1 Executive Summary The summary includes a concise but complete description of the problem addressed in this paper, how we propose to solve it as well as recommendations. 1.1 Problem Statement FlexCon is making an effort to redefine itself by gaining a better understanding of strategic insourcing/outsourcing alternatives. This includes focusing not only on cost factors, but also the true sense of what the core competences of the organization are, and whether the product/service under consideration is an integral part of the core competences. Therefore, the company has elected to conduct an internal review in order to decide where product development efforts and strategic investment should focus. During the internal review of the company, Executive Management noted that too much capacity and talent are being allocated to simple, commodity type items, which are providing minimal product differentiation in the market place.
Strategy critical success factors (CSF’s): resulting from the chosen competitive strategy of the business; 3. Environmental critical success factors (CSF’s): resulting from economic or technological changes; and 4. Temporal critical success factors (CSF’s): resulting from internal organizational needs and changes The specific factors will vary from business to business and industry to industry. Identifying CSF’s is important as it allows firms to focus their efforts on building their capabilities to meet the critical success factors, or even allow firms to decide if they have the capability to build the requirements necessary to meet Critical Success Factors (RAPIDBI, 2007). The CSF’s that are applied to Flayton Electronics (case study) are : Training and education, Quality data and reporting, management commitment, customer satisfaction, staff orientation, role of the quality department, communication to improve quality, Continuous improvement, aggressive commitment when required, managerial ability and experience, quick decision and action capability, organizational effectiveness, earning systematically from past strategies.
The feasibility analysis will guide the organization in determining whether to proceed with the project. The feasibility analysis will identify the risks associated with the project. The three types of feasibility analysis are technical, economic and organizational. The technical feasibility will determine if the project can be built. The project size and compatibility will be analyzed.
Human resources 3. Finance 4. Marketing Provide a detailed explanation of why these particular areas of the business have been affected. Your explanations and reasoning will enable you to achieve M2 M2 3 The next part of your report should identify and describe how the following factors have
* In the Response row, summarize your key findings for the company as they relate to the scenario. * In the Response row, identify at least one alternative solution for Remington Peckinpaw Davis from each company researched. | Response to Topic A: Team Member-Ayada | | Topic B: Project risk and impact of that risk |
This task is very similar to what you did for P6/M3 but, for this one, you are considering the future potential impact of 3 external factors (from economic, political, legal and social factors) on ONE of your organisations. You are also considering in this task the impact on all the things you have discussed in the unit: the business activities; organisational strategy that would be necessary in the circumstances; the internal organisation structure; the functional activities that take place and the different stakeholders of the organisation. In all cases, refer to how the organisation’s strategy will be affected. Obvious organisations that are starting to undergo substantial change are the NHS (total restructuring and devolvement of funding and power) and education service (planned phased cutbacks – immediate effects at this school include the senior leadership team teaching again from September, staffing cuts and spending cuts). Below are some questions that will guide you to complete D2.
Assessment 2 1. What are the strategic used in the organisation to monitor its key systems and processes? ( evaluation strategy) 2. Briefly discuss how the raw materials are brought to production unit and how finished goods are being delivered to the distributor or end consumers? ( supply chain) 3.
Submit this document with any required evidence attached. See specifications below for details. Performance objective For this task you are required to determine the risk context associated with establishing a new business outlet, within the existing business structure. They will be required to review internal and external environment factors and liaise with all stakeholders to generate a list of risks. Assessment description For the case study provided with this Assessment Task, you are required to review risk management processes and determine scope and objectives, taking into account stakeholder input and both internal and external environmental factors affecting the organisation.
Conclusion A. Strategic Operations Management and Organizational Strategy mix. Each organization operates with a general overall strategy but some give insight on the company’s strategic operations management and link both to each other in order to have an enhanced strategy for the company. The organizational overall strategy should implement strategic operations management to align the organization’s capabilities with the market requirements. To begin with that what is organizational strategy?
In getting over the hurdle, we proposes a strategy that puts SC Johnson’s strengths and resources to effective use. This section begins with a recap of the opportunities identified in the situational analysis. We then identifies how SC Johnson can capitalize on those opportunities by implementing the proposed strategy. The focus throughout this section of the report is on differentiating the brand in a way that is meaningful to the consumer. Our objectives for the proposed strategy are presented, along with a description of the target consumer.