CASE SUMMARY Company Overview Founded in 1819 in Vienna and traded since 1869 on the Vienna Stock Exchange‚ Wienerberger can look back on a great tradition. Only in 1986 the company started its dynamic expansion‚ which has focused on building materials since the introduction of Value Management in 1997. This transformed Wienerberger from a local Austrian brick-maker into the world’s largest producer of bricks within a few years. Wienerberger encompasses 3 divisions‚ namely bricks‚ pipes
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Configuration of the SAP lot Sizing Parameter YES Customer-specific NO Enter lot size restrictions • Min lot size (e.g. quoted by production or supplier) • Max lot size (e.g. quoted by production‚ supplier or inventory) • Fix lot size (technical restricitons: tanks‚ palettes‚ boxes) } FX/FS: Fix lot size • Can be entered as fix lot size restriction } NO Application of additional lot size method: • L-parts and limited stockroom • AND: Z-parts and not demand-driven • AND: no saisonal material
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LENHAGE AG: ETHICAL DILEMMA Background. Lenhage AG is European manufacturer and seller of tools fasteners for the construction industry. Reigo Weinhardt is expatriates president and general manager in Seoul. South Korea construction market was booming Best opportunity was power generation Opportunity: Nuclear Power Generation Plants South Korea is planning to build 8 new nuclear power generation plants in sparsely populated southeast coast of the country Coastal area was seismically active. Recent
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Ms. AG Case Analysis Paternalism Vs. Autonomy One of the fundamental principles of healthcare ethics is patient autonomy. The struggle‚ however‚ is determining how much independence the patient has. Is it appropriately and ethically right to allow an individual to have complete autonomy? Do patients lose their rights when they go to a doctor? Should a Providers do what a sufferer wants or what is in the best interest? As in the case of Ms. AG and the team of health care? If a physician
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1. What was Moto’s purpose and agenda for the first meeting with Crowell?How does he try to implement his agenda? The purpose of the initial meeting of Moto and Crowell was for the two businessmen to meet in person and‚ in Motos eyes‚ develop a social relationship since that is very important to do in business transactions in Japan. Moto brought both gifts for Crowell and his business card which detailed his accomplishments with his company. 2. What communication problems were there between Moto
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Case: The Bribery Scandal at Siemens AG 1. There is no question that ’bribing’ is unethical and illegal. However‚ nowadays there are a lot of developing countries in which corruption and bribing is a common practice and large companies that are targeted to expand to those countries’ markets have no other option but to pay government officials or other demanding individuals. In the Siemens case which involves bribing for contracts it is partially understandable if the company’s convicted managers
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WHITE PAPER Big Data: Trends‚ Strategies‚ and SAP Technology Sponsored by: SAP Carl W. Olofson Dan Vesset August 2012 THE DAWN OF THE INTELLIGENT ECONOMY The intelligent economy has arrived. The convergence of intelligent devices‚ social networking‚ pervasive broadband communications‚ and analytics is redefining relationships among producers‚ distributors‚ and consumers of goods and services. The growth in volume‚ variety‚ and velocity of data has created new challenges and opportunities.
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What´s New? SAP HANA SPS 07 Security (Delta from SPS 06 to SPS 07) SAP HANA Product Management November‚ 2013 Agenda Authentication User/role management Authorization Encryption Audit logging Documentation © 2013 SAP AG. All rights reserved. Public 2 Authentication What’s New in SAP HANA SPS 07: Security SPNEGO support for SAP HANA XS SPNEGO (Kerberos with Simple and Protected GSSAPI Negotiation Mechanism) is now available as an authentication option for SAP HANA XS Configuration 1. In
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Strategic Analysis of Adidas AG Table of Contents Sections | | Pages | Ⅰ. | Introduction | 3 | Ⅱ. | Suitability Evaluation | | | 1. Strategic Position | 3 | | 1.1 Competitive characteristic | 3 | | 1.11 Five Forces Framework | 3 | | 1.2 Strategic capabilities | 5 | | 1.21 Dynamic Capabilities | 5 | | 1.22 VRIN | 5 | | 1.3 Vertical Integration | 6 | | 2. Strategic options | 7 | | 2.1 Market development | 7 | | 2.11 Market Driver | 7 | | 2.12 Competitive
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Payroll Basics (PY-XX-BS) PurposeThe Payroll is based on an international payroll driver. This payroll driver was modified for each country. The country-specific payroll drivers take the statutory and administrative regulations of a country into account.Since the payroll driver has a modular structure‚ you can use the Customizing functions to quickly modify the payroll procedure to meet the particular requirements of your enterprise.Process FlowWhen you access Payroll‚ the payroll driver calls the
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