The document discusses various topics related to business management including Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), call centers, BPO, KPO, international business management, Total Quality Management (TQM), and Six Sigma. It provides overview and definitions of these topics as well as their principles, advantages, and approaches.
The document outlines various topics related to business management including Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), call centers, BPO, KPO, international business, Total Quality Management (TQM), and Six Sigma. ERP integrates internal functions like finance and manufacturing. SCM coordinates suppliers and stores to reduce inventory costs. CRM uses customer information to develop stronger relationships. TQM and Six Sigma aim to eliminate defects and improve quality.
The document discusses extracting customer knowledge from data for customer relationship management (CRM). It explains that CRM should convert raw customer data into analysis and actions that generate profits through retention, up-selling, targeting, and efficiency. The key is knowledge conversion - extracting knowledge from data, applying knowledge to processes and tasks, and using incentives to generate new ideas. The document outlines critical questions to justify a CRM effort and provides an example of how CRM could help optimize a packaging company's operations, sales, and profits.
The document discusses various contemporary management practices such as MIS, end user computing, materials requirement planning, just in time manufacturing, total quality management, six sigma, capability maturity model, supply chain management, enterprise resource planning, performance management, business process outsourcing, business process reengineering, benchmarking, and balanced scorecard. It provides details on the objectives, methodologies, benefits, and key aspects of each of these management practices.
The document discusses supply chain management in the internet age. It covers several topics:
- Supply chain management (SCM) coordinates players in the supply chain to deliver the right products at the right time, place, and price. Effective SCM reduces costs and improves customer satisfaction.
- Electronic SCM (e-SCM) uses software and internet technologies to improve planning, execution, warehousing, and transportation management across the supply chain.
- Radio frequency identification (RFID) provides benefits like advanced shipping notices but faces challenges in data storage, integration, and configuration.
- Various companies implement different SCM strategies using IT and the internet. For example, FedEx implemented e-procurement in phases, rolling it
The document outlines an operations strategy framework to improve products, services, and operations processes. It discusses competing priorities, an operations strategy framework including order winners and qualifiers, integration of new products and services processes, and performance objectives and critical success factors. It provides examples of how the framework can be applied to reconcile operations and marketing strategies and set performance goals for a pump manufacturer.
Customer profitability analysis gpg 37 march 02Nicholas Wu
This document provides an overview of customer profitability analysis. It discusses how companies are increasingly focusing on determining the profitability of individual customers and customer segments. Customer profitability analysis uses tools like activity-based costing to understand the costs of serving customers and the lifetime value of customers. Some key points made in the document include:
- Companies are using customer profitability analysis to provide different levels of service to profitable vs. unprofitable customers. This allows them to improve overall corporate profits.
- Understanding customer profitability requires analyzing the drivers of both customer revenues and costs of serving customers.
- Customer satisfaction alone is not enough; companies must satisfy customers profitably to improve shareholder value.
- Models
systems approach to the enterprise vision Industrial engineering management E...Luis Cabrera
The document discusses various aspects of industrial engineering management. It begins by outlining the mission to continuously replenish materials from vendors to manufacturers and distribute finished goods to consumers with high inventory turns and margins. It emphasizes that metrics should be tied to objectives and used to drive corrective actions. The document then discusses enterprise resources and basic business processes. It provides examples of how systems differ across various industries like production planning, marketing services, retail chains, distribution centers. It outlines outsourcing logistics operations and managing supply chains and production planning to generate revenue at lowest costs. It describes the roles and objectives of various levels in the organization from operations to middle management to supervisors to administration and unions.
This document provides an outline on supply chain management (SCM), customer relationship management (CRM), and enterprise resource planning (ERP). It defines key concepts such as the bullwhip effect in SCM and discusses how vendor managed inventory can help mitigate it. The importance of CRM for customer retention is explained. ERP is introduced as a system for integrating business transactions and providing access to information across an organization. An example illustration demonstrates how an ERP system can coordinate different business functions in real-time.
The document outlines various topics related to business management including Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), call centers, BPO, KPO, international business, Total Quality Management (TQM), and Six Sigma. ERP integrates internal functions like finance and manufacturing. SCM coordinates suppliers and stores to reduce inventory costs. CRM uses customer information to develop stronger relationships. TQM and Six Sigma aim to eliminate defects and improve quality.
The document discusses extracting customer knowledge from data for customer relationship management (CRM). It explains that CRM should convert raw customer data into analysis and actions that generate profits through retention, up-selling, targeting, and efficiency. The key is knowledge conversion - extracting knowledge from data, applying knowledge to processes and tasks, and using incentives to generate new ideas. The document outlines critical questions to justify a CRM effort and provides an example of how CRM could help optimize a packaging company's operations, sales, and profits.
The document discusses various contemporary management practices such as MIS, end user computing, materials requirement planning, just in time manufacturing, total quality management, six sigma, capability maturity model, supply chain management, enterprise resource planning, performance management, business process outsourcing, business process reengineering, benchmarking, and balanced scorecard. It provides details on the objectives, methodologies, benefits, and key aspects of each of these management practices.
The document discusses supply chain management in the internet age. It covers several topics:
- Supply chain management (SCM) coordinates players in the supply chain to deliver the right products at the right time, place, and price. Effective SCM reduces costs and improves customer satisfaction.
- Electronic SCM (e-SCM) uses software and internet technologies to improve planning, execution, warehousing, and transportation management across the supply chain.
- Radio frequency identification (RFID) provides benefits like advanced shipping notices but faces challenges in data storage, integration, and configuration.
- Various companies implement different SCM strategies using IT and the internet. For example, FedEx implemented e-procurement in phases, rolling it
The document outlines an operations strategy framework to improve products, services, and operations processes. It discusses competing priorities, an operations strategy framework including order winners and qualifiers, integration of new products and services processes, and performance objectives and critical success factors. It provides examples of how the framework can be applied to reconcile operations and marketing strategies and set performance goals for a pump manufacturer.
Customer profitability analysis gpg 37 march 02Nicholas Wu
This document provides an overview of customer profitability analysis. It discusses how companies are increasingly focusing on determining the profitability of individual customers and customer segments. Customer profitability analysis uses tools like activity-based costing to understand the costs of serving customers and the lifetime value of customers. Some key points made in the document include:
- Companies are using customer profitability analysis to provide different levels of service to profitable vs. unprofitable customers. This allows them to improve overall corporate profits.
- Understanding customer profitability requires analyzing the drivers of both customer revenues and costs of serving customers.
- Customer satisfaction alone is not enough; companies must satisfy customers profitably to improve shareholder value.
- Models
systems approach to the enterprise vision Industrial engineering management E...Luis Cabrera
The document discusses various aspects of industrial engineering management. It begins by outlining the mission to continuously replenish materials from vendors to manufacturers and distribute finished goods to consumers with high inventory turns and margins. It emphasizes that metrics should be tied to objectives and used to drive corrective actions. The document then discusses enterprise resources and basic business processes. It provides examples of how systems differ across various industries like production planning, marketing services, retail chains, distribution centers. It outlines outsourcing logistics operations and managing supply chains and production planning to generate revenue at lowest costs. It describes the roles and objectives of various levels in the organization from operations to middle management to supervisors to administration and unions.
This document provides an outline on supply chain management (SCM), customer relationship management (CRM), and enterprise resource planning (ERP). It defines key concepts such as the bullwhip effect in SCM and discusses how vendor managed inventory can help mitigate it. The importance of CRM for customer retention is explained. ERP is introduced as a system for integrating business transactions and providing access to information across an organization. An example illustration demonstrates how an ERP system can coordinate different business functions in real-time.
This document provides an overview of operations management concepts covered on day 3 of training. It introduces Mintzberg's organizational structure model, Porter's value chain analysis, and the four V's of operations regarding volume, variety, demand variation and visibility. It also discusses systems used for operations management like MRP, MRP II and ERP. Additional topics covered include managing operational capacity, supply chain management, strategic supply management tools, inventory management techniques and sustainability in operations.
Operations management deals with processes that produce goods and services. Effective process management can provide a competitive edge. Operations management is used to manage production of both goods and services, while production management traditionally focused on goods. Key concepts in operations management include processes, value chains, productivity improvement, and global competition. Emerging trends include rapid technology changes, ethical challenges, and a diverse workforce.
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
This document discusses supply chain management (SCM), customer relationship management (CRM), and the integration of SCM and CRM (ISCRM). SCM involves planning and executing the flow of goods from raw materials to the customer. CRM uses technology to organize sales, marketing, and customer service to acquire, retain, and increase sales to customers. Integrating SCM and CRM allows companies to improve financial and operational metrics by providing customers with optimized product delivery and service. The document outlines the components, benefits, and types of CRM systems as well as a SWOT analysis of CRM.
This document discusses Enterprise Resource Planning (ERP) and Supply Chain Management (SCM). It defines ERP as a system that integrates all departments and functions of a company into a single system. ERP automates business processes and can provide significant paybacks if implemented correctly. The document also defines SCM as a network of facilities that performs procurement, production, and distribution. It notes that ERP systems help with effective SCM by sharing data in real-time across the supply chain to help managers make better decisions.
The document discusses differences between distribution enterprise applications and manufacturing ERP applications. It notes that distribution applications were previously lacking but are now improving, offering better functionality. Key differences between distributors and manufacturers are discussed, such as distributors having less control over supply chains and needing more flexibility to customize orders. The document emphasizes that distribution has unique requirements that are better addressed in applications specifically designed for distribution compared to distribution modules in manufacturing ERP systems.
Trade shows and exhibitions are effective promotional strategies for industrial marketing for several reasons:
1) They allow companies to efficiently introduce new products to a large audience and make direct sales.
2) They facilitate establishing valuable personal contacts with new customers as well as key decision makers.
3) They provide opportunities to display and demonstrate products, evaluate competitors, discover new suppliers/distributors, and generate sales leads - helping salespersons close sales with fewer calls.
This document discusses how mobile operators in the UK can make business process management (BPM) more successful and deliver tangible benefits. It outlines some promises that BPM has made, such as removing silos and aligning processes to strategy, but notes that success is often measured by operational efficiency and compliance rather than top-line growth. The document suggests that to fully realize BPM's potential, organizations need to align their process structure to processes rather than functions, carefully select appropriate modeling and tools based on their process maturity, and ensure tools meet the needs of process owners not just analysts.
To implement a BPR strategy, an organization must first select the process to reengineer and appoint a cross-functional team to lead the effort. The team then analyzes the current process, develops a vision for an improved process, and creates an action plan to execute changes and realize dramatic improvements in areas like cost, quality, and speed. Finally, the organization implements the new process to achieve the goals of BPR.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
Customer relationship management and supply chain managementRohit Kumar
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
Supply chain management involves coordinating all activities involved in procuring raw materials, manufacturing products, and distributing goods to meet market demand in the most cost-effective way. The objectives of SCM are to efficiently integrate suppliers, manufacturers, warehouses and stores to produce and deliver the right products, to the right locations, at the right time. SCM software, e-supply chains, and other approaches are used to manage supply chain activities and relationships to achieve competitive advantages.
This case study examines the operations strategies of Dell and Schefenacker Vision Systems. Dell utilized a build-to-order model with mass customization, direct sales, and just-in-time inventory to achieve strategic advantages of low prices, quality feedback, and speed. Schefenacker directly supplied car assembly plants, allowing for cost effectiveness and entry into new markets. Both companies emphasized lean production and flexibility to compete on cost, quality, speed, dependability, and flexibility. The document discusses how operations strategy can provide competitive advantage and evaluates the companies' performance on five objectives: cost, quality, speed, dependability, and flexibility.
This document provides an overview, areas of expertise, current projects, and case studies of Bushidō Consulting, a business development consulting firm with offices in Italy, Czech Republic, and Germany. Bushidō Consulting specializes in helping clients expand internationally and provides services including market research, business planning, marketing strategies, and sales network development. Recent projects outlined include automotive and industrial machinery sales expansion and improving after-sales networks. Case studies demonstrate success improving international sales processes and increasing dealer network sales and service offerings. Contact information is provided for the three Bushidō Consulting offices.
This document discusses strategic initiatives that organizations can undertake to implement competitive advantages, including supply chain management, customer relationship management, business process reengineering, and enterprise resource planning. It provides an overview of each initiative and how they can help organizations improve efficiencies, understand customers, and gain competitive advantages. Examples are given of companies that have successfully implemented these initiatives like Walmart, Procter & Gamble, Charles Schwab, and Progressive Insurance.
Effective management to implement ERP-SAPMario Navarro
Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
ExtraAEdge was established with the mission to provide Indian students an integrated academic platform with resources and services to empower them in answering important career questions confidently and guiding them to make the right decisions. The website aims to combine the power of web, social networking, and people supporting one another to build a learning community and create useful services for students. The founders believe this mission can transform students' lives by giving them an 'ExtraA Edge' in today's competitive, knowledge-based economies. The team at ExtraAEdge is passionate about making a difference in higher education in India and understands students' numerous needs.
Global Forecast Demand Growth
POY 1.0 1.1 1.2 3.3
PSF 0.7 0.8 0.9 2.4
POY+PSF 1.7 1.9 2.1 5.7
Excess Demand over Supply 0.4 0.5 0.6 1.5
Demand growth expected to outpace capacity additions, leading to
improved industry fundamentals over the next 3 years
Reliance Industries Ltd.
29
Business Review - Plastics & Intermediates
Industry Reliance
(Production in Apr-
The document provides suggestions for improving the visual design and color scheme of a website. It suggests adjusting the colors used for menus, buttons, backgrounds, headings, and other elements to make the site more visually appealing and consistent. Specific alternative color codes are proposed for many elements to improve the user experience and readability of the site. The document contains 19 sections each detailing a different aspect of the site's design that could be enhanced.
The document summarizes basic concepts for working with Prawn, a PDF generation library for Ruby. It covers how to create PDF documents, the origin point of (0,0) at the bottom left corner, bounding boxes, cursor positioning, adding pages, and units of measurement. Examples are provided to demonstrate each concept.
The document discusses problems facing engineering colleges in India, including low enrollment, high numbers of vacant seats, and poor skills and ineffective communication. It proposes solutions like implementing feedback mechanisms, developing online study materials and placement management systems, and providing counseling to help students. The document calls on the engineering community to come together and help empower colleges through operational efficiency, transparency, collaboration, and developing students into 21st century professionals.
This document provides an overview of operations management concepts covered on day 3 of training. It introduces Mintzberg's organizational structure model, Porter's value chain analysis, and the four V's of operations regarding volume, variety, demand variation and visibility. It also discusses systems used for operations management like MRP, MRP II and ERP. Additional topics covered include managing operational capacity, supply chain management, strategic supply management tools, inventory management techniques and sustainability in operations.
Operations management deals with processes that produce goods and services. Effective process management can provide a competitive edge. Operations management is used to manage production of both goods and services, while production management traditionally focused on goods. Key concepts in operations management include processes, value chains, productivity improvement, and global competition. Emerging trends include rapid technology changes, ethical challenges, and a diverse workforce.
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
This document discusses supply chain management (SCM), customer relationship management (CRM), and the integration of SCM and CRM (ISCRM). SCM involves planning and executing the flow of goods from raw materials to the customer. CRM uses technology to organize sales, marketing, and customer service to acquire, retain, and increase sales to customers. Integrating SCM and CRM allows companies to improve financial and operational metrics by providing customers with optimized product delivery and service. The document outlines the components, benefits, and types of CRM systems as well as a SWOT analysis of CRM.
This document discusses Enterprise Resource Planning (ERP) and Supply Chain Management (SCM). It defines ERP as a system that integrates all departments and functions of a company into a single system. ERP automates business processes and can provide significant paybacks if implemented correctly. The document also defines SCM as a network of facilities that performs procurement, production, and distribution. It notes that ERP systems help with effective SCM by sharing data in real-time across the supply chain to help managers make better decisions.
The document discusses differences between distribution enterprise applications and manufacturing ERP applications. It notes that distribution applications were previously lacking but are now improving, offering better functionality. Key differences between distributors and manufacturers are discussed, such as distributors having less control over supply chains and needing more flexibility to customize orders. The document emphasizes that distribution has unique requirements that are better addressed in applications specifically designed for distribution compared to distribution modules in manufacturing ERP systems.
Trade shows and exhibitions are effective promotional strategies for industrial marketing for several reasons:
1) They allow companies to efficiently introduce new products to a large audience and make direct sales.
2) They facilitate establishing valuable personal contacts with new customers as well as key decision makers.
3) They provide opportunities to display and demonstrate products, evaluate competitors, discover new suppliers/distributors, and generate sales leads - helping salespersons close sales with fewer calls.
This document discusses how mobile operators in the UK can make business process management (BPM) more successful and deliver tangible benefits. It outlines some promises that BPM has made, such as removing silos and aligning processes to strategy, but notes that success is often measured by operational efficiency and compliance rather than top-line growth. The document suggests that to fully realize BPM's potential, organizations need to align their process structure to processes rather than functions, carefully select appropriate modeling and tools based on their process maturity, and ensure tools meet the needs of process owners not just analysts.
To implement a BPR strategy, an organization must first select the process to reengineer and appoint a cross-functional team to lead the effort. The team then analyzes the current process, develops a vision for an improved process, and creates an action plan to execute changes and realize dramatic improvements in areas like cost, quality, and speed. Finally, the organization implements the new process to achieve the goals of BPR.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
Customer relationship management and supply chain managementRohit Kumar
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
Supply chain management involves coordinating all activities involved in procuring raw materials, manufacturing products, and distributing goods to meet market demand in the most cost-effective way. The objectives of SCM are to efficiently integrate suppliers, manufacturers, warehouses and stores to produce and deliver the right products, to the right locations, at the right time. SCM software, e-supply chains, and other approaches are used to manage supply chain activities and relationships to achieve competitive advantages.
This case study examines the operations strategies of Dell and Schefenacker Vision Systems. Dell utilized a build-to-order model with mass customization, direct sales, and just-in-time inventory to achieve strategic advantages of low prices, quality feedback, and speed. Schefenacker directly supplied car assembly plants, allowing for cost effectiveness and entry into new markets. Both companies emphasized lean production and flexibility to compete on cost, quality, speed, dependability, and flexibility. The document discusses how operations strategy can provide competitive advantage and evaluates the companies' performance on five objectives: cost, quality, speed, dependability, and flexibility.
This document provides an overview, areas of expertise, current projects, and case studies of Bushidō Consulting, a business development consulting firm with offices in Italy, Czech Republic, and Germany. Bushidō Consulting specializes in helping clients expand internationally and provides services including market research, business planning, marketing strategies, and sales network development. Recent projects outlined include automotive and industrial machinery sales expansion and improving after-sales networks. Case studies demonstrate success improving international sales processes and increasing dealer network sales and service offerings. Contact information is provided for the three Bushidō Consulting offices.
This document discusses strategic initiatives that organizations can undertake to implement competitive advantages, including supply chain management, customer relationship management, business process reengineering, and enterprise resource planning. It provides an overview of each initiative and how they can help organizations improve efficiencies, understand customers, and gain competitive advantages. Examples are given of companies that have successfully implemented these initiatives like Walmart, Procter & Gamble, Charles Schwab, and Progressive Insurance.
Effective management to implement ERP-SAPMario Navarro
Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
ExtraAEdge was established with the mission to provide Indian students an integrated academic platform with resources and services to empower them in answering important career questions confidently and guiding them to make the right decisions. The website aims to combine the power of web, social networking, and people supporting one another to build a learning community and create useful services for students. The founders believe this mission can transform students' lives by giving them an 'ExtraA Edge' in today's competitive, knowledge-based economies. The team at ExtraAEdge is passionate about making a difference in higher education in India and understands students' numerous needs.
Global Forecast Demand Growth
POY 1.0 1.1 1.2 3.3
PSF 0.7 0.8 0.9 2.4
POY+PSF 1.7 1.9 2.1 5.7
Excess Demand over Supply 0.4 0.5 0.6 1.5
Demand growth expected to outpace capacity additions, leading to
improved industry fundamentals over the next 3 years
Reliance Industries Ltd.
29
Business Review - Plastics & Intermediates
Industry Reliance
(Production in Apr-
The document provides suggestions for improving the visual design and color scheme of a website. It suggests adjusting the colors used for menus, buttons, backgrounds, headings, and other elements to make the site more visually appealing and consistent. Specific alternative color codes are proposed for many elements to improve the user experience and readability of the site. The document contains 19 sections each detailing a different aspect of the site's design that could be enhanced.
The document summarizes basic concepts for working with Prawn, a PDF generation library for Ruby. It covers how to create PDF documents, the origin point of (0,0) at the bottom left corner, bounding boxes, cursor positioning, adding pages, and units of measurement. Examples are provided to demonstrate each concept.
The document discusses problems facing engineering colleges in India, including low enrollment, high numbers of vacant seats, and poor skills and ineffective communication. It proposes solutions like implementing feedback mechanisms, developing online study materials and placement management systems, and providing counseling to help students. The document calls on the engineering community to come together and help empower colleges through operational efficiency, transparency, collaboration, and developing students into 21st century professionals.
The document provides an overview of human resource management systems (HRMS) and their importance for growing companies. It discusses various HR functions like recruitment, employee appraisal, training, and leave/payroll management. It presents a case study of a company that expands and needs to recruit more employees, highlighting the recruitment process and documents required. Key topics covered include the recruitment cycle and sources, performance appraisal methods, training objectives and approaches, and using an HRMS to manage employee data and skills for internal transfers.
6.18.2013 - 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the ...IBM Rational
Webcast Series: Project and Portfolio Management Software Development
Title: 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the Manager - Making Good Decisions
Date: 6-18-2013
Presenter: Chris Wolters
Explore the simple steps your organization can take to leverage the full power of CRM. Learn how to develop a CRM Roadmap, increase end-user adoption and tips on how to identify quick wins which deliver immediate results. You will walk away from this webinar with a clear plan on how to optimize your entire CRM process.
This document discusses conducting an appraisal of an organization's business development capabilities using the Business Development Capability Maturity Model (BD-CMM). It outlines the key activities involved in a BD-CMM Quick Start appraisal, including a training workshop, conducting an appraisal survey, reviewing documentation, performing interviews, and conducting case studies. The goal is to assess the organization's current maturity level against the BD-CMM, identify gaps, and inform an improvement plan to advance capabilities over time.
Unit 5 E-BUSINESS OPERATIONS AND PROCESSESNishant Pahad
The document discusses factors that affect business competitiveness and productivity. It states that competitiveness is a multidimensional concept that involves generating competitive advantages through assets, capabilities, processes, knowledge and implementing strategies to improve efficiency and effectiveness. Productivity refers to how well a business converts inputs like labor, materials and capital into outputs like goods and services. Some ways to improve productivity mentioned include using technology to improve operations, reviewing processes, and implementing continuous improvement approaches. The key operations performance objectives for businesses are listed as low cost, high quality, speed, dependability and flexibility.
This document defines and discusses several key management concepts including balance scorecard, benchmarking, BPO, BPR, ERP, CMM, supply chain management, and performance management. It provides definitions and objectives for each concept, discussing how they are used to improve business processes, integrate systems, measure performance, and enhance customer satisfaction and competitiveness.
This document describes the key capabilities and services offered by Synergon Consulting, including strategy design and execution, human resources management, marketing, business process mapping, and operations improvement. Their approach involves an initial analysis to identify opportunities for clients, followed by recommendations for short-term and medium-term actions to optimize processes, increase efficiency, and reduce costs. Their team has extensive experience across industries and they utilize various tools and frameworks in their work.
Demand management is the process of ensuring customer demand and a company's capabilities are aligned. It involves capturing all work proposals in one system, guiding proposals through governance, helping customers approve proposals, and tracking approved projects. The goal is to enable customers to propose, prioritize, select, and track projects while streamlining approval processes. Demand management is based on forecasting future demand and planning production to meet those forecasts, as manufacturing managers are responsible for production planning but not forecast accuracy. The key benefits are control over product availability, confidence for sales, smoother introductions, flexibility to change, and using a single set of demand numbers.
The document discusses how JMBI, LLC provides management consulting services to help companies address business issues and achieve their goals. It summarizes JMBI's capabilities in developing business strategies, marketing expertise, project management skills, and experience in industries like consumer goods. The document also outlines JMBI's approach of focusing on return on investment, providing end-to-end solutions, and using a teaming approach with clients.
This document provides an introduction to operations management. It defines operations management and describes the three major functional areas of organizations: finance, marketing, and operations. It compares manufacturing and service operations and discusses the operations function. The document outlines several learning objectives related to operations management concepts like production systems, decision making, the evolution of the field, and current trends. It provides definitions and examples of key operations management terms.
Alterian May 2009 Webinar - From Planning To Execution Presented By Market Sp...Alterian
This document outlines the key points from a presentation on establishing efficient marketing operations. It discusses the strategic advantage that efficient operations can provide, including enabling organizations to compete more effectively with limited resources. Common issues facing CMOs are also examined, such as demonstrating marketing ROI. Research findings show marketing operations capabilities are linked to higher growth and effectiveness. The presentation provides ideas for measurement, governance models, and technology strategies to improve operations. Attendees are encouraged to establish efficiency as a first step to gaining a competitive advantage.
The document discusses Enterprise Resource Planning (ERP) software solutions and their various modules. It describes how ERP solutions can be developed internally, purchased from major vendors, or developed externally. It outlines the key functional modules in ERP systems, including financial, marketing, production, purchasing, quality control, sales and distribution, human resources, plant maintenance, material management and more. It explains how ERP systems integrate various business processes and provide benefits to large and medium-sized organizations.
Strategizing Experiments and Beautifying the resultsDemelashAsege
This document discusses customer relationship management (CRM) systems. It defines CRM as integrating corporate strategy, business processes, and technology to accomplish customer-focused goals. The document outlines the evolution of CRM from automating discrete customer processes in the 1980s-1990s to integrated systems today. It describes the components of CRM systems including marketing, sales, customer service, and data analytics. It also discusses CRM architecture, vendors, and emphasizes that successful CRM requires changes to business processes and company culture, not just technology.
This document discusses customer relationship management (CRM) systems. It provides an overview of CRM, including its evolution from discrete customer-focused applications to integrated systems. CRM aims to foster close customer relationships through a customer-centric approach. The document outlines the components of CRM, including operational, analytical and collaborative aspects. It also discusses CRM technology, architecture, vendors and the importance of the life cycle in implementing CRM successfully.
This document provides an introduction to business process reengineering (BPR) and enterprise resource planning (ERP). It defines BPR as fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality and speed. The objectives of BPR include reducing costs and time, improving customer service and reinventing business rules. ERP software aims to integrate all departments and functions across a company onto a single system. It discusses the benefits of ERP including lower costs and better data access, as well as challenges such as high implementation costs and potential inflexibility.
This document discusses customer relationship management (CRM) systems. It describes CRM as a strategic approach that integrates business strategy, processes, and technology to establish and maintain relationships with customers. The document outlines the evolution of CRM and its key components. It also discusses CRM implementation, including focusing on people and processes before technology. Overall, the document provides an overview of CRM systems, their purpose and components.
The document discusses enterprise resource planning (ERP) systems and their use in logistics and supply chain management. It provides an overview of key points:
- ERP systems allow better visibility, automation, and productivity improvements across the supply chain by linking all processes from procurement to manufacturing.
- Businesses are increasingly moving ERP systems to the cloud for benefits like agility, distributed workloads, and cost effectiveness.
- Important considerations for choosing an ERP include visibility across the organization, flexibility, scalability, and compatibility with supply chain processes like procurement and purchasing.
- ERP modules can be implemented individually to address specific business needs and expanded over time as needs change. Finance/accounting is typically the
Enterprise Resource Planning (ERP) systems integrate core business processes like procurement, production, sales, and distribution across an organization. ERP combines databases from different departments into a single database accessible to all employees. It automates tasks to support business processes. Major ERP vendors include SAP, Oracle, and Microsoft. While ERP implementation provides benefits like improved integration and access to information, it also involves high costs, risks, and a long implementation time of 1-3 years.
A process is defined as the logical organization of people, materials, energy, equipment, and procedures into work activities designed to produce a specific work product or result. Business process reengineering is the fundamental rethinking and radical design of business processes to achieve dramatic improvements in critical measures like cost, quality, service, and speed. Marketing functions like product development, order acquisition, and demand prediction have traditionally been managed separately, but pan-company marketing aims to unify a company's activities to better serve customers.
1. eCRM provides companies with interactive and personalized communication across electronic and traditional channels while respecting customer preferences.
2. Building an effective eCRM solution requires defining business objectives, assessing current capabilities, and defining process changes needed to meet goals.
3. Key eCRM features include a focus on refining business processes, being data-driven to provide customized customer profiles and interactions, and measuring performance.
This document provides a demonstration of the capabilities of the Slideshare platform. Slideshare allows users to upload and share presentations, documents, PDFs and videos. It also enables others to view uploaded files and provides analytics on how many people have viewed or downloaded each file.
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Lean startup simplified for learners, entrepreneurs & practitionerstheextraaedge
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CollEDGE is a SaaS based Student Relationship & Placement Management system. It streamlines processes, tracks progress, saves time & increases effectiveness in employability.
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The letter is from ExtraAEdge.com promoting free Android and web applications to help students with MT-CET 2013 exam preparation. The applications provide cut-off analysis from previous years and help predict the best college-branch combinations based on a student's marks and ranking. The letter requests the institute share information about the applications with its students and display a poster, in exchange for which ExtraAEdge.com will feature the institute's banner ad on its website for 10 days.
This document introduces ExtraAEdge.com, an integrated academic platform established with the mission to empower Indian students and guide them in making career decisions. The platform aims to build an online learning community through discussion forums, sharing of academic resources, and facilitating networking between students, alumni, faculty, colleges and corporations. It proposes tracking students' online and offline performances to generate an "ExtraAEdge score" that can help recruiters understand a student's complete potential. The platform seeks to benefit all stakeholders in the education ecosystem by facilitating communication, industry collaboration, placement activities and sharing of information.
This letter introduces ExtraAEdge.com, an academic platform providing resources and services to students. It announces the launch of two free Android and web applications that would be useful for students taking the MT-CET 2013 exam: 1) an MT-CET cut-off analysis tool to find cut-offs from the last 3 years, and 2) an MT-CET college and branch predictor to help students choose the best college-branch combination based on their marks and ranking compared to last year's closings. The letter requests the institute to post an enclosed poster on its notice board to inform students about these applications and offers to display the institute's banner ad on the ExtraAEdge website for 5 days in return
A search was conducted for "Class XII Science Tutorials" in Pune, India. The results were clicked to open and then edited to access contact information including the contact person and email address.
This letter introduces ExtraAEdge.com, an academic platform providing resources and services to students. It announces the launch of two free Android and web applications that would be useful for students taking the MT-CET 2013 exam: 1) an MT-CET cut-off analysis tool to find cut-offs from the last 3 years, and 2) an MT-CET college and branch predictor to help students choose the best college-branch combination based on their marks and ranking compared to last year's closings. The letter requests the institute to post an enclosed poster on its notice board to inform students about these applications and offers to display the institute's banner ad on the ExtraAEdge website for 5 days in return
2. Agenda
Enterprises Resource Planning (ERP)
Supply Chain Management (SCM)
Customer Relationship Management (CRM)
Call Centre, BPO, KPO
International Business Management
TQM – Total Quality Management
Six Sigma
2
3. Enterprise resource planning (ERP)
ERP integrates internal and external management
functions like finance/accounting, manufacturing,
sales and service, etc.
Single software solution integrating the different
functions and activities
Action taken by one department results in the
appropriate follow-up action up and down the line
Customer ordering and delivery where a customer's
order moves smoothly from Sales, to Inventory and
Warehousing, to Finance, and on to Manufacturing
3
4. Scope of ERP
Production Department: Bills of Material, Scheduling,
Capacity, Workflow Management, Quality Control,
Manufacturing Process
Supply Chain Management: Inventory, Order Entry,
Purchasing,
Financials: General Ledger, Cash Management, Accounts
Payable, Accounts Receivable, Fixed Assets
Projects: Costing, Billing, Time and Expense
Human Resources: Human Resources, Payroll Training,
Time & Attendance
Customer Relationship Management: Sales and
Marketing, Commissions 4
5. Package ERP Solution Vs Custom Development ERP
Custom Development Packaged ERP
Definition: Developed either for a specific Definition: Consolidate all of company's departments
organization or function & functions in single computer system
Scope: Usually created for companies, business Scope: ERP packages are made for mass market
Budget: Companies pay for customized software for Budget: These are planned for long term and are
budget or project managing budgeted as a part of company maintenance.
Cost: Is one time or as per contract. Generally low. Cost: Cost is one time for installation and
implementation. High
Maintenance: Have to be frequently updated Maintenance: Any change in industry by the ERP
company
Up gradation: In case of up gradation, its very Up gradation: Is easy and cost effective
difficult
Custom Reports: Custom development is a part of the Custom Reports: These are generally open source
contract codes
Technical: They are designed as per specified Technical: These are generally designed to run on
hardware or Operating Systems multi-OS, hardware and system
Examples of bespoke software Examples: SAP, Oracle, Peoplesoft, JD Edwards,
Websites, Inventory Management, Customer BAAN etc.
Management, Employee Management
5
6. SUPPLY CHAIN MANAGEMENT
(SCM)
Example - For a large retailer like Supermarkets, it
has many regional distribution centers, a supply chain
management system will effective coordinate between
suppliers of clothes, paper products and
Supermarket's retail stores to reduce the inventory
cost
Supply chain execution means managing and
coordinating the movement of materials, information
and funds across the supply chain.
The flow is bi-directional.
6
7. SCM must address following problems
Distribution Network Configuration: number, location
and network missions of suppliers, production facilities,
distribution centers
Distribution Strategy: Operating control (centralized,
decentralized or shared)
Trade-Offs in Logistical Activities: Achieve the lowest
total logistics cost
Information: Integration of processes through the supply
chain to share valuable information
Inventory Management
Cash-Flow
7
8. Customer Relationship
Management (CRM)
Process used to learn more about customers' needs and
behaviors in order to develop stronger relationships with
them
Information about customers, sales, marketing
effectiveness, responsiveness and market trends
The overall goals are to find, attract, and win new clients,
nurture and retain existing
Tracking and measuring multichannel campaigns - email,
search, social media, telephone and direct mail
Metrics monitored include clicks, responses, leads, deals,
and revenue
8
9. CRM Benefits
Retaining customers - by excellent customer service
Enables easier growth, indirectly and directly, for
example by sustaining healthier volumes and
margins,
High levels of customer retention via effective
customer service also improves staff morale
Focus more on proactive opportunities (growth,
innovation, development, etc)
Having a culture of delighting and retaining
customers fuels positive publicity and reputation in
the media, and increasingly on the web in blogs and 9
10. Call Centre
A call center is an office where a company's inbound
calls are received or outbound calls are made
Customer service, sales, and support functions
Call centers have been increasingly popular as
outsourcing increases
10
11. BPO
Contracting of the operations and responsibilities of
specific business functions (or processes) to a third-
party service provider
Back office outsourcing - which includes internal
business functions such as human resources or
finance
Front office outsourcing - which includes customer-
related services such as contact center services
BPO Advantages - Cost reductions, Concentration on
core business, Outside expertise, Cater to changing
customer demands
11
12. KPO
Knowledge-related and information-related work is
shared
High-value work carried out by highly skilled staff
Focused on knowledge-intensive business processes
that require significant domain expertise
People with MBAs, and medical, engineering, design
or other specialist business skills
Create value for the client by providing business
expertise rather than process expertise
12
13. Significance of KPO
Investment research services (equity, fixed income
and credit, and quantitative research)
Business research services
Data Analytics
Market research services
Valuation and Fairness Opinions
Legal research services (Legal Process Outsourcing)
Patent research services
13
14. International Business
Management
Process of focusing on the resources of the globe and
objectives if the organizations on global business
opportunities and threats
Nature of International Business - Variations in
political, social, cultural and economic factors
Impact of Culture/Language - Language is an
important factor in international business.
Nationalism and Business Policy – Example 'Be Indian
and Buy Indian'
14
15. Total Quality Management
Quality is defined as “the totality of features and
characteristics of a product or service that bears its
ability to satisfy stated or implied needs.”
TQM looks at the overall quality measures used by a
company including managing quality design and
development, quality control and maintenance,
quality improvement and quality assurance.
TQM takes into account all quality measures taken at
all levels and involving all company employees.
15
16. Advantages
Long-term benefits - higher productivity, higher
moral of personnel, decreasing of costs and increasing
of consumers' trust
Avoidance of mistakes allows company to save money
and time
Creates atmosphere of enthusiasm and satisfaction
with performed job
Uses team style of work
More flexibility in work and collaboration
16
17. Principles of TQM
Executive Management –Should act as the main driver
Training – Employees should receive regular training
Customer Focus – Improve customer satisfaction
Decision Making – Made based on measurements
Methodology and Tools – Non-conformances are
identified, measured and corrected
Continuous Improvement in quality procedures
Company Culture –Developing employees ability to work
together to improve quality
Employee Involvement –Pro-active in identifying and
addressing quality related problems
17
18. Six Sigma
Quality management initiative that takes a very data-
driven, methodological approach to eliminating
defects
Aim to reach six standard deviations from the desired
target of quality. Six standard deviations means 3.4
defects per million (99.99966%)
Improve the quality of process outputs by identifying
and removing the causes of defects (errors)
Defined sequence of steps and has quantified
financial targets (cost reduction or profit increase)
18
19. Approach to Six Sigma - DMAIC
The DMAIC project methodology (used for existing
products and processes) has five phases:
Define the problem
Measure key aspects of the current process
Analyze the data to investigate
Improve the current process
Control the future state process
19
20. DMADV or DFSS
The DMADV project methodology, (used for creating
new products and processes):
Define design goals
Measure and identify CTQs (characteristics Critical
To Quality), product capabilities, etc.
Analyze to develop and design alternatives
Design details, optimize the design, and plan for
design verification
Verify the design, set up pilot runs, implement the
production process
20
21. Roles in implementation
Executive Leadership - top management
Champions - Responsibility for Six Sigma
implementation across the organization in an
integrated manner
Master Black Belts, identified by champions
Black Belts operate under Master Black Belts to apply
Six Sigma methodology to specific projects
Green Belts are the employees
21
22. Advantages
Based on Data: In Six Sigma, decisions are made
based on empirical evidence
Proven Success: Beginning with Motorola, large
companies have successfully rolled out initiatives
Sustainable Solutions: The DMAIC and DMADV
processes are specifically designed for sustainable
solutions
22
Editor's Notes
The most often-cited example of an ERP software is customer ordering and delivery where a customer's order moves smoothly from Sales, where the 'deal' is consummated, to Inventory and Warehousing, which retrieves and packages the order for delivery, to Finance, where invoicing, billing and payments are handled, and on to Manufacturing, where replacement of the bought-and-paid-for product is done