This global supply chain network can help Boeing achieve its goals. But it also brings a lot of risks to Boeing. The processes of supply chains need large amount resources to manage well. Boeing adopts the radical change for the new project. Facing the external competition, Boeing didn’t have enough time to establish the project and communicate with each other among a lot of different suppliers.
What is the e-Enabled Advantage? How did it link to the company’s strategy? The e-Enabled Advantage is the infrastructure necessary to e-Enabled enterprise is a complex system of systems that will channel the wealth of information generated by airplane avionics, airline operations centers, airport and air traffic managers, weather services, and regulatory agencies directly to the people who use the information, at the instant when that information is most useful. A new generation of visualization tools and decision aids will enable Boeing to create robust flight plans, revise and optimize schedules in real time, and all but eliminate unscheduled maintenance (http://www.boeing.com/commercial/aviationservices/brochures/eEnabled_Advantage.pdf) 3. What advantages would such an approach give Boeing?
There are not enough regulations and monitoring system for the daily accounting activities. For instance, management and auditors spend very little time reviewing the insignificance of petty cash account. So the five elements of internal control is not work well in this company. The control environment was not effective; there was no effective risk management, which helped the company to realize its objectives; control activities and monitoring are lack. Moreover, the CEO is ultimately responsible for the internal control who assumes primary responsibility for the system of internal control.
The data necessary for operations will be combined, organized, and maintained by the new ERP system. We will be able to merge each of the location’s key operations, including the distribution, human resources, customer relations, manufacturing, and financial departments into one system. This system will become the backbone and heart of our corporation’s operations. We will divide the new compliance system into three levels: detect, respond, and prevent. The coverage of these levels is intended to guarantee the entire business will be in complete agreement of all applicable regulations and laws also are own internal rules and principles.
Carl demonstrated meager planning, implementation, and unwieldiness to follow-through with his assigned duties. It appears that Carl Robins is not qualified or trained properly to do his job successfully. This issue may have been averted by establishing a systematic leadership and mentoring plan by ABC, Inc. to train and advise their new employees. Several issues stand out immediately. New employees did not have the required forms completed and their transcripts were not on file.
Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives. This has resulted in project failure, a bad company reputation, loss of market share, and stock price tumbling. Carlisle believes that IZL Corporation is salvageable, but needs to upper management to do this. In this paper, the problem, recommended and alternative solutions, as well as implementation strategies are discussed. Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO.
Case Study: Zing PC 1. What are the Major Problems facing ZingPC? * Losing the market share Zing PC is losing its market share because of Push strategy failing to comply specific customer needs. * Dysfunctional Logistics Dysfunctional Logistics occurs because there is no 3PL (third party Logistics Contractor) for inventory / supply and order deliveries to the customer, hence overloading company resources / expertise. * Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC.
Both sides lack important information about each other and the learning process is slow and tedious. Culture, work styles, and language barriers are the primary causes for issues. The plant is lacking decision makers which are critical for the plant to operate efficiently and effectively. The management problem is further compounded by problems with the plant performance. The Beijing factory severely lacks any resemblance of an information system and suffers from a hodgepodge of machines that complicates the production system.
This will cause a lack of consistency in teaching from the management side and discipline of the employee in balancing both clients and management. Every district manager might not have the same goals for each salesman. District managers may have different expectations on how the salesman should perform during a sales call. This could be why each manager had different records of Marsh’s performance written down in the reports. When Marsh started working with Ted Franklin, it made a negative impact on his attitude towards his career.
Bright (Boeing) was in trouble from the start. But, in a down market he could hardly ignore a big order even from a European airline with cozy connections to Airbus. He did do well on the creativity dimension by guaranteeing GE concessions on engine maintenance. Leahy (Airbus) probably gave away too much in price and had not bothered to include a confidentiality agreement about the final price 2. Critique the overall marketing strategies of the two aircraft makers as demonstrated in this case.