Sales price | $3.60 per unit | $3.63 per unit | unfavorable | Materials cost | $2.90 per pound | $3.00 per pound | unfavorable | Materials usage | 91,000 pounds | 90,000 pounds | favorable | 15-2. Item | Budget | Actual | Variance | F or U | Sales Price | $650 | $525 | $125 | F |…
McKesson Corporation is one of the leading providers of health care products and services. When it comes to analyzing the external environment; the political, economic, social, technological (PEST) analysis shows that the environmental situation is favorable for the company. The environmental factors are giving the company a chance to succeed in its endeavor. In politics there is no direct problem that might affect the company. In terms of economy the company might experience growth and prosperity in this field. In terms of society people have to buy health products thus the company may find this beneficial for them. In terms of technology the industry tends to be improving and because of this the new advancing technology can help the McKesson lessen its production cost and acquire more profits.…
Candace Kendle, the chairman and CEO of Kendle International Inc and her husband Christopher C. Bergen, the president and CFO privately hold Kendle, a Contract Research Organisation which was incorporated in Cincinnati, Ohio in 1981. The Company provides integrated clinical research and drug developmental services on a contract basis to the pharmaceutical and biopharmaceutical industries. The Company's services comprise Phase II, III and IV of clinical trials. The CRO industry is a full service industry which provides integrated product development services to the pharmaceutical and biotechnology industries. CROs thus derive most of their revenue from the R&D spending of pharmaceutical and biotechnology companies which is growing at a rate of 10% a year. These services are provided in accordance with government regulations. In 1995, worldwide spending on R&D by pharmaceutical and biotechnology companies was estimated at $35 billion, of which $22 billion was spent on drug development activities and $4.6 billion was outsourced to CROs. CRO’s strive to boost revenues through faster drug development while also dealing with cost control pressures. The CRO industry is highly fragmented, with several CROs ranging from small, limited-service providers to full-service corporations. The number of new smaller entrants is increasing, however to develop capabilities of a full service CRO, significant cost and experience are necessary in order to: develop expertise in the various therapeutic areas, to develop the ability to manage complex clinical trials, to prepare regulatory submissions and also for developing integrated clinical data management capabilities. These factors have led to an increased rate of industry consolidation. Key Success Factors in the CRO Industry: Therapeutic expertise, broad range of service offering across multiple phases, Integrated Clinical Data Management (for efficiency in collection, editing, analysing date from thousands…
Cooper industry, H.K. Porter Company and VLN Corporation are entangled in a battle over the takeover of Nicholson File Company.…
The management of Cooper Industries, Inc., is considering whether to acquire the Nicholson File Company, a leading manufacturer of hand tools. The Nicholson family and other members of the management group own about 20% of the Nicholson stock; the remainder is publicly held. From the standpoint of Cooper, an affirmative decision may involve Cooper in a bidding contest with two other companies, which have already purchased part of the outstanding Nicholson stock and made tender offers in an effort to acquire control of Nicholson. If Cooper decides to proceed, it must determine what price it will have to pay in order to acquire control of Nicholson and whether it can reasonably afford to pay this price for Nicholson. These decisions must be made in the light of the interests, motivations, and bargaining positions of several widely divergent groups of Nicholson stockholders. After these questions are resolved, the Cooper management must determine its precise acquisition tactics.…
Danshui Plant No. 2 Case Study Analysis Submitted By: Pranav Goyal Q2) Total cost per unit can be given by: 41,140,000/200,000 = $ 205.7 Similarly actual cost per unit: 38,148,000/180,000 = $ 211.93 Q3) Please find attached the table for flexible budget and flexible budget variances in the Appendix 1. Q4) Flash Memory: Actual Cost = $5249000; Flexible Budget 1= 4860000 (See Appendix 1); Flexible Budget 2= 181000*27 =…
The Automotive Component & Fabrication Plant (ACF) was a major supplier of components for the domestic automotive industry, the original plant site for Bridgeton Industries. ACF was a long-term business since the early 1900s. The market of ACT’s production was growing and dominated by U.S. automobile manufacturers, ACF faced less competition pressure because most competitions from local suppliers and other Bridgeton plants. Until the 1980s, ACF experienced serious cutbacks due to increasing gasoline price, foreign competitors and scarcity which led to decreased domestic market share.…
Problem: Rosser’s problem is not the trade system’s problem. Rosser’s problem is allocating funds for the overall strategy and specific tactics aimed at increasing share and margins within systems that work and in which all his competitors currently play. He’s considering taking a bold step into the nebulous world of category management where the potential profit is surreal, but where the challenges are very real.…
Baxter Manufacturing Company (BMC) is a family founded company. Started by Walter R. Baxter in 1978, the 140,000-square foot manufacturing facility is headquartered in the Midwest in the United States. Walter Baxter’s children work for BMC, Kyle Baxter is the President and his sister Sue Barkly is Vice President of customer relations. BMC is recognized as a world class supplier of tools, dies and deep-drawn stamping; serving customers such as: General Motors, Ford, Whirlpool, and General Electric. Baxter holds a strong market position and has maintained a 20% growth each of the nineteen years in business. In the 1980s business trends move to a Just-In-Time (JIT) system, this would streamline traditional business proving to be a faster more efficient way for customers to correspond with suppliers. BMC converted to electronic data interchange (EDI), which allows customers to place orders electronically. EDI works well for many companies; however, BMC has not upgraded their internal computer systems requiring personal to manually print out orders and re-key information. In the past BMC has turned away business because they met capacity limits therefore not able to retain more business. In 1989 BMC hired Nancy Shaw to lead and educate the IS department, as the manager of IS Shaw’s mission was to upgrade BMC’s hardware and software by outsourcing to vendors. After two failed attempts to upgrade the internal computer system Shaw resigned and was replaced by Don Collins. Collins has experience as being a manager of Information Systems, he quickly recognized that BMC’s computer system will become obsolete in a few years. By 1996 Collins proposed a plan to upgrade the system using the current MIS department to build and install a manufacturing system tailored to BMC’s needs in approximately two years. The same year Lucas Moore, Vice President of manufacturing, proposed a plan for BMC to purchase an integrated manufacturing software package. Moore is…
Description: The Superior Manufacturing Company received a net loss income statement for a good business year (2004). The Company has only 3 products and lots of competitors with similar products.…
Armco, Inc. produced stainless, electrical, carbon steels and steel products. Armco, Inc., along with the help of other companies Armco, “produced coated, high strength and low-carbon flat rolled steel and oil field machinery and equipment” (Merchant & Van der Stede, 2012). In 1990, Armco was the sixth largest steel manufacturer in the United States. Armco’s Midwestern Steel division generated $550 million dollars in sales in 1990. Within Armco, the Kansas City Works division was their largest entity. It accounted for approximately $250 million in sales. Within the last decade, along with other steel producing companies, business within the Kansas City Works division began to decline. (Merchant & Van der Stede, 2012)…
Rob Cushman, Bob Nenni(director for finance) and other directors began to design the new system early in 1990. Meanwhile, they defined about 10 key performance measures for the Kansas City Works of Armco’s midwestern steel division, such as the heats per week, tons per man hour, disabling injury index, and sales price minus cost of net metal. The ten key measures can be distributed in three parts in the new system. In first, the performance measure of heat per week is the only relevant to the melt stores, and secondly, the performance measure of manufacturing ares include tons per man hour, disabling injury index, the total quality index, spending and maintenance performance. Thirdly, there are three measures (cash flow and product mix, inventory days on hand and sales price minus cost of net metal) related to the plant-wide (not cost center) measures.…
| |KOHLS Corp (KSS) | | | | | | | | | | | | | | | | | | | | | | | | | | | |10-K | | | |Annual report pursuant to section 13 and 15(d) | | | |Filed on 03/18/2011 | | | |Filed Period 01/29/2011 | | |[pic]…
Excellent customer service is a way to set the organization apart from its competitors. Differentiation can be achieved through fast and correct execution of product ordering. To improve on the order process it is important to have the correct information provided in a timely fashion to all divisions. For integration to be successful information must be available throughout the entire supply chain.…
The size of the pharmaceutical market in Pakistan is Rs.101 Billion (USD 1.2 Billion) and it is growing at a rate of about 12 - 15% per annum. There are presently 448 manufacturing units in Pakistan and there are 28 multinational companies operating in the country which have a 50% market share, suggesting that the market is quality-sensitive. Export of pharmaceuticals is limited, presently worth only USD 100 million, and these are destined mainly for African, Central Asian and South-East Asian countries. European, Australian and American markets remain beyond the industry’s reach owing to lack of the requisite manufacturing standards. Amongst the manufactured exports, pharmaceuticals rank seventh but more impressive is their growth which is twice the overall export growth of Pakistan.…