Further, Schindler’s Indian business faced cost pressures due to sharply increased import tariffs that were not calculated for and a rise in transfer prices from the goods imported from European subsidiary. Lastly, the Indian subsidiary of Schindler did not get engineering support, design specifications and parts lists it needed in time from the European headquarters. The most important challenge I see in the case study is to overcome the evident cultural differences. To name a few, the differences in power distance and the individualism vs. collectivism. Napoli needs to understand that the local network is important and very powerful and that he needs to have interpersonal relationships with his co-managers in order to be successful in India.
The problems faced currently are: a. Information Systems at IW have developed into system with “niche” (exception to current standards) and “sunset” (outdated) technologies, leading to higher IT costs. b. Because of the lack of sustainable coordination, “Shadow IT groups” have been developed within the business units resulting in substantial IT resources that were neither being managed nor considered in the high costs under scrutiny within the IT function. c. Due to lack of standard data definitions, “several versions of truth” could be extracted from the IW depending on the way of extraction.
Moreover, it was very difficult for managers to keep up with. Logoplaste’s managers needed to spend lot of time at training for the very high level, which P&G wanted. It turned out that managers felt not happy and felt that they did not have enough time and resources ti satisfy the customers. However, Logoplaste was suggested to put much more effort on focusing and targeting local companies and firms in its current market. So they believed that local market would not have need in as much services and complexity as contrary markets.
ANALYSIS The “Blue Ridge Spain” case study introduces several individuals and organizations. In order to analyze the situation and provide recommendations, I will specify the main issues from their various perspectives. Delta’s senior managers were not keen on JV’s because they viewed them as time-consuming, and also an inadequate means of developing new markets. Delta was persistent and hungry for growth, owning strong brands that could support expansion into overseas markets without the need for local partners. Rather than form joint ventures, Delta preferred to hire local managers directly, or transfer experienced managers from their other divisions around the world.
A secondary problem with the system was a capacity issue. This was also exacerbated by the lack of an inventory management system. Boeing did not have a thorough grasp of the scope of their supply chain. This led to misalignments in the values of their supply chain partners. With a decentralized production strategy Boeing opens itself up to static in communication between its partners.
• Though there was a Robust ERP system, the system failed due to major inconsistency of important information across different parts of the corporation. This made it difficult for executives to monitor and compare performance. • Even with Data warehouse initiatives, there were issues of the technical expertise required to extract meaningful data from the warehouse and data useful for predicting the future. • SYSCO’s competitive advantage was dependent of the decision of Twila Day to implement the BI Software, which would give SYSCO an advantage over its competitors. Initiative Objectives/Benefits No Objectives Benefits 1. Business Intelligence Software gave users access to data that was relevant to them • Avoid the need for employees to write complicated database queries or engage in programming tasks.
The systems did not communicate with others and as a result the distribution couldn’t see what manufacturing was doing and manufacturing couldn’t see what distribution and sales were doing (Brown, et al., p. 470). A lot of time was spent trying to resolve disconnects and building custom interfaces which did not allow the time to improve the productivity. The systems required a lot of maintenance and required a lot of ad hoc changes due to system crashes. A new system was needed to replace patchwork of legacy system with a new integrated system for the ten plants and distribution centers. NIBCO was faced with many pros and cons when approaching the big bang implementation.
Use the following data to prepare a proposal using a balanced scorecard approach to demonstrate the project’s value to Centervale Apparel. Here is your brief: Business Problem: The order fulfillment team has been using several legacy technology systems to manage inventory and distribution. The current systems do not work together, requiring redundant information input and processing. Because of the redundant processes, work is duplicated requiring multiple data entry points and sometimes results in inaccurate and irreconcilable data. There is a constant overage or shortage of supply due to the time it takes for data to get from one point to another.
This is when the long term development plan or three pronged business strategy was enacted. It focused on continuing in large scale development partnerships and using their money to learn more about the technology, then developing in-house created products for production and licensing them out (turnkey manner). It was high risk, with high reward potential and many big companies were eager to throw money at Trexel. This approach failed because Trexel bit off more than it could chew. They picked up too many products without understanding the full limitations of MuCell and lost a lot of customers.
1, The inconsistency of CelluComm’s organizational structure complicated management reporting and was detrimental to GMCT. The reporting hierarchy throughout CelluComm was unclear. For instance, when Peterson was first hired, he thought he would be directly reporting to Ric Jenkins, but then, without formal communication from upper management, he found himself reporting to Jeff Hardy. the organizational structure at CelluComm changed four times, both at the upper management level and GMCT. This created confusion of reporting responsibilities, political tension, and reluctance to take responsibility and action.