NETWORK MANAGEMENT AND DEVELOPMENT OF NEW BUSINESS OPPORTUNITIES A CASE STUDY IN FINNISH METAL INDUSTRY NETWORK. Tiina Valjakka, Katri Valkokari

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "NETWORK MANAGEMENT AND DEVELOPMENT OF NEW BUSINESS OPPORTUNITIES A CASE STUDY IN FINNISH METAL INDUSTRY NETWORK. Tiina Valjakka, Katri Valkokari"

Transcription

1 NETWORK MANAGEMENT AND DEVELOPMENT OF NEW BUSINESS OPPORTUNITIES A CASE STUDY IN FINNISH METAL INDUSTRY NETWORK Tiina Valjakka, Katri Valkokari VTT Industrial Systems P.O. Box 1301, FIN VTT ABSTRACT This paper describes the development of new business opportunities through a strategic network. The case network is a Finnish metal industry network of seven small and mediumsize enterprises (SMEs). The objective of the research is to recognise and define the mechanisms of how multilateral strategic networks generate new business. The strategic cooperation is seen as a means for SME networks to compete. Network strategy is the tool to create common understanding on strategic issues, e.g. growth strategy, in the network. The Partnet project, within which this research is conducted, consists of three different enterprise networks, each of which has started to evolve towards a strategic network. Juha Lemponen Oy is one of the three core companies and the core of the case network. The network of Juha Lemponen created a vision of the future of the network including agreement on the growth strategy. The network gained a new customer with whom they had a chance to start practising the new way of operating. The researchers actively participated in the development process. The research suggests that the strategic co-operation of an SME network brings along possibilities to create new business opportunities. INTRODUCTION It is widely recognised that the degree to which companies are collaborating to compete is increasing and the co-operation is reaching new and greater forms. Strategic alliances are often seen as a tool for large conglomerates for managing the market and the supply chain. However, strategic bilateral and also multilateral co-operation is diffusing into relatively small companies, too. In Finland, the large globally operating companies have outsourced their functions to a great extent and will continue to do so. There is relatively few middlesized companies capable of providing the larger entities outsourced by the big businesses. One approach suggested as a solution is an SME network where a group of small companies would be responsible for system deliveries (Hyötyläinen et. al, 1999). The potential for system supplying can be seen to depend on the level of network co-operation (Lamming 1993). Turning an SME network into a collaborative system supplier requires several alterations both in the operations of individual companies and in co-operation modes. Close co-operation means that the companies are becoming increasingly involved with each other's strategies. This has brought the concept of strategic enterprise network into discussion. (Jarillo, 1993, Hines et.al 2000, Hyötyläinen 2000) Strategic network co-operation exceeds the bilateral relationship, for there is a shift towards multilateral operations. The aim of the paper is to describe the development of a strategic SME network. The focus is on developing the network's product-market strategy, with an objective of finding new business opportunities.

2 STRATEGIC NETWORK The long-term partnerships of multilateral networks can be seen as strategic enterprise networks. A strategic enterprise network is based on mutual co-operation between companies and has long-term plans and a shared vision of the future. Strategic network may have its own goals, organisational structures or communication mechanisms. (Jarillo 1993, Kuivanen & Hyötyläinen [ed.] 1997, Hyötyläinen, 2000). One of the bases of successful co-operation is that the companies possess complementary competencies and resources (Moss-Kanter, 1994). Close co-operation of companies generates new knowledge of products, technologies and processes. The close and open multilateral cooperation also provides great insider views to companies with different material and technology bases. The new knowledge in networks is one factor that allows visioning new opportunities and facilitates the creation of new business. NETWORK STRATEGY Strategy typically concerns an individual company and states its position among other companies. There are not many studies about making a strategy for a business network, e.g. a supply chain. (Mikkola & Kettunen, 2002) There is a notion of co-operative strategy making as a part of so-called power school of strategy making. Power school views the strategy making as a process of negotiation (Mintzberg et al, 1998). It is noted that the rapidly increasing co-operation such as joint ventures, alliances, and outsourcing in the modern business development may lead to co-operative or collective strategy making becoming a strategy school of its own in the future (Mintzberg et al, 1998) The basis for a strategic network is shared vision of network activity, products, and product development. The networks' operating principles and development visions can be combined into a common network strategy (Hyötyläinen, 2000). Strategy creation and implementation in an enterprise network poses several challenges and complexities. Subcontractors and suppliers have usually multiple customers which may even operate in different businesses. Each company in the network has its own objectives and at the same time they have to see the potential of multilateral strategic co-operation. The traditional Ansoff Matrix (Ansoff, 1965), conventionally used in individual company context (Figure 1), is one tool to utilise in the network strategy process. Existing Products New Products Existing Markets Market Penetration Product Development New Markets Market Development Diversification Figure 1. The Ansoff Matrix. The matrix provides four different product-market strategies for growth. 1. Market penetration: expanding sales from existing products in existing markets. 2. Market

3 development: entering new markets with existing products. 3. Product development: launching new products for existing markets 4. Product diversification: launching new products for new markets. An SME network can use the matrix for systematic definition of the common growth targets and strategies. It can also be used as a tool in more informal discussions on potential new markets and customers, and possible new products or services that can be created by combing the competencies of the network. THE PARTNET RESEARCH PROJECT The Partnet project consists of three different enterprise networks, each of which has started to evolve towards a strategic network. Juha Lemponen Oy is one of the three core companies. The seven companies in the network of Juha Lemponen Oy are all situated in Southern Ostrobothnia, well-known in Finland for its entrepreneurship, and where there is a great number of SME's. The main customers of the network are large global companies in the transportation and electrotechnical industry. Short description of the companies in the network is shown in table 1. Table 1. Companies in the network of Juha Lemponen Oy. Company Subcontracting area Size of the company (Personnel) Juha Lemponen Oy Medium-heavy welding assemblies 50 Company A Structural Steel (Wholesaler) 35 (total in Finland 370) Company B Laser and plasma cutting 6 Company C Robot welding 5 Company D Powder Coating 12 Company E Machining and welding 20 Company F Cutting and bending 12 (total of 40) The Partnet project was launched at the beginning of 2002 and will end in autumn The main objective of the project is to improve and develop the network as a system supplier towards strategic partnerships with the main customers. The four sub-objectives of the project are: 1) achieve deeper and more efficient co-operation in the system supplier network 2) build new models and methods to improve the network operations with the client companies 3) standardize the operations and co-operation modes 4) create new business opportunities via network co-operation Each network also has additional and specific objectives. RESEARCH OBJECTIVES AND METHODS The approach of VTT in development of enterprise networks is experimental development study (e.g. Hyötyläinen 2000), which is grounded on the following principles: wide participation in the companies, development work grounded on real-life problems and development needs in the companies, systematic development process, and transferring the development phase operative models into standard practice. The action research approach is used, the research team actively participating in the analysis and development carried out in the enterprise network. The development process has three main phases which form the basic guideline for systematic progress in the project: Basic analysis, planning and experimentation, and finally consolidation of new ways of action. The basic analysis phase can be seen as the collective strategy making for the network.

4 The main purpose of our long-term research is to recognise and define the mechanisms of how the multilateral strategic networks generate new business. The research question is based on the hypothesis that the creation of new business opportunities in strategic enterprise networks can be a result of different development paths. The aim of the case description is to address how one system supplier network composes and implements its network strategy as a means to find new business opportunities. At the beginning of the project, the researchers interviewed the key persons in each company, total of over 20 persons. A strategy process group of representatives of all seven companies was founded and it held six meetings in the spring of 2002 and now continues its work as a customer process group. The researchers actively participated in the strategy process group and documented the meetings. The companies' own documents and material have also been available for the researchers. This paper is based on material up to March CASE DESCRIPTION Juha Lemponen Oy is a subcontractor of medium-heavy welding assemblies. It was founded in 1989 and both the turnover and personnel have significantly grown over last five years. At the beginning of 2002 the network of Juha Lemponen Oy was a rather loose SME network in which the core company acted as a system supplier towards the customers. At the beginning of the Partnet project a strategy process group was founded. The group had various objectives, starting from simply learning to know better the representatives and resources of each company, to building trust and discuss the network from a wide and long term perspective. The eventual purpose of the discussions was to build a mutual vision and strategy that every company in the network could agree on. The discussion covered the possible changes in the operational environment: main customers, the final customers, competitors, legislation, changes in the workforce, production and information technology etc. Additionally, the resources, consisting of machinery and skills and including growth strategy of each individual company were thoroughly assessed. The result of the work of the strategy process group was a vision of the future of the network (Figure 2). The vision model includes several noteworthy dimensions: - Strategic partnerships with the main customers. The core company towards the customers is in most cases Juha Lemponen Oy. - Network strategy, which includes common objectives and rules concerning eg. policy on pricing and profit sharing. - Network organisation, the core being a management team of one representative from each company in the network. - The network operations will be agile and flexible. - The order-to-delivery process will be gradually automated as soon as the usability and price range of information technology solutions are suitable for SMEs. One clear target of the network of Juha Lemponen is growth. The Ansoff Matrix (Figure 1) was used to find the common understanding of the growth strategy. The companies agreed that existing products and existing markets (Market development strategy) would be the natural and safe start. Since the network is a subcontractor network with neither own products nor much experience in product development, the next step was to gain new customers with the existing know-how (Market penetration strategy).

5 CUSTOMERS CUSTOMERS CUSTOMERS Strategic partnerships Network Strategy Network Organization Company F Steel Structures Company E Machined Parts Juha Lemponen Oy System supplier Assemblies Strategic Network Company A Steel Deliveries Company B Laser cutting Network Operations Company D Powder Coating Company C Robot Welding Figure 2. The vision model of the Juha Lemponen Oy network. In September 2002 the network got a chance to offer a new large assembly to a customer that had previously ordered some occasional work. This was accomplished through several discussions with the customer the same year. The request for offer was brought to a strategy group meeting where every company of the network was informed at the same time, and the representative of Juha Lemponen Oy asked the commitment, resources, and willingness to accept the new big challenge. This was a totally new way of operating in the network. This offer was seen as a potential start of long term co-operation with the new customer and at the same time as a chance to develop and test the business model of the strategic network. The network won the deal. CONCLUSIONS AND DISCUSSION Strategic network co-operation brings along several benefits. The possibility to strengthen the business by growing is one of them. Our case study of the network of Juha Lemponen Oy shows that the growth strategy as a result of a joint network strategy process brings along chances to create new business opportunities. The natural start of the growth path of a SME system supplier network is to increase the market share with the existing customers. The next step is to find new customers that could utilise the existing combination of the know-how in the network The challenges of a strategic SME network are various, e.g., how to maintain the strategic cooperation, when not every company in the network is involved in each customer product or project. Our research will continue in the Partnet project and will follow how the network of Juha Lemponen Oy and its operations evolve in practise during the project, and by what means it achieves growth and conquers the inevitable disagreements and difficulties. There is a complementary research going on with another network in the Partnet project where a strategic network is pursuing totally new markets with new and innovative ways to combine their technology and know-how.

6 REFERENCES Ansoff, H. I Corporate Strategy. An analytic approach to business policy for growth and expansion. New York, McGraw-Hill. Hines, P., Lamming, R., Jones, D., Cousins, P., & Rich, N Value Stream Management. Strategy and Excellence in Supply Chain. Harlow: Financial Times-Prentice Hall. Hyötyläinen, R Development Mechanisms of Strategic Enterprise Networks. Learning and Innovation in Networks. Espoo: VTT Publications 417. Hyötyläinen, R., Smolander, A., Valjakka, T., & Räsänen, P From a Group Businesses to a System Supplier. In: Alasoini, T. & Halme, P. (Eds.), Learning Organizations, Learning Society. Helsinki: Edita, Ministry of labour, Finnish National Workplace Development Programme, Yearbook 1999, reports 8. pp Jarillo, J. Strategic Networks. Creating Borderless Organization. oxford: Butterworth- Heinemann. Kuivanen, R. & Hyötyläinen, R Kohti uudenlaisia yritysverkostoja. Monenkeskisen verkostoyhteistyön kehittäminen. Espoo: VTT, Tiedotteita (In Finnish.) Lamming, R Beyond Partnership. Strategies for Innovation and Lean Supply. New. York: Prentice Hall. Mintzberg, H., Ahlstrand, B. & Lampel, J Strategy Safari. London: Prentice Hall. Mikkola M, Kettunen J Creating a technology strategy for a supplier network: a case of mobile communications equipment manufacturing. In: Integrating supply chains and internal operations through ebusiness. Proceedings of the 7th International Symposium on Logistics and the 2nd International Symposium on Operations Strategy. Melbourne, July Monash and Victoria universities. Moss Kanter, R Collaborative advantage: the art of alliances. Harvard Business Review, 72 (July-August), pp

Business Strategy Development Meets ICT Strategy

Business Strategy Development Meets ICT Strategy Abstract No. 002-0206 Business Strategy Development Meets ICT Strategy Second World Conference on POM and 15th Annual POM Conference, Cancun, Mexico, April 30 - May 3, 2004. Business Strategy Development

More information

DEVELOPMENT PLAN FOR INTERNATIONALISATION 2020

DEVELOPMENT PLAN FOR INTERNATIONALISATION 2020 DEVELOPMENT PLAN FOR INTERNATIONALISATION 2020 Content INTRODUCTION Vision for International Activities 2020 1. INTERNATIONALISATION OF EDUCATION... 1 2. RDI WORK... 4 3. INTERNATIONALISATION OF THE REGION...

More information

Tekes funding services for small and medium-sized enterprises

Tekes funding services for small and medium-sized enterprises Tekes funding services for small and medium-sized enterprises Did you know? More than 70 per cent of Tekes funfing for companies is allocated to development projects of small and medium-sized enterprises.

More information

S4i Stainless. for Industry. A Complete Service Concept Providing Added Value to the Customer. cutting edge solutions. cutting edge solutions

S4i Stainless. for Industry. A Complete Service Concept Providing Added Value to the Customer. cutting edge solutions. cutting edge solutions S4i Stainless for Industry S4i is a complete service concept providing everything from design to final installation, as well as omprehensive service solutions to the following industries: pulp and paper,

More information

Enterprise Mobility Cluster Finnish SMEs

Enterprise Mobility Cluster Finnish SMEs Enterprise Mobility Cluster Finnish SMEs Spinverse Ltd Jouko Lintunen Senior Consultant Josi Reponen ICT Manager Tommi Ristinen Analyst Report contents 1. Management summary 2. About the report 3. Cluster

More information

The North West Aerospace Alliance Aerospace Supply Chain Excellence (ASCE)

The North West Aerospace Alliance Aerospace Supply Chain Excellence (ASCE) The North West Aerospace Alliance Aerospace Supply Chain Excellence (ASCE) The content of this material is the property of the North West Aerospace Alliance (NWAA) and should not be reproduced without

More information

Role of ICTs and knowledge-based industries in industrial restructuring the Finnish experience

Role of ICTs and knowledge-based industries in industrial restructuring the Finnish experience Role of ICTs and knowledge-based industries in industrial restructuring the Finnish experience Antti Eskola Ministry of Trade and Industry Helsinki, Finland UNECE Trade and Industry Development Week 24

More information

Strategic Planning. Credit value: 15 Guided learning hours: 45. Unit aim. Unit introduction

Strategic Planning. Credit value: 15 Guided learning hours: 45. Unit aim. Unit introduction 22727C Strategic Planning Unit code: QCF Level 7: H/602/2330 BTEC Professional Credit value: 15 Guided learning hours: 45 Unit aim This unit provides the learner with an understanding of how to review

More information

Module 7 8/12/2010. What types of strategies are used by organizations? How are strategies formulated and

Module 7 8/12/2010. What types of strategies are used by organizations? How are strategies formulated and Module 7 Module 7 Strategy and Strategic Management What types of strategies are used by organizations? How are strategies formulated and implemented? 7.1 Types of organizational strategies Comprehensive

More information

Sector insights: skills and performance challenges in the advanced manufacturing sector. Executive Summary 93 June 2015

Sector insights: skills and performance challenges in the advanced manufacturing sector. Executive Summary 93 June 2015 Sector insights: skills and performance challenges in the advanced manufacturing sector Executive Summary 93 June 2015 [This page is intentionally left blank] Sector Insights: skills and performance challenges

More information

COBTEC, Research Programme. Petri Kalliokoski, Anna Aminoff, Tiina Valjakka, Tiina Apilo, Jukka Hemilä, Iiro Salkari, Toni Jarimo, Mikko Uoti

COBTEC, Research Programme. Petri Kalliokoski, Anna Aminoff, Tiina Valjakka, Tiina Apilo, Jukka Hemilä, Iiro Salkari, Toni Jarimo, Mikko Uoti COBTEC, Research Programme Petri Kalliokoski, Anna Aminoff, Tiina Valjakka, Tiina Apilo, Jukka Hemilä, Iiro Salkari, Toni Jarimo, Mikko Uoti Executive Summary Research Programme Collaborative Business

More information

Risks and risk management in ERP Project - cases in SME Context

Risks and risk management in ERP Project - cases in SME Context Risks and risk management in ERP Project - cases in SME Context Mika Ojala Tampere University of Technology, Institute of Industrial Management, P.O. Box 541, 33101 Tampere, Finland mika.ojala@tut.fi Inka

More information

Embassy of Brazil. Survey to Finnish high-tech companies. Pasi Huovinen, Kristina Kajaani-Kurki and Marko Mäkinen February 2013

Embassy of Brazil. Survey to Finnish high-tech companies. Pasi Huovinen, Kristina Kajaani-Kurki and Marko Mäkinen February 2013 Embassy of Brazil Survey to Finnish high-tech companies Pasi Huovinen, Kristina Kajaani-Kurki and Marko Mäkinen February 2013 2 26.2.2013 10307 Embassy of Brazil phu/kkk/mmä Contents INTRODUCTION 3 BACKGROUND

More information

Innovation: More than Research and Development

Innovation: More than Research and Development Bulletins of the Number Manufacturing Performance Survey June 2005 33 Innovation: More than Research and Development Growth opportunities on different innovation paths Steffen Kinkel, Gunter Lay and Jürgen

More information

Recruitment Process Outsourcing Methodology Statement

Recruitment Process Outsourcing Methodology Statement Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About

More information

Degree. Typical Tasks for Graduates. Implementation of Studies CURRICULUM. BUSINESS ECONOMICS Centre for Business and Engineering

Degree. Typical Tasks for Graduates. Implementation of Studies CURRICULUM. BUSINESS ECONOMICS Centre for Business and Engineering CURRICULUM BUSINESS ECONOMICS Centre for Business and Engineering The Degree Programme in Business Economics provides you with a solid, wide and holistic understanding of business. You learn to comprehend

More information

Research Report IT barometer 2009. A survey on the importance of IT in Finnish companies from the perspective of IT and business management

Research Report IT barometer 2009. A survey on the importance of IT in Finnish companies from the perspective of IT and business management Research Report IT barometer 2009 A survey on the importance of IT in Finnish companies from the perspective of IT and business management 1. Introduction... 3 1.1. Research Data... 3 1.2. Summary... 4

More information

Entrepreneurship Structural Fund period 2007 2013

Entrepreneurship Structural Fund period 2007 2013 Leverage from the EU for Entrepreneurship Structural Fund period 2007 2013 Contents 3 Leverage from the EU for Entrepreneurship 4 Support for developing entrepreneurship from the EU's Structural Funds

More information

VTT Technical Research Centre of Finland 2010

VTT Technical Research Centre of Finland 2010 VTT Technical Research Centre of Finland 2010 02/04/2010 2 GDP share of R&D expenditure in Finland % 3 3.43 3.45 3.48 3.45 3.47 3.72 3.92 2.1 1990 1998 2003 2004 2005 2006 2007 2008 2009 Source: Statistics

More information

Finland must take a leap towards new innovations

Finland must take a leap towards new innovations Finland must take a leap towards new innovations Innovation Policy Guidelines up to 2015 Summary Finland must take a leap towards new innovations Innovation Policy Guidelines up to 2015 Summary 3 Foreword

More information

THE MCKINSEY GROWTH MODEL

THE MCKINSEY GROWTH MODEL THE MCKINSEY GROWTH MODEL Ansoff s product/market matrix Product / service New Product development Diversification Present Market penetration Market development Present New Market / segment Diversification

More information

Finland s Innovation Policy. Ministry of Employment and the Economy Innovation Department 23.8.2010

Finland s Innovation Policy. Ministry of Employment and the Economy Innovation Department  23.8.2010 Finland s Innovation Policy Ministry of Employment and the Economy Innovation Department www.tem.fi/inno 23.8.2010 Finnish innovation environment = public-private partnership Parliament of Finland Council

More information

Small and Medium-Sized Enterprises

Small and Medium-Sized Enterprises Kari Sipilä Small and Medium-Sized Enterprises D.Sc. (Techn.) h.c. and Intellectual Property Executive Director Brasov, Romania Foundation for Finnish Inventions May 14-15, 2002 Espoo, Finland INNOVATION

More information

MANAGEMENT OF NETWORKED R&D PROCESSES

MANAGEMENT OF NETWORKED R&D PROCESSES MANAGEMENT OF NETWORKED R&D PROCESSES Tiina Apilo VTT Industrial Systems, Finland Tiina.Apilo@vtt.fi ABSTRACT Current product development trends pose significant challenges for networked R&D management.

More information

MANAGING BUYER-SUPPLIER RELATIONSHIPS IN A SUPPLY NETWORK - THE BUYER S PERSPECTIVE

MANAGING BUYER-SUPPLIER RELATIONSHIPS IN A SUPPLY NETWORK - THE BUYER S PERSPECTIVE MANAGING BUYER-SUPPLIER RELATIONSHIPS IN A SUPPLY NETWORK - THE BUYER S PERSPECTIVE Åsa Hagberg-Andersson Department of Management and Organization Swedish School of Economics and Business Administration

More information

QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING

QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING Authors and the Finnish National Board of Education ISBN

More information

OVERVIEW OF CONTRACTUAL AGREEMENTS FOR THE TRANSFER OF TECHNOLOGY

OVERVIEW OF CONTRACTUAL AGREEMENTS FOR THE TRANSFER OF TECHNOLOGY OVERVIEW OF CONTRACTUAL AGREEMENTS FOR THE TRANSFER OF TECHNOLOGY I. Introduction 1. Simply put, technology transfer is the process by which a technology, expertise, knowhow or facilities developed by

More information

MARKETING MANAGEMENT & STRATEGY

MARKETING MANAGEMENT & STRATEGY MARKETING MANAGEMENT & STRATEGY Equivalent QCF level: Level 7 Credit Value: 30 Learning time (hours): 300 UNIT PURPOSE This unit provides the learner with an understanding about the importance of creating

More information

Lu.Be.C. Lucca, 21 e 22 ottobre 2010

Lu.Be.C. Lucca, 21 e 22 ottobre 2010 Tekes the Finnish Funding Agency for Technology and Innovation Tekes Agenzia Finlandesa per la Promozione di Tecnologia ed Innovazione Lu.Be.C. Lucca, 21 e 22 ottobre 2010 1. Facts - and figures 2. Tekes

More information

IV International Symposium Agrosym 2013

IV International Symposium Agrosym 2013 10.7251/AGSY13031231K CONNECTING AS A FACTOR OF SUCCESS FOR SME s FROM THE AGRICOMPLEX IN THE REPUBLIC OF MACEDONIA Tosho KOSTADINOV*, Nedeljka NIKOLOVA, Eljmi JUSUFI, Vesna LEVKOV, Natasha GJORGOVSKA

More information

The Community Innovation Survey 2010 (CIS 2010)

The Community Innovation Survey 2010 (CIS 2010) The Community Innovation Survey 2010 (CIS 2010) THE HARMONISED SURVEY QUESTIONNAIRE The Community Innovation Survey 2010 FINAL VERSION July 9, 2010 This survey collects information on your enterprise s

More information

Which B2B E-Business Model: The Case of Australian Agribusiness Organisations. Eric Ng University of Southern Queensland

Which B2B E-Business Model: The Case of Australian Agribusiness Organisations. Eric Ng University of Southern Queensland Which B2B E-Business Model: The Case of Australian Agribusiness Organisations Eric Ng University of Southern Queensland Meredith Lawley University of the Sunshine Coast Jane Summers University of Southern

More information

Energy Efficiency Agreement for Industries Company Accession Document for the Action Plan for Energy Production

Energy Efficiency Agreement for Industries Company Accession Document for the Action Plan for Energy Production 1(4) Unofficial translation Energy Efficiency Agreement for Industries Company Accession Document for the Action Plan for Energy Production 1. Company (Name of Company) joins the Energy Efficiency Agreement

More information

Chapter 2 INDUSTRIAL BUYING BEHAVIOUR: DECISION MAKING IN PURCHASING

Chapter 2 INDUSTRIAL BUYING BEHAVIOUR: DECISION MAKING IN PURCHASING Chapter 1 THE ROLE OF PURCHASING IN THE VALUE CHAIN The role and importance of the purchasing and supply function in the value chain. The difference between concepts such as ordering, buying, purchasing,

More information

State Aid for Research, Development and Innovation for the Benefit of Luxembourg s Economy

State Aid for Research, Development and Innovation for the Benefit of Luxembourg s Economy State Aid for Research, Development and Innovation for the Benefit of Luxembourg s Economy Law of 5 June 2009 relating to the promotion of research, development and innovation CONTENTS Editorials 03 The

More information

Impact of Information Technology in Developing Organizational Strategies and Processes

Impact of Information Technology in Developing Organizational Strategies and Processes Impact of Information Technology in Developing Organizational Strategies and Processes Sana Ansari Student of M.Phil National University of Modern Languages, Multan Campus Abstract This paper insight a

More information

D.A.M. De Silva and Trond Bjorndal, Sabaragamuwa University of Sri Lanka and Centre for the Economics and Management of Aquatic Resources(CEMARE), UK

D.A.M. De Silva and Trond Bjorndal, Sabaragamuwa University of Sri Lanka and Centre for the Economics and Management of Aquatic Resources(CEMARE), UK D.A.M. De Silva and Trond Bjorndal, Sabaragamuwa University of Sri Lanka and Centre for the Economics and Management of Aquatic Resources(CEMARE), UK Introduction Objectives Conceptual framework Methodology

More information

ARENE S ENTREPRENEURSHIP RECOMMENDATIONS

ARENE S ENTREPRENEURSHIP RECOMMENDATIONS ARENE S ENTREPRENEURSHIP RECOMMENDATIONS 12 March 2015 Working group: Riikka Ahmaniemi (JAMK), Kari Ristimäki (SeAMK), Lauri Tuomi (HAAGA-HELIA), Mika Tuuliainen (Federation of Finnish Enterprises), Susanna

More information

A strategic risk? Outsourcing:

A strategic risk? Outsourcing: 20 Outsourcing: A strategic risk? Aaron Relph and David Parker discuss the need for commercial caution when evaluating the benefits or otherwise of. Abstract Many companies use as a strategy to reduce

More information

Exploring Competitive Advantage through Lean Implementation in the Aerospace Supply Chain

Exploring Competitive Advantage through Lean Implementation in the Aerospace Supply Chain Exploring Competitive Advantage through Lean Implementation in the Aerospace Supply Chain Valerie Crute, Allan Wickham, Richard Johns and Andrew Graves UK Lean Aerospace Initiative, School of Management

More information

/ WHITEPAPER / THE BIMODAL IT

/ WHITEPAPER / THE BIMODAL IT / WHITEPAPER / THE BIMODAL IT By Melbourne IT Enterprise Services IMPLEMENTING THE DYNAMIC COMPONENT FOR A DIGITAL WORLD Among the IT operational models developed over the years, the recent release of

More information

Information Systems in Virtual Corporations: Issues for ERP Based E-business Systems

Information Systems in Virtual Corporations: Issues for ERP Based E-business Systems Informing Science InSITE - Where Parallels Intersect June 2002 Information Systems in Virtual Corporations: Issues for ERP Based E-business Systems Samo Bobek, Vojko Potocan, Simona Sternad, and Heri Spicka

More information

KEF elean Project. e DELIVERY MECHANISMS FOR LEAN TRAINING - RESEARCH REPORT. September 2006

KEF elean Project. e DELIVERY MECHANISMS FOR LEAN TRAINING - RESEARCH REPORT. September 2006 KEF elean Project e DELIVERY MECHANISMS FOR LEAN TRAINING - RESEARCH REPORT September 2006 Chiamaka Chuke Okafor BSc MSc (Hons), Research Associate Lean Enterprise Research Centre Cardiff Business School

More information

Supply Chain Strategies

Supply Chain Strategies Supply Chain Strategies Customer-driven and customer-focused Tony Hines ELSEVIER BUTTERWORTH HEINEMANN AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY

More information

MARKETING STRATEGY FOR SOCIAL ENTERPRISE

MARKETING STRATEGY FOR SOCIAL ENTERPRISE MARKETING STRATEGY FOR SOCIAL ENTERPRISE Equivalent QCF level: Level 7 Credit Value: 15 Learning time (hours): 150 UNIT PURPOSE This unit provides learners with a complex view of marketing in small and

More information

JAPAN. 1. Priority of the science and technology area and the promotion of the basic research.

JAPAN. 1. Priority of the science and technology area and the promotion of the basic research. JAPAN 1. General policy framework In response to the needs of the 21 st century, we promote science and technology and aim at establishing a Japan based on creativity in science and technology, aiming

More information

Unit 1: Investigating engineering business and the environment

Unit 1: Investigating engineering business and the environment Unit 1: Investigating engineering business and the environment The unit is externally assessed by means of a written paper, which is sat under formal examination conditions. The format of the paper is

More information

QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING

QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING Recommendations Working Group PREFACE Vocational education and training (VET) and those responsible for providing it play more and

More information

Tax Reliefs for Research and Development Expenditure

Tax Reliefs for Research and Development Expenditure Tax Reliefs for Research and Development Expenditure Introduction Successive Governments have recognised that encouraging businesses to undertake Research and Development (R&D) activities in the UK is

More information

Foreign Trade Dr I. Chaneta Faculty of Commerce University of Zimbabwe

Foreign Trade Dr I. Chaneta Faculty of Commerce University of Zimbabwe dean@commerce.uz.ac.zw Dr I. Chaneta Faculty of Commerce University of Zimbabwe ABSTRACT The importance of foreign trade in general and exporting in particular to a country s economy cannot be over emphasised.

More information

The Stakeholder Map in Higher Education

The Stakeholder Map in Higher Education DOI: 10.7763/IPEDR. 2014. V 78. 7 The Stakeholder Map in Higher Education Juha Kettunen 1 1 Turku University of Applied Sciences Abstract. Although higher education institutions and their units have acknowledged

More information

The Supply Chain Management Process

The Supply Chain Management Process article The Supply Chain Management Process D r N e va n W r i g h t, A U T U n i v e r s i t y, N e w Z e a l a n d, e - m a i l : N e va n. w r i g h t @ a u t. a c. n z The primary purpose of this introductory

More information

Energy Efficiency Agreement between the Ministry of Trade and Industry and the Municipality of (2008 2016)

Energy Efficiency Agreement between the Ministry of Trade and Industry and the Municipality of (2008 2016) Dnro 7202/804/2008 Unofficial translation Energy Efficiency Agreement between the Ministry of Trade and Industry and the Municipality of (2008 2016) 1 The starting points and grounds for the agreement

More information

What is important and topical in working life research and workplace development?

What is important and topical in working life research and workplace development? What is important and topical in working life research and workplace development? Tuomo Alasoini Finnish Funding Agency for Innovation tuomo.alasoini[at]tekes.fi Developing working life high on the political

More information

People, products and service

People, products and service People, products and service PROFILE 2 Contents Introduction...3 What we offer...4 our vision, task and promise....5 OUR ASSETS...6 people, products and service.... 7 Zenith s capabilities...8 Our story....9

More information

STRENGTHS AND WEAKNESSES OF CURRENT SUPPLY CHAIN MANAGEMENT AND INITIATIVES FOR THE FUTURE. Diana-Maria DIACONU (NIDELEA) 1 Cristina ALPOPI 2

STRENGTHS AND WEAKNESSES OF CURRENT SUPPLY CHAIN MANAGEMENT AND INITIATIVES FOR THE FUTURE. Diana-Maria DIACONU (NIDELEA) 1 Cristina ALPOPI 2 STRENGTHS AND WEAKNESSES OF CURRENT SUPPLY CHAIN MANAGEMENT AND INITIATIVES FOR THE FUTURE Diana-Maria DIACONU (NIDELEA) 1 Cristina ALPOPI 2 ABSTRACT Supply Chain Management is the potential way of securing

More information

CHAPTER 8: Organisational objectives, growth and scale

CHAPTER 8: Organisational objectives, growth and scale CHAPTER 8: Organisational objectives, growth and scale The Objectives of Organisations Key Revision Points Organisational goals can be classified into a number of categories: Those that aim to make a profit

More information

The Liideri Business, Productivity and Joy at Work Programme in a Nutshell

The Liideri Business, Productivity and Joy at Work Programme in a Nutshell The Liideri Business, Productivity and Joy at Work Programme in a Nutshell Tuomo Alasoini Tekes Finnish Funding Agency for Innovation tuomo.alasoini[at]tekes.fi Developing working life high on the political

More information

The Promotion of Women Entrepreneurship in Finland

The Promotion of Women Entrepreneurship in Finland The Promotion of Women Entrepreneurship in Finland 26.10.2010 Tuulikki Laine-Kangas Women entrepreneurship in Finland 83 000 women entrepreneurs Women entrepreneurs accounted for over 30 % of the total

More information

LEARNING AND COMPETENCE 2020. Strategy of the Finnish National Board of Education (FNBE)

LEARNING AND COMPETENCE 2020. Strategy of the Finnish National Board of Education (FNBE) LEARNING AND COMPETENCE 2020 Strategy of the Finnish National Board of Education (FNBE) Enhancing studies and provision of education and training Strengthening teaching personnel s competence Leading and

More information

Let s Talk. A Case Study: ATX Technologies working with the University of Leicester. Business Collaborators Innovators Partners. www.le.ac.

Let s Talk. A Case Study: ATX Technologies working with the University of Leicester. Business Collaborators Innovators Partners. www.le.ac. Let s Talk Business Collaborators Innovators Partners A Case Study: ATX Technologies working with the University of Leicester www.le.ac.uk/business UNIVERSITY OF LEICESTER ENTERPRISE AND BUSINESS DEVELOPMENT

More information

Six Years Journey from Local Needs to a Health Informatics Degree Program A Case Study

Six Years Journey from Local Needs to a Health Informatics Degree Program A Case Study Six Years Journey from Local Needs to a Health Informatics Degree Program A Case Study T. Saarenpää 1, J. Kontio 2, E. Kontio 3, J. Roslöf 4 1~4 Faculty of Telecommunication and e-business, Turku University

More information

BNM816 SUPPLY CHAIN MANAGEMENT

BNM816 SUPPLY CHAIN MANAGEMENT BNM816 SUPPLY CHAIN MANAGEMENT Academic Year 2012/13 Number of Aston Credits: 15 Number of ECTS Credits: 7.5 Staff Member Responsible for the Module: Dr Prasanta Dey, Information & Operations Management

More information

The Changing Structure of the Fleet Vehicle Channel in Australia. Marion Steel and G Peter Dapiran, Monash University. Abstract

The Changing Structure of the Fleet Vehicle Channel in Australia. Marion Steel and G Peter Dapiran, Monash University. Abstract The Changing Structure of the Fleet Vehicle Channel in Australia Marion Steel and G Peter Dapiran, Monash University Abstract A model proposed by Stern, El-Ansary and Brown (1989) suggests that environmental

More information

Key Account Management: The role of the Sales Manager

Key Account Management: The role of the Sales Manager Key Account Management: The role of the Sales Manager Presented by Tim Royds MA (Sales Management), Dip (Sales), FInstSMM,, FCIM, BSc (Hons( Hons) Purpose of the session To provoke thought. To reinforce

More information

Dr. Horst Fischer, Corporate Vice President, Siemens AG Any company wishing to prosper in the next millennium will also have to efficiently manage

Dr. Horst Fischer, Corporate Vice President, Siemens AG Any company wishing to prosper in the next millennium will also have to efficiently manage Fundamentals of Intellectual Property (IP) Management by Small and Medium-Sized Enterprises (SMEs) Dr. Horst Fischer, Corporate Vice President, Siemens AG Any company wishing to prosper in the next millennium

More information

Costs of occupational accidents - Effects of occupational safety on company business A research and development project

Costs of occupational accidents - Effects of occupational safety on company business A research and development project Costs of occupational accidents - Effects of occupational safety on company business A research and development project Markku Aaltonen 1 ; Kimmo Oinonen 2 ; Jari-Pekka Kitinoja 3 ; Jorma Saari 4 ; Mika

More information

The Helsinki Communiqué

The Helsinki Communiqué The Helsinki Communiqué on Enhanced European Cooperation in Vocational Education and Training Communiqué of the European Ministers of Vocational Education and Training 1, the European Social partners 2

More information

Performance measurement in construction logistics

Performance measurement in construction logistics Int. J. Production Economics 69 (2001) 107}116 Performance measurement in construction logistics Tutu Wegelius-Lehtonen* Department of Industrial Management, Helsinki University of Technology, P.O. Box

More information

THE INSURANCE REHABILITATION ASSOCIATION OF FINLAND (VKK): FINLAND

THE INSURANCE REHABILITATION ASSOCIATION OF FINLAND (VKK): FINLAND THE INSURANCE REHABILITATION ASSOCIATION OF FINLAND (VKK): FINLAND 1. Organisations involved Insurance Rehabilitation Association of Finland (VKK) Finnish Motor Insurers Centre Federation of Accident Insurance

More information

Selection of Manufacturing Process Related Projects

Selection of Manufacturing Process Related Projects Selection of Manufacturing Process Related Projects Search for process technology enabling new materials to replace copper in component A large engineering client uses large quantities of copper in a critical

More information

Degree Programme in Business Information Systems. Bachelor of Business Administration. The maximum number of admission score

Degree Programme in Business Information Systems. Bachelor of Business Administration. The maximum number of admission score Curriculum 1 (6) GENERAL INFORMATION DEGREE PROGRAMME PERIOD OF EXECUTION 2013-2016 SCOPE DESCRIPTION Degree Programme in Business Information Systems 210 ECTS credits Business information system skills

More information

MODULE TITLE: Exploring Strategy

MODULE TITLE: Exploring Strategy SCHOOL OF ARTS, SOCIAL SCIENCES AND MANAGEMENT DIVISION OF BUSINESS, ENTERPRISE AND MANAGEMENT LEVEL 3 DIET 2 MODULE CODE: B3132 MODULE TITLE: Exploring Strategy DATE: 29 July 2013 WRITING TIME: 2 Hours

More information

Survey: Competitive edge and value by streamlining Purchase-to-Pay

Survey: Competitive edge and value by streamlining Purchase-to-Pay Survey: Competitive edge and value by streamlining Purchase-to-Pay Companies would gain significant benefits by improving their purchase-to-pay functions December 2013 Copyright @ OpusCapita Oy, Keilaranta

More information

Profitability improves despite a slow-growth IT services market

Profitability improves despite a slow-growth IT services market Tieto Q2/213 Profitability improves despite a slow-growth IT services market Kimmo Alkio President and CEO Lasse Heinonen CFO Pellervo Hämäläinen VP, Communications & IR 19 July 213 Q2 213 in brief Profitability

More information

CREATING A LEAN BUSINESS SYSTEM

CREATING A LEAN BUSINESS SYSTEM CREATING A LEAN BUSINESS SYSTEM This white paper provides an overview of The Lean Business Model how it was developed and how it can be used by enterprises that have decided to embark on a journey to create

More information

Full-time MSc in Logistics and Supply Chain Management

Full-time MSc in Logistics and Supply Chain Management Full-time MSc in Logistics and Supply Chain Management Course structure and content 2016-2017 The course has been developed to produce expert logistics and supply chain professionals who can take the skills

More information

Supply Chain Operations

Supply Chain Operations Try a module as a taster for the programme. See www.ul.ie/cpe/scm for details Online Master of Science in Supply Chain Operations Programme Information Contents Programme Title... 1 Award Type... 1 Awarding

More information

Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications 9.1 2007 by Prentice Hall LEARNING OBJECTIVES Demonstrate how enterprise systems achieve operational excellence

More information

Research Programme: The Application of Information Technology in Mechanical, Civil and Automation Engineering (KITARA) 2005-2009

Research Programme: The Application of Information Technology in Mechanical, Civil and Automation Engineering (KITARA) 2005-2009 Research Programme: The Application of Information Technology in Mechanical, Civil and Automation Engineering (KITARA) 2005-2009 ICT and automation applications in road repairing and road construction

More information

Human Resource Information System Contributes to the Management of Competence and Knowledge

Human Resource Information System Contributes to the Management of Competence and Knowledge 11th International Conference on Human Resource Development Research and Practice across Europe, June 2 4, 2010, Pecs, Hungary Human Resource Information System Contributes to the Management of Competence

More information

Additionality and Tekes

Additionality and Tekes Annual Conference of Taftie, Wien 25.11.2003 Additionality and Tekes Markus Koskenlinna Impact Analysis Tekes, The national technology agency Finland markus.koskenlinna@tekes.fi www.tekes.fi Criteria for

More information

Polish Agency for Enterprise Development

Polish Agency for Enterprise Development 2012 Polish Agency for Enterprise Development We support good governance Management is an imposition of order on chaos Henry M. Boettinger The Polish Agency for Enterprise Development (PARP) is a state

More information

Fiblon Corporate Responsibility Report 2013 2014

Fiblon Corporate Responsibility Report 2013 2014 Fiblon Corporate Responsibility Report 2013 2014 Foreword In reaching Fiblon s business targets, our highly competent and motivated staff is our most important asset. Our longstanding determination to

More information

ANZAM 2015 Streams and Keywords

ANZAM 2015 Streams and Keywords ANZAM 2015 Streams and Keywords Stream Keywords 01. Managing for Peak Performance strategic HRM strategic change technological change global business environment innovation managing across cultures international

More information

Local Tourism Development

Local Tourism Development CSS CENTRE FOR SERVICE STUDIES RESEARCH 10:2 REPORT Jon Sundbo Cases in Public-Private Network Collaboration and Servcie Innovations Local Tourism Development Center for Service Studies Roskilde University

More information

SOUTH EAST EUROPE TRANSNATIONAL CO-OPERATION PROGRAMME. Terms of reference Policy Learning Mechanisms in Support of Cluster Development

SOUTH EAST EUROPE TRANSNATIONAL CO-OPERATION PROGRAMME. Terms of reference Policy Learning Mechanisms in Support of Cluster Development SOUTH EAST EUROPE TRANSNATIONAL CO-OPERATION PROGRAMME 3 rd Call for Proposals Terms of reference Policy Learning Mechanisms in Support of Cluster Development March 2011 1. Background Networking activities

More information

From Trade to Partnership

From Trade to Partnership From Trade to Partnership FINLAND S ECONOMIC STRATEGY FOR RUSSIA Editors Simon-Erik Ollus Nils Torvalds SITRA REPORTS SERIES 58 From Trade to Partnership FINLAND S ECONOMIC STRATEGY FOR RUSSIA Editors

More information

YOUR LOCAL SOURCE IN A GLOBAL WORLD YOUR SUPPLIER OF METAL COMPONENTS

YOUR LOCAL SOURCE IN A GLOBAL WORLD YOUR SUPPLIER OF METAL COMPONENTS YOUR LOCAL SOURCE IN A GLOBAL WORLD YOUR SUPPLIER OF METAL COMPONENTS CASTINGS WELDING FORGINGS CNC PLATE MACHINING CASTINGS WELDING There are many obvious benefits for you by choosing to use castings.

More information

Having undertaken a general discussion on the basis of Report IV, Small and medium-sized enterprises and decent and productive employment creation,

Having undertaken a general discussion on the basis of Report IV, Small and medium-sized enterprises and decent and productive employment creation, International Labour Conference Provisional Record 104th Session, Geneva, June 2015 11-1 Fourth item on the agenda: Small and medium-sized enterprises and decent and productive employment creation Reports

More information

Smart Ways of Action Operations Models: Tools for Waste Prevention in the Workplace

Smart Ways of Action Operations Models: Tools for Waste Prevention in the Workplace Smart Ways of Action Operations Models: Tools for Waste Prevention in the Workplace Riitta-Liisa Hahtala, YTV Waste Management Silja Huuhtanen, YTV Regional and Environmental Information Seppo Kajaste,

More information

Dialogue between the Government and stakeholders a crucial factor for improving Business Environment

Dialogue between the Government and stakeholders a crucial factor for improving Business Environment Dialogue between the Government and stakeholders a crucial factor for improving Business Environment Anrijs Matīss Deputy State Secretary Ministry of Economics of the Republic of Latvia Brivibas street

More information

COURSE SPECIFICATION DOCUMENT. Italy Study Centre Rome / Florence. Italian Family Businesses and Entrepreneurship

COURSE SPECIFICATION DOCUMENT. Italy Study Centre Rome / Florence. Italian Family Businesses and Entrepreneurship COURSE SPECIFICATION DOCUMENT NOTE: ANY CHANGES TO A CSD MUST GO THROUGH ALL OF THE RELEVANT APPROVAL PROCESSES, INCLUDING LTPC. Academic School Programme: Business and Economics Italy Study Centre Rome

More information

RSC Solutions Consultant

RSC Solutions Consultant RSC Solutions Consultant Grade 6 More about Aimia and what we do Loyalty management is the process of identifying, understanding and influencing best customers in order to build sustained, reciprocal and

More information

5 Keys to Effective Innovation and New Product Development (NPD) Planning. Copyright Sopheon plc. All rights reserved worldwide.

5 Keys to Effective Innovation and New Product Development (NPD) Planning. Copyright Sopheon plc. All rights reserved worldwide. 5 Keys to Effective Innovation and New Product Development (NPD) Planning Next Copyright Sopheon plc. All rights reserved worldwide. This work is licensed under the Creative Commons Attribution Non-Commercial

More information

THE DEVELOPMENT OF AN INTERNATIONAL BUSINESS STRATEGY

THE DEVELOPMENT OF AN INTERNATIONAL BUSINESS STRATEGY THE DEVELOPMENT OF AN INTERNATIONAL BUSINESS STRATEGY DeRuiter Consultancy International Market & Investment Surveyors A STEP-BY-STEP APPROACH TO DEVELOPING A BUSINESS STRATEGY FOR INTERNATIONAL GROWTH

More information

LOGISTICS & SUPPLY CHAIN MANAGEMENT

LOGISTICS & SUPPLY CHAIN MANAGEMENT LOGISTICS & SUPPLY CHAIN MANAGEMENT 1. Concepts of Logistics management The role of Logistics information systems and technology Logistics relevance to an organization and the economy Channels of distribution

More information

YIT Business Principles

YIT Business Principles YIT Business Principles Contents 1 Mission, vision and values the basis of YIT s way of working 4 2 YIT Leadership Principles 6 3 YIT s relationship with its stakeholders 8 3.1 Relationship with YIT s

More information

Emerging Trends, Disruptions and Digital Business

Emerging Trends, Disruptions and Digital Business Emerging Trends, Disruptions and Digital Business Samuli Savo, Executive Vice President twitter: @samusavo enfo.fi / enfo.se Enfo Group: WhoWeAre? enfo.fi / enfo.se 2 Aalto Technology Management Flow 1.

More information