EBU 4008 Module: Supply Chain Strategy Assignment: Strategy Development Report Student No.: 1110434 Submitted in partial fulfillment of the requirement for the degree of MSc in Logistics and Supply Chain Management. University of Bolton Contents 1. Introduction 4 2. Structure of the report 4 3. Organization and supply chain background 5 4. Review of Business Strategy 5 4.1 Market Penetration 5 4.2 Strategic alliances 6 4.3 SPAR: expansion and growth. 6 4.4 System
Premium Supply chain management Strategic management Supply chain
the process. At the same time Worldclass tie this process to the computation of the compensation scheme involving the payment of bonus. The staff can see that their yearly bonus is dependent on their input of the reporting of the targets set in the KPI. That explains for the tremendous support for the balanced scorecard reporting in the earlier stage of implementation. This clearly shows what gets measured gets managed and what gets rewarded gets done! At the same time in the previous practice
Premium Strategic management Balanced scorecard Strategy map
structural analysis of the industry shows: * The threat of entry: LOW * High Product differentiation * High Economies of scale * Advertising necessary for brand awareness * Access to distribution channels: concentrated retail supermarket; * Capital requirements: High capital investments in production technology and supply chain technology * Cost advantages independent of size- Experience in production and distribution of major operators. * Threat of substitutes:
Premium Supply chain management Supply chain Logistics
Ensure that selected KPIs drive toward your strategic intent: KPIs should not just measure performance. They should measure performance toward the strategic objectives that you’ve laid out as part of your operations strategic plan. It is absolutely critical that these KPIs measure the most important factors in achieving your success. 3. Ensure that KPI are relatable on all levels of the organization: It is very easy to measure performance
Premium Management Organization Strategic management
1Malaysia From Wikipedia‚ the free encyclopedia Jump to: navigation‚ search 1Malaysia official logo 1Malaysia (pronounced One Malaysia in English and Satu Malaysia in Malay) is an on-going programme designed by Malaysian Prime Minister Najib Tun Razak on 16 September 2010‚ calling for the cabinet‚ government agencies‚ and civil servants to more strongly emphasise ethnic harmony‚ national unity‚ and efficient governance. Contents * 1 Logo and slogan * 1.1 Slogan * 2 Ideology *
Premium Najib Tun Razak Malaysia
Key Performance Indicators Key Performance Indicators (KPIs) help organisations understand how well they are performing in relation to their strategic goals and objectives. In the broadest sense‚ a KPI can be defined as providing the most important performance information that enables organisations or their stakeholders to understand whether the organisation is on track or not. KPIs help to reduce the complex nature of organisational performance to a small number of key indicators in order to make
Premium Strategic planning Strategic management Organization
Performance Indicators (KPIs)‚ metrics and targets more typically used in private business and National Key Result Areas (NKRAs) is thus naturally an important part of the 1Malaysia effort. Najib says the government is committed to carrying out a transformation programmed as its main agenda based on approaches and philosophy of 1Malaysia people first‚ performance now. Immediately after assuming the office of Prime Minister of Malaysia Dato Ser Najib Tun Razak introduced a series of KPIs in order to measure
Premium Najib Tun Razak Higher education
indicator (KPI dashboard) typically provides you with a visual representation of the most important metrics that you want to monitor. This could include any type of data from a number of different business environments. Using gauges‚ graphs‚ charts‚ and other visual tools‚ the KPI dashboard serves much like an automotive dashboard by providing you with visual feedback based on the car’s engine‚ throttle‚ temperature‚ and other systems. While a car’s dashboard has little room for customization‚ a KPI dashboard
Premium Management Project management Marketing
July 6‚ 2007 DISTRIBUTION RESTRUCTURING AT UNILEVER PAKISTAN On Jan 01‚ 2002‚ Musharaf Hai presented a new vision at Unilever head quarters in Blackfrairs London for Unilever Pakistan (UPL). The vision stated to be a Rs 38 billion company by 2008. This vision required double digit growth from the first year and Customer & Channel Development (C&CD) had to contribute Rs 30 billion. On her return Hai was determined to realize her vision and to optimize her resources. However‚ Hai’s aides were
Premium Sales Sales management Lahore
Canadian Pharmaceutical Distribution Network Case Brief Major Issues The key issue with the current performance measurement system is its inability to accurately capture the metrics that can provide key insights. Currently‚ the KPIs used in the CPDN warehouse do not account for the root cause of poor performance or a basis for corrective action. Our past performance levels have been very good but recent complaints from customers and pharmaceutical manufacturers have subjected the system to scrutiny
Premium Root cause analysis Customer Performance management