectiveness and efficiency of the organizational structure?

Colin White's articles help to vividly point out the complexity of ITM in a 'smart business' context. And, he further notes that the basic design definitions and structures are evolving as we speak. This fits with Cherns (1976) STS principle of 'incompleteness.' IT systems are evolutionary...always breaking new ground. Yet as White points out, just one problem is that this ground is fragmented, in that the interoperability of elements from different sources is not automatic.

Fortunately, what we have learned about the relevant applications of organizational behavior to IT moves less swiftly. What is known (in western cultures) about the issues of politics, power, STS, organizational change, etc. is fairly stable over time. Yet, we have also learned that failure to understand and heed the lessons of 'human systems' can often be catastrophic in terms of IT success.

A further issue I have found in my years of consulting is that to help improve and/ or bring meaningful change to someone's else's processes or system really requires you to get to know their technical issues fairly well. In IT terms, this means that, to help institute the complex system changes that are required for most potent 'smart business' applications (or their military equivalent), you must also understand their relevant business (or tactical/ strategic) processes to a considerable degree. Otherwise you are at the mercy of a vendor or what the client tells you they want. Thus, you may end up simply acting in a 'technician' role...doing what you are told versus actively collaborating in meaningful organizational change.

In addition to grasping relevant business (or other) processes, my experience suggests that you also have to understand the client/s as a person(s)....to be able to gain proper entry, gather relevant information as well as build trust and respect...so that they will accept and heed your best technical advice. If you take this admonition to heart, find and read the literature of the basic 'consulting processes.' There you will find rather detailed strategies for entry and relationship managing...as well as the behavioral 'tools' for implementing same.

This whole profession of being a competent more senior IT/S manager, whether the business is a military or civilian enterprise, we have seen to be a very complex undertaking. Properly addressed, it can even be akin to the intensity and level of knowledge required to be an MD. And, whatever you might have thought until now, to do a really credible job for your employer, it is my belief that you face similar intellectual, professional acumen and ethical requirements...though without the Hippocratic Oath.... In short, this is not a 'lightweight' profession you have chosen...if you wish to rise in the ranks. Senior Manager, Director, VP or CIO (or the military equivalents) IT/S positions are not 'techies' jobs, they require broad and well-honed leadership/ professional/ behavioral/ social skills. Such positions are serious stuff indeed and can have immense impact on a unit or organization's success... even survival! (At least you won't have to buy 'malpractice' insurance...yet...)

THIS IS THE QUESTION:
So, what do you think about all of this complexity? Am I wrong in my assessment of it? Is any of this stuff new to you....or is it all 'old hat.' Your task in this TD is to SUBSTANTIALLY discuss these issues any way you see fit...and to (at least at this point in time) consider if all this complexity, as a potential more senior IT/ S manager, is your 'cup of tea.'

Info: I am taking a class about Strategic Management and Business Policy. I would like to present a literature review tailored about this subject matter using ?How to think like a Leonardo daVinci? by Michael J. Gelb.

These are the areas that I would like to be address:

1. With the strategic management model in mind, how can the strategies in this book can use to think like a manager and to apply them to evaluate a company.
2. How some of the ethical principles in this book can be applied social responsibilities.

3. Give examples of how differentiate between corporate, business and functional strategies related to business policies
4. How knowledge gained from this book, can applied use to evaluate internal and external environments and to summarize a company?s strengths, weaknesses, opportunities and treat (SWOT analysis).

5. The more the merrier

Thanks in advance.

I need this work no later than 4/15/11

This paper is the master degree dissertation. And I want you to write in chapter of data analysis and chapter of conclusion+recommendation. By you need around 6500 words in data analysis and the remaining belonged to conclusion and recommendation.

My dissertation topic is about waste and defects in the plastic injection manufacturing.The objective is
- to reduce waste and defects from production.
- To suggest a method or plan to improve the performance in production process.

In the data analysis chapter, you need to use the pareto rule( rule of 80-20) to analyse the data. By focus on the 20% of products that cause 80% of sales to find the causes of defects/waste unless the company already has the waste/defect data. Then concentrate on the 20% of reasons for waste/defects that cause 80% of problems to solve the major problems.

And for conclusion and recommendation, summaries the result from data analysis and recommend the future solution to improve the production process.

I will send the data of waste and defects which is already collect. The data between 2009-2011 and January- May 2012, Company background, data which i have interviewed from relevant people will be sent to you later.

Moreover, if you think that it need to be make up some information, pleae feel free to do and change the colour in the paper in the area that you make up the information.


There are faxes for this order.

Read Space Age Furniture Company in Chapter 9 of your text. Answer the following seven questions: (Include any MRP calculations).
? What options are open to Coral to address this problem?
? How would reducing the minimum quantity of subassemblies help?
? What are the costs of carrying excess items in inventory at each stage?
? What is the trade-off between overtime costs and inventory costs?
? Which type(s) of production processing ? job shop, batch, repetitive, or continuous ? is the primary mode of operation? Explain.
? In what ways could management keep track of job status and location during production?
? Can you suggest any changes that might be beneficial to the company or add value for the customer? What are they?

The final case study should demonstrate understanding of the reading as well as the implications of new knowledge. The paper should integrate Readings and Resources and class discussions into work and life experiences. It may include explanation and examples from previous events as well as implications for future applications.

The purpose of the Final Case is for you to culminate the learning achieved in the course by describing your understanding and application of knowledge in the field of operations management.

Guidelines for Writing the Final Paper

Readdress the concept and the experience with critical thought. That is, what is your response to the content, either positive or negative, and then defend your position. If multiple options/alternatives/positions are present and are being rejected you must also defend the reasons for rejecting an option.

Instructions
***PLEASE NOTE*** I would like to have the same writer as my last order, but I do not have his/her username. Please assign accordingly. Thank You!

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Below are the 10 related questions that require short eaasy answers (approx 200 words per question). The textbook associated with this course is also noted below; please use references from this text as at least one of the references. The number of references relate to the need to ensure that there are at least 3-4 references PER question. Please be sure to note the associated references following each essay. Thanks!


Course Name: Operations and Supply Chain Management
Textbook: Operations and Supply Chain Management; by F. Robert Jacobs and ichard B. Chase 13th edition

Please Note: These questions require between 200-300 word responses (inclusive of applicable references). So a single page response for EACH one should suffice. Please be sure to group the references by question (see further instructions within order). General encyclopedias are not acceptable sources. Examples include, but are not limited to, Wikipedia, Encarta, and World Book

Questions:

1. As a supplier, which factors about a buyer (your potential customer) would you consider to be important in setting up a long-term relationship?

2. Discuss the basic differences between the mean absolute deviation and the standard deviation.

3. Describe the differences between functional and innovative products.

4. Distinguish between pure and mixed strategies in production planning.

5. List the type of stakeholders that would be considered in a payoff analysis.

6. What strategies are used by supermarkets, airlines, hospitals, banks, and cereal manufacturers to influence demand?

7. In discussing characteristics of efficient plants, Goodson, developer of rapid plant assessments, suggests that numerous forklifts are a sign of poor space utilization. What do you think is behind this observation?

8. In which way does the time horizon chosen for an aggregate plan determine whether it is the best plan for the firm?

9. What are the pros and cons of relocating a small or midsized manufacturing firm (that makes mature products) from the United States to Mexico in the post-NAFTA environment?

***PLEASE NOTE*** I would like to have the same writer as my last order, but I do not have his/her username. Please assign accordingly. Thank You!

*****************
Below are the 13 related questions that require short eaasy answers (approx 200 words per question). The textbook associated with this course is also noted below; please use references from this text as at least one of the references. The number of references relate to the need to ensure that there are at least 3-4 references PER question. Please be sure to note the associated references following each essay. Thanks!


Course Name: Operations and Supply Chain Management
Textbook: Operations and Supply Chain Management; by F. Robert Jacobs and ichard B. Chase 13th edition

Please Note: These questions require between 200-300 word responses (inclusive of applicable references). So a single page response for EACH one should suffice. Please be sure to group the references by question (see further instructions within order). Wikipedia references are not allowed.

1. What does it mean when we say that a process is capable?
2. Contrast the Personal Attention Approach to service to the Production-Line Approach. In your opinion, which is superior? Why?
3. One of the most important aspects of any quality improvement program is clearly signaling to everyone in the organization that quality is important. How is that emphasized in the textbook?
4. Is office layout more akin to retail service layout or to manufacturing layout? Explain your answer
5. What are some reasons why project scheduling is not done well?
6. What is the difference between statistical process control (SPC) and statistical quality control (SQC)?
7. Identify and describe the American Hospital Associations four classifications of hospitals?
8. Identify the name given to the flow of work through a hospital? Describe the characteristics of this flow of work.
9. Describe the three main services provided by a hospital staff?
10. Identify and describe the principal element of the overall layout of a hospital?
11. Differentiate between a work center and a manufacturing cell
12. How does the degree of customer contact relate to the kinds of skills needed by service workers and the degree of training they require?
13. Are customer arrivals drawn from finite and infinite populations analyzed differently? Why, or why not?

Assignment 3: Using Teams in Production and Operations Management ??" Due February 12th

Textbook: Kurtz, D. (2010 Update). Contemporary business: 2011 custom edition (13th ed.). Hoboken, NJ: John Wiley & Sons.

Must used TURNITIN ??" TO CHECK FOR PLAGAUISM

Due Week 6 and worth 240 points

Dr. W. Edwards Deming developed 14 principles for production and operations management that came to be known as Total Quality Management (TQM). One principle is to work in teams. He advised his clients to: Break down barriers between departments and staff areas. People in different areas, such as Leasing, Maintenance, Administration, must work in teams to tackle problems that may be encountered with products or service.
Research a leading manufacturer or a major retail or restaurant business. Analyze the companys production and operations management system and evaluate the use of teams in its production and operations management.
Assignment 3: Using Teams in Production and Operations Management ??" Due February 12th

Textbook: Kurtz, D. (2010 Update). Contemporary business: 2011 custom edition (13th ed.). Hoboken, NJ: John Wiley & Sons.

Must used TURNITIN ??" TO CHECK FOR PLAGAUISM

Due Week 6 and worth 240 points

Dr. W. Edwards Deming developed 14 principles for production and operations management that came to be known as Total Quality Management (TQM). One principle is to work in teams. He advised his clients to: Break down barriers between departments and staff areas. People in different areas, such as Leasing, Maintenance, Administration, must work in teams to tackle problems that may be encountered with products or service.
Research a leading manufacturer or a major retail or restaurant business. Analyze the companys production and operations management system and evaluate the use of teams in its production and operations management.

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Hello,
Note: The electronic files that I'll send contain a course/assessment guidlines only (3 pages) The
actual assesment criteria is the following 14 pages. This is the work I require to be completed (done).
I need to have an explanation for each mathematical question, as to how you got the answer. eg: mathematical equation.
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These issues are outlined in the initial guideline sheets I'm sending (1st 3 pages only). The main body of work required
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Book needed for reference: Sixth Edition: Introductions to Materials Management. (Pearson Education)
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Select 4 "scholarly" (peer-reviewed), research-based articles. Explain each article's theoretical and methodological relevance to general management. Precisely describe why and how the research in each article selection pertains to doctoral study of management. Indicate the strengths and weaknesses of each article's research (1 page per article).

Bachalor Degree in Business: Project for Strategic Marketing Management

You are a Management Consultant employed by VYP. The Board of VYP have asked you to provide advice and recommendations on the issues which the VYP Board must address.

Question 1
Prepare a report that prioritises analyses and evaluates the issues facing VYP, and makes appropriate recommendations.

Please remember to write your answer in report format as there are severe penalties if you do not do so. Your answer should be professionally presented.

(THIS IS AN INDIVIDUAL ASSIGNMENT)

Part 1: Company Background - Oasis Bicycles


Oasis Bicycles is a Taiwanese-owned bicycle company but designed in the UK and made in the Netherlands a global company. The Oasis Bicycles Company is based in Taiwan and is one of the worlds biggest bicycle manufacturers with annual sales of around US400 million 93 per cent outside Taiwan. According to its CEO:

Because of the small market for bicycles in Taiwan, we dont have any choice we have to be a global company. The biggest market for us so far has been Europe, which account for just over half our sales. We started manufacturing in the Netherlands because of the attractive market in Europe. We expected to sell more than 400 000 bikes by the end of 2015. Thats out of a demand for bikes in Europe of about 15 million annually. To start with, we will be making just 100 000 bikes a year from our European factory, but we envisage this climbing threefold in the next 10 years. The main reason for transferring some production from the Far East to the Netherlands is to increase flexibility.

Fashions are changing quickly and market trends must be followed closely. Having a production base next to the market means that we should be able to satisfy our customers better. Wage costs in the Netherlands are 60 per cent higher than in Taiwan but, because we should get better productivity in Europe, this will not affect overall costs too much. We are considering opening another plant in the US and to actively increase our marketing effort there we expect to decide on this around year 2010. Our Taiwan plant makes about 1 million bikes a year out of a total 2.5 million bikes for our company including bikes produced by a joint venture in China. I expect the proportion of Taiwanese bikes to decline over the next few years as we switch production from Asia.

Developing new products is as important as manufacturing. Bicycles are as much a fashion item as a piece of machinery. We sell bikes in several thousand variations. In the early 1990s we introduced up to three new products every year. Today, however, that figure has grown to between five and ten, reflecting increased demands by customers. One of our strengths is the ability to introduce regional product lines, within the context of an international approach. About three-quarters of the products we sell around the world are the same but for the remaining 25 per cent we give our regional people freedom to specify products they think will appeal locally.

Worldwide, we have 65 designers and development engineers. We spend 2 per cent of our annual sales on design. Forty-five of the designers are in Taiwan, the rest are based in China, Japan, the US and the Netherlands. Through the global design approach we aim to pool many different concepts the people in China and Japan concentrate on commuting bikes, the designers in the Netherlands contribute ideas from the European racing bike tradition, while in the US they are more likely to be working on variants of mountain bikes. In Taiwan, we try to incorporate all of the ideas, working on new materials such as carbon fibre to reduce the weight of the frame. Our designers can talk on the phone and swop ideas using computer-aided design, but they get together twice a year in Taiwan to review their work. The common language we use is English.

Subsequently, the company has shifted some manufacturing from Taiwan to mainland China because the latter has lower costs for labour and land. China now accounts for over half the companys production. However, the company still believes that its Taiwanese based research and marketing teams are best placed to understand both the developed markets of the West and the developing markets of Asia.


Issues for you to consider:

Communications

Communications is important to the companys business success, a point that was made clear at your appointment. Although the technical, managerial, and planning expertise of the company is not in question, the profitability of the enterprise depends crucially on the quality of the communications within each division, between the company and their clients/customers, between the company and their component suppliers and between each division and senior management.

As Oasis Bicycles have decided to move their manufacturing to Taiwan, senior project managers will now have to spend a great deal of their time in travelling around, visiting divisional headquarters and departmental sites for meetings with senior management and the various project teams for which they have responsibility.

To support this range of communication needs, there are several systems and services in place already in UK and Netherlands. The systems have been developed over a period of several years, using hardware platforms and network operating systems software from a variety of vendors, and running on a range of proprietary and open protocol standards.

In general, the systems have adequately supported existing business practices in Netherlands, where all business functions are located at one site. But a number of problems have been experienced in the recent past involving, for example, the loss and corruption of data. In addition, current systems do not adequately support emerging trends in working practices, such as the creation of dispersed and virtual project teams, adequately catered for in terms of their telecommunications needs.

A particular problem connected with sub-contractors is making sure that they supply their products from Taiwan for manufacturing in the Netherlands at the point in time that they are needed. Should a supplier fail to do so, then the consequences for them might be the triggering of a penalty clause in the contract, which might cost them 20,000. However, the failure of a piece of equipment to arrive on time might well cost the company over 1 million because of the knock-on effects, i.e. materials unable to arrive on time from Taiwan.


Management has made the decision that a significant investment in leading-edge telecommunications technology is likely to result in considerable savings. Existing telecommunications systems have been developed in a somewhat ad hoc fashion over several years. Some of the sub-systems are quite sophisticated, particularly those supporting the exchange of massively-detailed engineering plans. However, other component systems are variously sub-optimum and nearing obsolescence, or else cause problems by introducing unnecessary redundancy: the company as a whole supports four different and largely incompatible electronic mail systems, none of which offers seamless communication with those of other branches.

If Oasis Bicycles are to expand into other countries, the need for a good telecommunications system is vital. Communication in this sense involves real-time, person-to-person links, backed up with appropriate asynchronous links, together with access to appropriate information stores, such as remote databases.

Oasis Bicycles realises that the role of the CIO is to lead, rather than control. The lead which they are to take is that of the strategic implementation of emerging Web 2.0 collaboration technologies in the company. This transformation will require changing more than technology, it will also drive change in cultures and leadership approaches. IT can lead by inviting broad participation in solving these challenges while providing the structure required for scale and focus.

Network

The companys belief is that systems will probably need to be significantly enhanced to maintain efficient working practices and, ultimately, to support the companys market position. This may well involve creating and implementing a new network design, possibly incorporating an organisational Intranet. One possibility that has been mentioned is the creation of a wide area virtual private network (VPN), embracing all office and remote sites within these European operations.

This is envisaged as using a combination of public and private networks as appropriate. It is also exploring thepossibility of making better telecommunications provision for certain construction teams, such as more adaptable Local Area Networks (LANs) configurations to incorporate wireless LAN. The management may also consider investing into satellite technology to help workers to access the company databases and other resources while still on the move.
Record Accounts
The managers at Oasis Bicycles would like a computerized system (centralized, federalised or decentralised) that would allow them to record the sales transactions and update their inventory across all countries. In addition, management would like several reports that would allow them to monitor sales on a daily, weekly, monthly, or yearly basis. Moreover, management would also like to be able to view sales and manage inventory for a particular product line or item.

Part 1: Report


You are required to put together an individual report which would include strategic plans and solutions/recommendations on the basis of the evidence supplied in the case study.

Report should include:

1. An identification of the problems facing the organisation (main focus on telecommunication, wireless technologies, networks and other IT problems as well as problems that underlie the company structure, strategies and business processes). A rationale/justification needs to accompany your identification of problems. Your analysis should examine the major issues or problems currently facing Oasis Bicycles. Keep in mind: All of these activities can benefit from innovative uses of technology. Increased use of collaboration tools can improve communication with customers and suppliers. Technology can be leveraged to provide better, and more timely information to help companies act with speed. Better information can also help mitigate many business risks. (20 Marks)

2. Smart companies work to determine how to manage change rather than simply react to it. Recommend solutions to the problems you identified above, in relation to currently available IT-communication systems and services. Priority of these problems should be identified and a rationale as to why these problems are considered to be of high priority. (20 Marks)

3. Every CIO can feel the momentum as consumer use of Web 2.0 tools raises expectations for flexibility and personalization in the enterprise user community. Global trends of growth and talent availability in emerging markets amplify the urgency for enabling technology. However, requirements regarding scale, security, and ongoing regulation continue to increase, creating seemingly opposing forces in the business environment. Discuss your views. (20 Marks)















Part 2: One Year Later

Issues:

Almost twelve months has passed since you presented your report/analysis of the different AIS applications in use across the company. In the interim the CIO retained a company of IT consultants to carry out a similar review of the key functional areas; Operations, Production, Sales, Marketing and CRM, Accounts (incl. Payroll) and Human resources.

Their report has recommended that Oasis Bicycles invest 100m in a company wide ERP system from one of the large vendors. This would allow the company to consolidate all of its IS (excluding the cargo tracking and approximately ten other specialist applications) onto a so called single instance ERP platform. The CFO is very reluctant to invest such a large amount of scarce capital in IT and he is concerned about the long term competitive advantage and return on investment from the expenditure. The CIO and CKO in turn have argued that moving to the single instance ERP approach will significantly lower the total cost of ownership of the IT/IS in the long run and will provide a significant cost saving.

The CFOs preferred approach is to sign what he terms a Transformational Outsourcing Agreement with one of the major IT outsourcing companies. Under this Agreement a significant portion of the companys existing IT activities would be transferred to a third party provider and that provider would take responsibility for transforming the systems over the seven year life of the contract. The CFO has done a preliminary analysis to show that this option would be cash positive from day one and allow the company to focus its investment on core activities.

The board of Oasis Bicycles is due to consider the IS investment alternatives at a board meeting in two weeks time. The CFO has wondered in the past whether the company should now outsource its IT functions rather than continue with its own IS unit, and with this cash positive option, he has asked for your advice as whether to go ahead.

Report

1. CEOs want IT to provide quality, reliable IT services. However, CEOs also want CIOs to lead innovation and promote change by employing technology to drive the kinds of business transformation that supports corporate objectives, enables new business models and exploits new opportunities. Outline what possible vendors you may suggest Oasis Bicycles to invest with. Also, choose one particular vendor and outline one package/application which you suggest for their Operations, Production, Sales, Marketing and CRM, Accounts (incl. Payroll) and Human resources. (20 Marks)

2. A key strategy that the CIO can drive is to outsource noncore activitiesfrom human resources and back-office operations to manufacturing and fulfillmentor consolidate them internally as shared services to maximize return. What would your advice be to Oasis Bicycles regarding outsourcing? (20 Marks)

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Review the Riordan Manufacturing Virtual Organization at this website: https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/index.asp


Write a paper of 1,200-words that includes the following:

Determine Riordan's manufacturing strategy (chase, level, or combination) and explain its benefits.
Create a process flow diagram for the electric fan supply chain.
Select two metrics to evaluate performance of the electric fan supply chain.
Describe the supplier relationship and the effects on the supply chain. As part of this consider the following:
Type of relationship
Supplier location, size of company, and financial stability.
Metrics used to measure supplier performance (on-time delivery, defects, etc).
Supplier improvement strategies
Describe how lean production principles may be used to maximize the efficiency and effectiveness of the electric fan supply chain process.
Select a business forecasting technique (qualitative or quantitative) for the electric fans and describe the forecasting process to be used at Riordan.
Create a sales forecast for electric fans using selected techniques.
Develop Aggregate Production Plan, Master Schedule, and Materials Requirement Plans for electric fans based off the sales forecast. Be sure to include the following:
Determine inventory requirements of the electric fans component parts and finished goods
Select appropriate inventory system (fixed order quantity, two bin method, etc.) to meet inventory requirements.
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Customer is requesting that (MSwriter) completes this order.

Chain Management at Durham International Manufacturing Copmany (Dimco) Case Study

1. Determine whether integration efforts should start with suppliers, distribution, or both. Explain the rationale for your decision.

2. Recommend ways that DIMCO could benefit from leveraging B2B e-Commerce.

3. Determine what steps DIMCO could take to improve its relationship with suppliers.

4. Discuss the most effective way for DIMCO to eliminate waste in its supply chain.

5. Include three (3) external peer-reviewed sources to support your position.

NEED A DRAFT IN 5 DAYS , BY 03/23/2013


Write a report after conducting a Library-based research on the transformation of the supply chain from the past to supply chain today in the fast moving consumer sector (FMCG).
Brief
In your report you are required to address the following two issues:
1) Critically appraise how the suppliers have made use of the evolving supply chain opportunities for their development, and to improve on business performance and achieve competitive advantage.
2) Future trends and issues in the global supply chain management of the FMCG sector.

To achieve the learning outcomes of the module :
- Critically appraise how supply chain management and supplier development can contribute to business performance and competitive advantage.
- Identify and discuss future trends and issues in the global chain management

Resources
Journals of supply chain management / Harvard business review / supply chain management review /
Supply chain digest

1)Submission of the paper should follow the standard format , consisting of
- Table of contents
- Executive summary
- Content page
- Main report
- Conclusion
- References (Harvard)
2) Others points to take note
- Printed using arial font , size 10 , 1-1/2 line spacing
- Do not use first person in your report (no ??I?? , ??me??, ??us??, ??we?? ) Used third person and passive voice
- Avoid making use of jargon. The report should be written in academic form
- Citation and references should be in Harvard referencing format
MARKS
30 marks ? Executive summary , conclusion and references
10 marks ? Presentation and appearance
50 marks ? Contents , Appraise how suppliers have made use of the evolving supply chain opportunities and future trends and issues in the global supply chain management of the FMCG
10 marks ? Language and expression

MG3013
LOGISTICS AND SUPPLY CHAIN MANAGEMENT
_________________________________________________________________________


1. Case description

Euro Cast is one of the worlds largest manufacturers of metal and plastic moulded components to almost every industry, including automotive, consumer durables, telecommunications, computers, power tools, etc. With over 100 manufacturing plants across the world, it operated on every continent, usually in areas of established or emerging industrialization. There were large factories in the UK, Germany, France, Spain and Italy, and smaller ones in Scandinavia, Austria, Turkey and Israel.

Every factory was considered to be a semi-autonomous profit centre and was headed up by a general manager. Each reported to a regional manager of one of the divisions (eg, Plastics Division). New business was generated both by national marketing and by word-of-mouth recommendations from existing customers, but most orders were for regular repeat business or for new designs from existing customers. The role of the small technical sales team at each factory was to follow up enquiries with technical advice visits to the customers, followed by the preparation of quotations. In many cases, Euro Cast provided design assistance to the customers. It was the role of the advisor to suggest ways to simplifying the overall design which would be cheaper for the customer, whilst being fast, easy and profitable to produce in the factory. Mould costs were calculated and quoted too, and in most cases the customer would pay for the moulds from the outset, retaining ownership of it at the end of the contract. Euro Cast organized the purchase of the moulds, costing up to 50,000 (fifty thousand pounds) each, and could make a small profit on this activity.

In the late 1990s, the market started to change rapidly. First, major customers such as Hewlett Packard, Dell Computers, Ford Motor Company, General Motors, and Black and Decker started building new factories in developing countries. These were being established both to exploit the benefits of lower labour costs and overheads and as market-entry points into these rapidly developing economies. In most cases, however, large pro-portions of their output would serve existing markets throughout the world. Because Euro Cast was one of the most important suppliers (only about five competitors had world-wide coverage), it was often encouraged by its customers to establish supply factories in the same regions, ideally on adjacent sites. Customers explained that business was, in part, being transferred to their new sites and since Euro Cast had been selected as a preferred supplier, and it had the opportunity to benefit from ongoing business development and growth. Attractive forecasts were provided, but not guaranteed. Partnerships would be established where Euro Cast had the benefit of sole-supplier status to the customers local plant.


The second change was the trend for customers products to be of globally standard de-signs. This allowed buyers to purchase components for their many factories around the world, from virtually any approved supplier anywhere. Therefore, they were in a powerful position to restrict the number of suppliers, as well as demanding a single global, low price. For Euro Cast this provided a new set of challenges; its costs had varied widely around the world, depending mainly on local labour and overhead costs. Selling prices had varied according to costs and local commercial and regulatory conditions, but de-tailed costs of production had never been disclosed to customers.
However, customers would now be able to literally shop around and find the lowest Euro Cast price for them-selves. At the same time, each Euro Cast general manager had tried to defend his/her business, even if that involved buying in the components from other company sites and adding a profit before selling to the customer. This was becoming too obvious to large customers.

The third significant market trend was that customers increasingly wanted suppliers to do more assembly (value-added) work. At its simplest, this could involve simply snapping together two parts. Alternatively, it could require complex purchasing, assembly and testing of major sub-assemblies. To do this, Euro Cast would need to invest in assembly lines, testing equipment, storage, component and finished goods inventory, and systems to support purchasing and logistics. Specific approved suppliers to component assemblers were usually dictated by customers. Lead times from these global suppliers could be up to 12 weeks. Customers initial delivery schedules were often stable and close to forecast levels, but could vary wildly as competitive forces affected customers sales. But, overall, this type of work did appear commercially attractive, typically bringing in up to 10 times the revenue of a simple moulded part. The opportunity to become a first-tier supplier to some of the worlds leading manufacturers was hard to resist. Indeed, supplying global customers was the mainstay of the strategic plan for the new decade.

2. The tasks and marking scheme

2.1. Analyse and evaluate the Euro Casts supply chain. In particular, assess how lengthy and complex the flow of goods, services and information appears to be in the companys supply chain. Maximum marks: 20
2.2. Identify the ways in which Internet technologies might be used to support Euro Casts supply chain activities. Maximum marks: 15
2.3. Using Lammings lean supply concept model, evaluate the Euro Casts relationships with its large global customers. What does this mean about Euro Casts potential to support its customers requirements in intensely price-sensitive global markets? Obviously, you need to read about Lammings lean supply chain concept before answering this question. Maximum marks: 20
2.4. Propose and defend/illustrate at least two ways in which Euro Cast could be lean by reducing the number of processes, operations and/or costs in its downstream supply chain activities. Use feasible and well-informed arguments. Maximum marks: 15
2.5. Are there other ways in which the company could organize itself to meet the challenges and market trends described in the above case context? If yes, illustrate at most two ways. Maximum marks: 15
2.6. Grammar and logical order of presentation. Maximum marks: 15


3. The essay and method of submission

3.1. Prepare a structured essay around 1500 words that captures your response to the questions listed above. You should adhere to the word limit, which excludes bibliographic references, diagrams and appendices. You dont need to submit an appendix to score well in the essay, but if you do include one or more in your write-up, they should not exceed four pages in total.
3.2. Cite relevant, up-to-date and authoritative (especially academic journal) references to acknowledge all definitions, report observations, and other evidence of academic inquiry. Use only the Harvard style of referencing and be consistent in its use. The use of other styles of citation and referencing will attract a penalty.
3.3. A minimum number of THREE academic (ie, journal) references are required to be consulted, cited and listed by each essay. The maximum is five.
3.4. For each Internet-based source you acknowledge, state the date you accessed it and include an explanatory comment that contextualizes the online material.
3.5. Proofread your document before submission. Poorly written or ambiguous texts will score disappointingly.
3.6. You may use the first or third grammatical person as a deictic reference to a participant or supply chain player/operator in your discussion.
3.7. Submit both electronic and printed copies of your work before or on the deadline indicated above.
3.8. Where plagiarism is suspected, electronic copies of the submitted work will be run through Turn-It-In, the anti-plagiarism software.

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