Theory Summary Supply-chain Management: Management of activities that procure materials and services‚ transform them into intermediate goods and final goods‚ and deliver them through a distribution system Supply-chain Strategies: 1) Many Supplier: 2) Few supplier: 3) Vertical integration: Developing the ability to produce goods and services previously purchased or actually buying a supplier or distribution 4) Joint venture: 5) Keiretsu networks: Japanese 6) Virtual Companies
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Jacuzzi‚ shower‚ steam room‚ sauna‚ outdoor and indoor swimming pools‚ lounges‚ bar‚ restaurants‚ cars‚ tours‚ food types: continental‚ Chinese‚ Indian‚ Mexican‚ Thai‚ traditional. Resorts‚ suites‚ hotels‚ Marriott brands Luxury lodging | Full service lodging | Selected service lodging | Extended stay lodging | timeshare | The Ritz Carlton | Marriott hotels and resort | Courtyard
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INDUSTRIAL STATISTICS AND OPERATIONAL MANAGEMENT 6 : FORECASTING TECHNIQUES Dr. Ravi Mahendra Gor Associate Dean ICFAI Business School ICFAI HOuse‚ Nr. GNFC INFO Tower S. G. Road Bodakdev Ahmedabad-380054 Ph.: 079-26858632 (O); 079-26464029 (R); 09825323243 (M) E-mail: ravigor@hotmail.com Contents Introduction Some applications of forecasting Defining forecasting General steps in the forecasting process Qualitative techniques in forecasting Time series methods The Naive Methods Simple Moving
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a. What business is Marriott in? Are the four components of Marriott’s financial strategy consistent with its growth objective? b. How does Marriott use its estimate of its cost of capital? Does this make sense? c. What is the weighted average cost of capital for Marriott Corporation? • What risk-free rate and risk premium did you use to calculate the cost of equity? • How did you measure Marriott’s cost of debt? 1. Are the four components of Marriott ’s financial strategy consistent
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LOG 501 Forecasting at EBBD Module 2 Jose Silva To: Report to Danny Wilco From: Jose Silva Subect: Forecasting at EBBD Problem Situation: The management team at EBBD wanted me to look deeper into the way EEBD utilizes forecasting methods‚ what other techniques are out there that could be available‚ and how they can improve their short term forecasting on an annual‚ quarterly‚ and monthly basis. They are also
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Forecasting Techniques Forecasting is the methodology utilized in the translation of past experiences in an estimation of the future. The German market presents challenges for forecasting techniques especially for its retail segment. Commercially oriented organizations are used to help during forecasting as general works done by academic scientists are not easy to come across (Bonner‚ 2009). The qualitative method of forecasting is one in which an educated opinion of relevant individuals
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Business Forecasting Contents 1.0 Executive summary…………………………………………………………………………………4 2.0 Introduction……………………………………………………………………………………………5 3.0 Question 1……………………………………………………………………………………………...6 4.1 a) Time series plot…………………………………………………………………………6 4.2 b) Exponential smoothing methods……………………………………………….8 4.3 c) 8 months Forecasted period……………………………………………………11 4.4 d) Forecasting report……………………………………………………………………13 4.0 Question 2……………………………………………………………………………………………
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bottom lines. In today’s world‚ the retailers require forecasts that would be instrumental in directing the organisation through a minefield of capacity constraints‚ multiple sales geographies and a multi-tier distribution channel. Demand forecasting helps understand key questions viz. which market would place demands for which specific type of product‚ which manufacturing unit should cater to which retailer‚ how many product units are required in a given season etc.? Given the sophisticated
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TABLE OF CONTENTS I. Forecasting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 A. Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 B. Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 C. Importance of Forecasting. . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1. Product Life Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
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Types of forecasting There are two major types of forecasting‚ which can be broadly described as macro and micro: Macro forecasting is concerned with forecasting markets in total. This is about determining the existing level of Market Demand and considering what will happen to market demand in the future. Micro forecasting is concerned with detailed unit sales forecasts. This is about determining a product’s market share in a particular industry and considering what will happen to that market
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