SINGAPORE MITA No. 013/06/2008 Company Report 12 March 2009 Olam International Ltd Gravity-defying growth Resilient to recession. Olam International Ltd (Olam) has been delivering consistent revenue and earnings growth since its listing in 2005‚ and growth momentum is expected to sustain despite the global recession. Management has guided for 16% to 20% topline CAGR and 25% to 30% earnings CAGR over the next three years. These goals are achievable‚ given that demand for food is relatively
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Since its establishment in 1989‚ Olam has grown by taking advantage of adjacent opportunities in the agricultural complex and has evolved from a single-product‚ single-country company in 1989‚ to a multi-product‚ multi-national‚ integrated supply chain manager today. The history and development can be categorised into the following distinct phases: [edit] Founding In 1989‚ the Kewalram Chanrai Group established Olam Nigeria Plc to set up a non-oil based export operation out of Nigeria
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Concordia University MBA 506 – Business‚ Government and the International Economy Case 1 Denmark: Globalization and the Welfare State Presented by Miss Phattama Wanalaijaroenjit Submitted to Professor David Beecken On 11/25/2013 Denmark: Globalization and the Welfare State Introduction and Problems In the twentieth century‚ Denmark has been impressively developed. It has become a prosperous country economically‚ socially‚ and politically stable in the decades
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Nicole K. Norman Olam International I. In my opinion Olam faces a major issue pertaining to how they can continue their growth over the next 10 years. Growth came easy for them in the beginning; they continued to improve their core competencies which directly added value to the company. The way they attacked improving the supply chain management as well as cultivating their employees was continually changing. With each change they were able to advance their competitive advantage‚ which led
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OLAM INTERNATIONAL Brief Descriptions of Company Background Olam International Limited is a leading global integrated supply chain manager and processor of agricultural products and food ingredients‚ supplying various products across 16 platforms present in 65 countries and have 12 functions. Olam’s Governing Objective is to maximize long-term intrinsic value for its continuing shareholders in an ethical‚ socially responsible & environmentally sustainable manner‚ through Olam Sustainability
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following father of Judaism Prophetic vision and Tikkun Olam: Fulfill the covenant Encourage people to work towards a just and moral society in communion with God People who can distinguish between justice and injustice Although it hasn’t been fulfilled‚ it is a powerful vision where peace and justice paramount Repair/ Re-Building of the world Fellowship of all Jewish people
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BSM 495 International Case Analysis Strategic and Organization Change at Black & Decker Known primarily for its power tools‚ Black & Decker is one of the world’s older multinational corporations. The company was founded in Baltimore‚ Maryland‚ in 1910‚ and by the end of the 1920’s had become a small multinational company with operations in Canada and Britain. Today the company has two well-known brands‚ Black & Decker consumer powers tools and its DeWalt brand of professional power tools
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Philips vs Matsushita Case 1.Briefly describe reasons for Phillips and Matsushita to operate internationally. Why do they do it? Describe the international strategy of Phillips and Matsushita using the international strategy classifications we discussed in class (e.g.‚ localization‚ transnational‚ global). Philips and Matsushita are two electronic (equipment and service) based powerhouses who had to expand their business to the international market. One my ask why they needed to operate internationally…
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International Case : Reengineering the Business Process at Procter & Gamble Procter & Gamble (P&G)‚ a multinational corporation known for products such as diapers‚ shampoo‚ soap‚ and toothpaste‚ was committed to improving value to the customer. Its products were sold through various channels‚ such as grocery retailers‚ wholesalers‚ mass merchandisers‚ and club stores. The flow of goods in the retail grocery channel was from the factory’s warehouse to the distributors’ warehouses before
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Q 1. What are the advantages and disadvantages of a hands-off‚ decentralized management approach ? Advantages of Decentralization Decentralization will not work unless you really delegate both responsibility and authority. This means that the final decisions must be made at that lower level. You just can’t beat a decentralized system. It gets decisions closest to the level where the action really is. And it really does something for people. The executives are now essentially
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