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How does Brunswicks approach to SCM differ from that of Whirlpools? Is one approach superior to all others? Why or why not?
All approaches explored in these cases focus on the integration of different parts or stages of the supplier-to-customer chain. Brunswick: looking to consolidate/upgrade its supplies and distribution operations and get better handle on its data and bottom- line Whirlpool is Looking for top-line growth, It is looking for seamless integration from supplier to retailers like IKEA
A machine which can think like a human could accomplish all of the above and more. The ability to apply human-like reasoning would result in more sophisticated search engines, better fraud detection, and a wide variety of new products previous unimagined.
Why do you think banks and other financial institutions are leading users of AI technologies? What are the benefits and limitations of this technology?
Some AI (benefits) would include:
Detecting credit-card fraud. Use of predictive models to understand customer behavior. Revenue enhancing. Cost reduction.
Some Limitations would include: Biggest stumbling block is getting the data. Accessing the correct data needed for predictive models (limited to only account data prepared weekly and monthly when daily customer activity data is needed). Dealing with disparate data sources. Systems integration and interface work is needed. Domain specific
Learning Objectives
1. Identify basic competitive strategies and know how a business can use IT to confront the competitive forces it faces. 2. Identify several strategic uses of IT and show how they give competitive advantages to a business. 3. Understand how business process reengineering frequently involves the strategic use of IT.
Learning Objectives
4. Understand the business value of using Internet technologies to become an agile competitor or to form a virtual company. 5. Understand how knowledge management systems can help a business gain strategic advantages.
Enabling technology
Information technology allows operations, strategies and competitive advantages not possible before.
Operational dependency occurs when time, volume or other physical conditions makes IT unique to perform a task. It is related to the organization's EFFICIENCY.
Strategic impact occurs when a policy, strategy or product uniquely requires IT for its implementation. It is related to the organization's EFFECTIVENESS.
alternatives price/quality market distribution changes fashion and trends legislative effects
alan chapman 2005, based on Michael Porter's Five Forces of Competitive Position Model. Not to be sold or published. More free online training resources are at www.businessballs.com. Alan Chapman accepts no liability.
Strategic Advantage
Competitive Strategies
Cost Leadership Differentiation Innovation Growth
Alliance
Other Strategies
Rivalry of Threat of Threat ofBargaining Bargaining Competitors New Substitutes Power of Power of Entrants Customers Suppliers
Competitive Forces
Value Chain
(Michael Porter in his book "Competitive Advantage: Creating and Sustaining superior Performance" (1985).
It evaluates which value each particular activity adds to the organizations products or services. This idea was built upon the insight that an organization is more than a random compilation of machinery, equipment, people and money. Only if these things are arranged into systems and systematic activates it will become possible to produce something for which customers are willing to pay a price. Porter argues that the ability to perform particular activities and to manage the linkages between these activities is a source of competitive advantage.
Primary Activities
http://www.marketingteacher.com/Lessons/lesson_value_chain.htm
Primary activities are directly concerned with the creation or delivery of a product or service. inbound logistics, operations, outbound logistics, marketing and sales, and service.
Each of these primary activities is linked to support activities which help to improve their effectiveness or efficiency.
Inbound Logistics
Here goods are received from a company's suppliers. They are stored until they are needed on the production/assembly line. Goods are moved around the organization.
Operations
This is where goods are manufactured or assembled. Individual operations could include room service in an hotel, packing of books/videos/games by an online retailer, or the final tune for a new car's engine.
Outbound Logistics
The goods are now finished, and they need to be sent along the supply chain to wholesalers, retailers or the final consumer.
Service
This includes all areas of service such as installation, after-sales service, complaints handling, training and so on.
Secondary Activities
There are four main areas of support activities: procurement technology development (including R&D), human resource management, and infrastructure (systems for planning, finance, quality, information management etc.).
Procurement
This function is responsible for all purchasing of goods, services and materials. The aim is to secure the lowest possible price for purchases of the highest possible quality.
Technology Development
Technology is an important source of competitive advantage. Companies need to innovate to reduce costs and to protect and sustain competitive advantage. This could include production technology, Internet marketing activities, lean manufacturing, Customer Relationship Management (CRM), and many other technological developments. Human Resource Management (HRM) Employees are an expensive and vital resource. An organization would manage recruitment and selection, training and development, and rewards and remuneration.
Firm Infrastructure
This activity includes and is driven by corporate or strategic planning. It includes the Management Information System (MIS), and other mechanisms for planning and control such as the accounting department.
Margin
Margin implies that organizations realize a profit margin that depends on their ability to manage the linkages between all activities in the value chain. organization is able to deliver a product / service for which the customer is willing to pay more than the sum of the costs of all activities in the value chain.
IKEA has quickly evolved from a local Swedish home furnishing manufacturer into the largest home furnishing company in the world; partly by convincing their customer to perform the transport and assembly processes of the furniture manufacturing value chain. They have executed their strategy by building a worldwide sourcing network of high quality global manufacturers to support their growth.
http://www.ichnet.org/ICH%20Value%20Chain%20White%20Paper%20v2.1.doc
Business process
Business processes are simply a set of activities that transform a set of inputs into a set of outputs (goods or services) for another person or process using people and tools.
BPR
http://www.prosci.com/reengineering.htm
BPR is the redesign of business processes and the associated systems and organizational structures to achieve a dramatic improvement in business performance
Why BPR?
The business reasons: poor financial performance external competition erosion of market share or emerging market opportunities.
BPR
It is the examination and change of five components of the business: Strategy Processes Technology Organization Culture
Reengineering
Radical Brand New Process Clean Slate Periodic One-time Change Long Broad, CrossFunctional Future Top-down Cultural Structural Information Technology High
Horizon
Participation Path to Execution Primary Enabler Risk
Boundary of a Firm
Extranets
Intranets
Alliance Major Customer
Manufacturing Teams
Cross-Functional Teams
Engineering Teams