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¶ … Pain in the (Supply) Chain" focuses on the Exceso company in its attempt to meet wildly ambitious sales goals at the end of the quarter through the integration of an extremely aggressive promotion strategy. The question that comes into play is simple: is this strategy worth following through with? In looking at the case study in detail, one can see that there are certain areas of strategy that could stand to be improved upon.
First, CEO R. Foley Vinton notes that the machines which are running for production have provided a 98% yield, but hesitates to mention the fact that the machines are only running at a 60% capacity. The machines are also dealing with unexplained breakdowns that can essentially halt or destroy production should another breakdown occur. In looking at this scenario there are at least two areas for improvement. First, a running of the machines despite faulty machinery leaves absolutely...
This issue must be remedied immediately, as an issue with the machinery is bound to occur again, and if promotion goes as planned, the machines could be forced to increase output to levels never seen within the company before.
The second improvement needed in the aforementioned scenario is the seemingly easy way that Vinton withholds information, such as the information about the capacity at which the machines are running. In terms of such a high-impact product promotion, which will hopefully up sales for the company, both employees in-house and outside analysts and shareholders need full and accurate information about the goings-on within Exceso to operate correctly. Without such, this specific promotion, and further operations within the company could implode.
Next, is an issue with discounts. The case study notes…
Supply Chain in the Medical Industry The 'customer' referred to in this case study is the professor with the stomach flu. Dr. Martin and the staff in his office are the 'company' or organization that is offering the service to the professor. The doctor's office provides the service needed. Quality of service has been studied in the area of business management for years because the market is more competitive and marketing
PK = Deltagen Inc. PRXL = Parexel International Corp. Pvt1 = Quintiles Transnational Corp. (privately held) Industry = Biotechnology As of 2005 Source: Yahoo! Finance, April 29, 2007. Figure 1. Financial Performance: Charles River Laboratories vs. Deltagen Inc. And Parexel International Corp. - January 2002 to date. Source: Yahoo! Finance, April 29, 2007. Operating income for 2006 was reported by the company to be $188.2 million compared to $184.7 million for 2005 and its operating margin for 2006
This approach to unifying information made it possible for General Electric to share information across its entire value chain, leading to greater profitability and higher market share as a result in core markets (Jones, Young, 2006). Clearly enterprises who concentrate on these aspects of performance regarding Information Technologies have a significant competitive advantage over time. Information Technology (it) Contributions to Enterprise Competitiveness There are many aspects of how it transforms an
(Kajuter, Baumgartner & Van, 2001, p. 37) (Hansen, Matthews, Mosconi & Sankaran, 2001, p. 33) Business 2 Consumer (B2C) The realistic and optimal development of the current e-music industry is the shift from illegitimate P2P exchanges to B2C exchanges that allow the artists, support systems and entire communities which rely on revenue from legitimate sales to ensure recovery of investment and potential profit. The potential for such a transition, which could
Ayers (2000, p. 4) describes a supply chain as "Life cycle processes supporting physical, information, financial, and knowledge flows for moving products and services from suppliers to end-users." A supply chain can be short, as in the case of a cottage industry, or quite long and complex as in the manufacture, distribution, and sales of automobiles. In fact, the automobile supply chain has its origin in the mining of the
The Improve Phase of the DMAIC process is also essential for managing the piloting and testing of the Six Sigma solutions discovered. It is also essential during the new product development process for measuring and quantifying the unique value proposition of the product or service being produced as well. The final phase, Control, is essential in both a Six Sigma and new product introduction process as well (Pestorius, 2007). Conclusion The