Operations Management: A supply chain approach Dr. Patricia Deflorin

Size: px
Start display at page:

Download "Operations Management: A supply chain approach Dr. Patricia Deflorin"

Transcription

1 Operations Management: A supply chain approach University of Zurich Institute of Strategy and Business Economics Services and Operationsmanagement

2 Overview 1. Operation Strategy: Origins and New Directions 2. Determining Organizational Boundaries: Vertical Integration and Outsourcing 3. Designing and Managing Operating Networks 4. Creating an Edge through New Process Development 5. Sharpening the Edge: Driving Operations Improvement 3/12/2010 / 2

3 1. Introduction One of the most fundamental strategic decisions every company faces is which activities should be conducted in-house and which should be outsourced. Relevant questions to ask are: Under what conditions should an organization vertically integrate? Under what conditions should it outsource? 3/12/2010 / 3

4 2. Trends and Evidence Historically many industries were characterized by a high degree of vertical integration. Nowadays, clear trend toward outsourcing and vertical disintegration. Some regard these trends as clear indication of the superiority of extensive outsourcing and of focusing on a more narrow set of core competences. Reasoning: Vertical integration is too costly, inflexible, and distracting from companies competing in fast-paced environments. Manufacturing is often cited as a nonstrategic activity that can and should be outsourced. 3/12/2010 / 4

5 2. Trends and Evidence Example: Japanese automobile manufactures less vertically integrated than their American and European competitors. Suppliers take on greater responsibilities for the design and development of components and subsystems. Advantages and disadvantages of outsourcing:. 3/12/2010 / 5

6 3. Framing vertical integration and sourcing decisions Common terms of vertical integration are make or buy Within this approach, each component part or service is analyzed Decisions are based on costs and risks Critical strategic issues, that could not be measured purely in terms of production and delivery costs, were often not taken into account. 3/12/2010 / 6

7 3. Framing vertical integration and sourcing decisions Value Chain Analysis activity-based approach, which divides a firm into a set of major activities which create value. Vertical integration decisions are not viewed in terms of make or buy but in terms of the underlying set of activities to undertake internally. The purpose is to get a picture of the total system costs, and the implications that make decisions have on those costs. 3/12/2010 / 7

8 3. Framing vertical integration and sourcing decisions The value chain analysis takes into account that the same set of activities might support multiple products. that outsourcing one product can have cost implications for others that share resources. The value chain analysis considers the cost impact of linkages across products, as well as across activities in the value chain when making vertical integration decisions. 3/12/2010 / 8

9 3. Framing vertical integration and sourcing decisions Value chain analysis is limited by the fact that it is concerned almost exclusively with the configuration of activities that minimizes cost, given a firm s overall competitive strategy. as it provides little guidance about where specific activities ought to take place (inside or outside the firm). as vertical integration decisions are essentially decisions about ownership, but activities are not owned in any meaningful sense (owned are the underlying assets, resources etc.) 3/12/2010 / 9

10 3. Framing vertical integration and sourcing decisions Therefore, the most appropriate unit of analysis for vertical integration and outsourcing decisions are resources and capabilities. It also implies that a decision to outsource an activity is also a decision to enable a supplier or partner to invest in an own certain set of underlying asset (e.g. intellectual property). An asset-based approach to vertical integration is particularly relevant today, given the increasingly important role of intellectual property, know-how, information, reputation, and other intangible assets in achieving competitive advantage. 3/12/2010 / 10

11 3.1. What are the Choices? Vertical integration involves ownership of the assets Outsourcing involves some type of contractual relationship with another entity that owns the asset In reality, there is a continuum of governance structure and contractual arrangements into which firms can enter to gain access to assets. Vertical integration Virtual integration Strategic alliances Arms-length 100 percent Joint venture/ Long-term Short-term Ownership equity partner relationship contact 3/12/2010 / 11

12 3.1. What are the Choices? How do relationships differ along this continuum? Full ownership clearly provides some degree of freedom in terms of control. Ownership has legal implications in terms of the organization s ability to lay claim to certain physical and intangible properties, such as trademarks, patents and copyrights. Arms-length relationship do not involve ownership of assets. The mechanism of control, aside from legal action to enforce the contact, is that failing to perform as expected may result in losing future business. 3/12/2010 / 12

13 3.1. What are the Choices? Virtual integration encompasses many of the best features of both markets and vertical integration due to a higher degree of coordination and information exchange while avoiding organizational costs. However, it is not universally superior to those alternative arrangements. One of the challenges of assessing vertical integration strategies is that they are rarely all or nothing decisions. A company may be vertically integrated into certain assets, manage others through joint ventures and alliances and utilize arms-length market exchanges for others. Most companies vertical integration strategies operate at a fine level of granularity. 3/12/2010 / 13

14 4. Factors influencing vertical integration decisions Deciding among vertical integration, virtual integration or a more armslength relation requires consideration of four sets of factors: 1.Capabilities/ Resources The need to assess its resource constraints and the limits of its organizational and operating capabilities. Vertical integration is not always feasible (e.g. start-up companies). Capability limits play an important role as no company can do all things well. The time required to build or acquire a certain set of capabilities can impose a hard constraint on a company s vertical integration strategy. 3/12/2010 / 14

15 4. Factors influencing vertical integration decisions 2. Coordination Requirements (1/3) In designing a vertical integration strategy the objective is to choose the governance structure that best addresses the specific types of coordination that need to be provided. Coordination requires information exchange. Information exchange is efficient if it can be codified and interpreted in a relatively unambiguous way. Information is often not easy to capture in codified format, or to interpret properly, because it is idiosyncratic and tacit (e.g. the interface between R&D and manufacturing). 3/12/2010 / 15

16 4. Factors influencing vertical integration decisions 2. Coordination Requirements (2/3) Two examples of an R&D and manufacturing interface: Biotechnology company: transferring the process from the lab to the plant requires R&D personnel to go to the plant, to set up the process and supervise initial test batches. Process problems encountered at large scale may require changes to the process, the production environment or both. Printed circuit boards: Design information can be rapidly transferred to subcontractors. Details of the production process are not critical to the design of the board. 3/12/2010 / 16

17 4. Factors influencing vertical integration decisions 2. Coordination Requirements (3/3) All these factors explain why many companies that sought to reduce costs by outsourcing have not received the benefits they expected. By integrating vertically a company can create specialized organizational processes and structures that facilitate coordination and information exchange. facilitate the kind of learning that occurs through repeated interactions between particular groups or functions. Such learning will be most valuable when the critical knowledge lies at the interfaces of functions and technologies. 3/12/2010 / 17

18 4. Factors influencing vertical integration decisions 3. Strategic Control and Risks Creating a highly efficient supply chain does not guarantee that your company will extract any additional profits.. Outsourcing major subassemblies, such as printed circuit boards and even final assembly, has often been an efficiency-enhancing strategy. One of the implications of the term strategic control is that supply chains need to be designed not just to create value, but to capture that value as well. Vertical integration also is warranted when one seeks to avoid Lock-in from specialized contracts, partnerships or assets. Physical assets or intangible assets. 3/12/2010 / 18

19 4. Factors influencing vertical integration decisions 4. Protecting Intellectual Property (1/2) Intellectual capital can make a dramatic difference in a company s performance over time. Vertical Integration and outsourcing strategies play an important role in a company s approach to protect its intellectual capital. If the intellectual property can be readily identified and protected contractually, collaborative arrangements and outsourcing present no particular risks of leakage. If the intellectual property is less protected or easier to copy, then organizations must be careful when entering into collaborative relations that require such knowledge to be revealed. 3/12/2010 / 19

20 4. Factors influencing vertical integration decisions 4. Protecting Intellectual Property (2/2) As a result, companies often prefer to rely on laws relating to Trade Secrets to protect such knowledge. Trade-secret law does protect leakage, but generally is not as strong as patent protection. If the knowledge concerns an operating process, subsequent infringement might be quite difficult to detect as the process is hidden behind corporate walls. Another issue concerns the degree to which parties can identify and delineate boundaries around who owns what ahead of time. 3/12/2010 / 20

21 5. Managing Disintegrated Supply Chains: An Example Powertrain Cooling Engine Cooling Modules Radiators Condensers Charge-Air-Coolers Passenger Thermal Management (HVAC-Heating, Ventilating and Air-Conditioning) HVAC Modules (Underdash) Center Stack HVAC Module Evaporators Heater Cores. 3/12/2010 / 21

22 5. Managing Disintegrated Supply Chains: Supply Chain Collaboration Key Facts: Number of key suppliers: 25 Area: Europe Supply frequency: from multiple times per day to monthly 3/12/2010 / 22

23 5. Managing Disintegrated Supply Chains: Supplier Distribution 3/12/2010 / 23

24 5. Managing Disintegrated Supply Chains: Supply Chain Collaboration- Tools Logistics Quality Variation-Management Daily Delay monitoring for each product Analysis of PPM* monitoring Analysis of problems of the variation management If discrepancies occur: Entry into respective database Analysis of impact Initiation of special deliveries Request of an action plan Monthly Evaluation of volumedependability (Red-Light Monitoring) Initiation of the escalation procedure Charging of costs (additional expenses) Top 3 List worst supplier If discrepancies occur: Entry into respective database Product-Leader meeting Initiation of special actions Request of an action plan ppm analysis (top 3) Analysis of external quality occurrences Analysis of quality problems based on distinctive categories Check of action plan and its effectiveness Initiation of the escalation procedure If discrepancies occur: Entry into respective database Initiation of special actions Request of an action plan Quarterly Analysis of supplier performance Supplier evaluation Definition of further escalation procedures: Request of an 8D Report Supplier site visit Invitation of the supplier for the performance discussion Supplier audit 3/12/2010 / 24 *(problems identified/delivered goods)*parts per million

25 5. Managing Disintegrated Supply Chains: elements of the collaboration management Input Logistic Quality Variation Monitoring and analysis Database Plan Supplier Management Implementation Escalation procedure Special audit Charge of costs Workshops Supplier meetings Supplier audits 3/12/2010 / 25

26 5. Managing Disintegrated Supply Chains: Claim management Problem list Data transfer from SAP Actions are effective if problem isn t repeated within 90 days Summary of the problems and graphical display Monthly notification of the data of the supplier creating problems Worst suppliers in terms of quality are displayed monthly within the plant Problem suppliers (max. 100%) First Quarter 2006 Modine Pliezhausen GmbH 40% Gate S.r.l. 41% Modine Austria GmbH 81% 3/12/2010 / 26

27 5. Managing Disintegrated Supply Chains: Supply Chain Coordination: Supplier Day Review of the last year Discussion of future activities and strategy Workshops on various topics for the joint process optimization Award of the supplier of the year Informal discussions and get together 3/12/2010 / 27

28 5. Managing Disintegrated Supply Chains: Successful practice Measuring the strategic value of sourcing: 44% of customers and 42% of service providers do not undertake formal strategic reviews of the benefits to their business or sourcing contracts. 72% of the customers report that they do not have, or do not share with their service providers, criteria for measuring the success or failure of their sourcing arrangement. Source: KPMG 2007 (sample = 650 companies in 32 countries) 3/12/2010 / 28

29 5. Managing Disintegrated Supply Chains: Successful practice Success in meeting expectations: Bringing experience to the business it did not have previously 47% Ensuring SLAs are met 66% Ensuring end users/user departments are satisfied with the service provided Cost targets and financial success criteria 64% 61% Percentage of respondents Source: KPMG 2007 (sample = 650 companies in 32 countries) 3/12/2010 / 29

30 6. Summary Today, you have seen a framework that will help managers make appropriate choices about organizational boundaries and the structure of supplier relationships. The framework provides a richer and more useful way to think about vertical integration than the simplistic exhortation to focus on core competencies. The challenge is to chose the appropriate level of focus. A company, needs to distinguish between what its core competencies are today and what they should be in the future. The idea of core competence must be balanced against the problems of coordination, strategic control, and intellectual property protection. Ultimately, an organization s vertical integration strategy is an integral part of its long-term capability-creation strategy. 3/12/2010 / 30

31 6. Summary Vertical Integration Coordination "Messy" interfaces; adjacent tasks involve a high degree of mutual adaptation, exchange of tacit knowledge, and learning-by-doing. Requisite information is highly idiosyncratic Strategic Control Very high: significant investments in highly durable relation-specific assets needed for optimal execution of tasks. Investments cannot be recovered if relationship terminates (Co-location of specialized facilities; Investments in brand equity; Large proprietary learning curves; Long-term investments in idiosyncratic Intellectual property R&D programs). Unclear or weak intellectual property protection; easy-to-imitate technology; messy interfaces between different technological components Arms-length relationships Standardized interfaces between adjacent tasks; requisite information is highly codified and standardized (prices, quantities, delivery, schedules, etc.) Very low: assets applicable to businesses with a large number of other potential customers of suppliers Strong intellectual property protection; difficult-to-imitate technology; clean" boundaries between different technological components 3/12/2010 / 31

THE MANAGEMENT OF INTELLECTUAL CAPITAL

THE MANAGEMENT OF INTELLECTUAL CAPITAL THE MANAGEMENT OF INTELLECTUAL CAPITAL Many companies have come to realize that market value multiples associated with its intangible assets (patents, trade-marks, trade secrets, brandings, etc.) are often

More information

Learning Objectives: Quick answer key: Question # Multiple Choice True/False

Learning Objectives: Quick answer key: Question # Multiple Choice True/False 0 Learning Objectives: 11.1 Describe the advantages and disadvantages of the most common forms of business ownership. 11.2 Identify the stakeholders of a business and describe why they are important. 11.3

More information

The NREN s core activities are in providing network and associated services to its user community that usually comprises:

The NREN s core activities are in providing network and associated services to its user community that usually comprises: 3 NREN and its Users The NREN s core activities are in providing network and associated services to its user community that usually comprises: Higher education institutions and possibly other levels of

More information

Intangible Asset Valuation

Intangible Asset Valuation Intangible Asset Valuation Methods and Application Workshop Topics 1. Business Valuation Research 2. Valuation Approaches Market-based valuation Cost-based valuation Income-based valuation 3. Conclusions

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

Business Models of Innovation Closed Innovation and Open Innovation (Topic 7 (c))

Business Models of Innovation Closed Innovation and Open Innovation (Topic 7 (c)) Business Models of Innovation Closed Innovation and Open Innovation (Topic 7 (c)) NATIONAL WORKSHOP ON INNOVATION PROMOTION AND TECHNOLOGY TRANSFER Belgrade, June 21 and 22, 2011 What is Open Innovation?

More information

ROLE OF THE INTELLECTUAL PROPERTY SYSTEM IN DEVELOPMENT AND MARKETING OF NEW PRODUCTS

ROLE OF THE INTELLECTUAL PROPERTY SYSTEM IN DEVELOPMENT AND MARKETING OF NEW PRODUCTS ROLE OF THE INTELLECTUAL PROPERTY SYSTEM IN DEVELOPMENT AND MARKETING OF NEW PRODUCTS Introduction Guriqbal Singh Jaiya Deputy Director, Small and Medium-Sized Enterprises Division World Intellectual Property

More information

Negotiating Intellectual Property (IP) Clauses

Negotiating Intellectual Property (IP) Clauses White Paper Negotiating Intellectual Property (IP) Clauses This document outlines the four main types of Intellectual (IP) and options for negotiation. CIPS members can record one CPD hour for reading

More information

Achieve greater efficiency in asset management by managing all your asset types on a single platform.

Achieve greater efficiency in asset management by managing all your asset types on a single platform. Asset solutions To support your business objectives Achieve greater efficiency in asset by managing all your asset types on a single platform. When you use Maximo Asset Management to help maximize the

More information

Supplier Relationships Lecture 7. Briony Boydell Managing Business Relationships

Supplier Relationships Lecture 7. Briony Boydell Managing Business Relationships Supplier Relationships Lecture 7 Briony Boydell Managing Business Relationships Objectives of lecture Identify the types of relationships within the supply chain Discuss the benefits of improved relations

More information

Policy for the Exploitation of University Intellectual property - Formation of New Companies

Policy for the Exploitation of University Intellectual property - Formation of New Companies Policy for the Exploitation of University Intellectual property - Formation of New Companies 1. Introduction By law, the University owns the Intellectual property (IP) generated by its employees in the

More information

Chapter 6. Transfer Pricing Methods. 6.1. Introduction to Transfer Pricing Methods

Chapter 6. Transfer Pricing Methods. 6.1. Introduction to Transfer Pricing Methods Chapter 6 Transfer Pricing Methods 6.1. Introduction to Transfer Pricing Methods 6.1.1. This part of the Chapter describes several transfer pricing methods that can be used to determine an arm s length

More information

ENTERPRISE MANAGEMENT AND SUPPORT IN THE AUTOMOTIVE INDUSTRY

ENTERPRISE MANAGEMENT AND SUPPORT IN THE AUTOMOTIVE INDUSTRY ENTERPRISE MANAGEMENT AND SUPPORT IN THE AUTOMOTIVE INDUSTRY The Automotive Industry Businesses in the automotive industry face increasing pressures to improve efficiency, reduce costs, and quickly identify

More information

Intellectual Property Policy

Intellectual Property Policy Intellectual Property Policy Policy - CP029 Prepared Reviewed Approved Date Council Minute No. Manager Corporate Administration Corporate Management Team Council June 2014 2014/0126 Trim File: 18/02/01

More information

Outsourcing: Maintaining the Business Case. IEEE Technology Management Council, Bonn Peter Snowdon April 11, 2008

Outsourcing: Maintaining the Business Case. IEEE Technology Management Council, Bonn Peter Snowdon April 11, 2008 Outsourcing: Maintaining the Business Case IEEE Technology Management Council, Bonn An Introduction... Electrical Engineer, 1993 Full time MBA (HEC Paris), 2005 2006 : Vodafone Management & advisory functions

More information

Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas

Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas D E L I V E R I N G S U P P L Y C H A I N E X C E L L E

More information

Blackblot PMTK Marketing Review.

Blackblot PMTK Marketing Review. <Comment: Replace the Blackblot logo with your company logo.> Company Name: Product Name: Date: Contact: Department: Location: Email: Telephone: Blackblot PMTK Marketing Review Document Revision History:

More information

Service Schedule for CLOUD SERVICES

Service Schedule for CLOUD SERVICES Service Schedule for CLOUD SERVICES This Service Schedule is effective for Cloud Services provided on or after 1 September 2013. Terms and Conditions applicable to Cloud Services provided prior to this

More information

CPNI VIEWPOINT 01/2010 CLOUD COMPUTING

CPNI VIEWPOINT 01/2010 CLOUD COMPUTING CPNI VIEWPOINT 01/2010 CLOUD COMPUTING MARCH 2010 Acknowledgements This viewpoint is based upon a research document compiled on behalf of CPNI by Deloitte. The findings presented here have been subjected

More information

Strategy & the firm. Value creation. Value creation

Strategy & the firm. Value creation. Value creation 1 Strategy & the firm Strategy: actions that managers must take to attain the goals of the firm Main goal usually to maximize long- term profit (П)( Profitability defined by return on sales or return on

More information

pharmaceutical & biotechnology

pharmaceutical & biotechnology pharmaceutical & biotechnology Our specialist lawyers find practical solutions to legal problems and help pharma and biotech companies to operate and grow their businesses effectively and compliantly.

More information

IIA South West Event. A look at key supply chain risks and why contracting is a key step 14 January 2015

IIA South West Event. A look at key supply chain risks and why contracting is a key step 14 January 2015 IIA South West Event A look at key supply chain risks and why contracting is a key step 14 January 2015 Objectives and agenda Page The contact at KPMG with respect to this presentation is: Iain Prince

More information

Competitive Advantage

Competitive Advantage Competitive Advantage When a firm sustains profits that exceed the average for its industry, the firm is said to possess a competitive advantage over its rivals. The goal of much of business strategy is

More information

RESEARCH & INNOVATION INTELLECTUAL PROPERTY (IP)

RESEARCH & INNOVATION INTELLECTUAL PROPERTY (IP) RESEARCH & INNOVATION INTELLECTUAL PROPERTY (IP) What is Intellectual Property (IP)? Intellectual Property (IP) includes different types of invention, design, brand name or original creation There are

More information

Valuation Practice. ICM Advisors. Intellectual Property & Intangible Assets. Leverage the intangible assets INTELLECTUAL CAPITAL MANAGEMENT

Valuation Practice. ICM Advisors. Intellectual Property & Intangible Assets. Leverage the intangible assets INTELLECTUAL CAPITAL MANAGEMENT Valuation Practice Intellectual Property & Intangible Assets ICM Advisors INTELLECTUAL CAPITAL MANAGEMENT Leverage the intangible assets Business needs drive IP Valuation Intellectual Property (IP) and

More information

The Cybersecurity Journey How to Begin an Integrated Cybersecurity Program. Version 1.0 March 2005

The Cybersecurity Journey How to Begin an Integrated Cybersecurity Program. Version 1.0 March 2005 The Cybersecurity Journey How to Begin an Integrated Cybersecurity Program March 2005 Legal and Copyright Notice The Chemical Industry Data Exchange (CIDX) is a nonprofit corporation, incorporated in the

More information

Fact Sheet Intellectual Property considerations for business websites

Fact Sheet Intellectual Property considerations for business websites European IPR Helpdesk Fact Sheet Intellectual Property considerations for business websites The European IPR Helpdesk is managed by the European Commission s Executive Agency for Small and Medium-sized

More information

INTERNATIONAL BUSINESS PLANNING CHECKLIST. For Development of Overall International Business Plan

INTERNATIONAL BUSINESS PLANNING CHECKLIST. For Development of Overall International Business Plan INTERNATIONAL BUSINESS PLANNING CHECKLIST For Development of Overall International Business Plan Thomas B. McVey 1 Introduction: The following Checklist is designed to be used by a Company s senior management

More information

Shaping. Business Strategy. Through. Competitive Intelligence. Strategic Use of. Intellectual Property Information

Shaping. Business Strategy. Through. Competitive Intelligence. Strategic Use of. Intellectual Property Information Shaping This project is funded by the EU Business Strategy Through Competitive Intelligence Strategic Use of Intellectual Property Information Strategic Planning Process Business Strategy Definition This

More information

Business Concept Assessment

Business Concept Assessment Business Concept Assessment Frank Moyes and Stephen Lawrence Deming Center for Entrepreneurship Leeds School of Business University of Colorado Boulder 1 Business Concept Assessment Opportunity/Need 1.

More information

Terms of Service (Pay Per Click)

Terms of Service (Pay Per Click) These Terms of Services apply to the Insertion Order (for Pay Per Click services) and comprise part of the Agreement ( Agreement ) between Bandwidth Interactive Company, d/b/a Local Management ( Local

More information

The Nature of Franchising 1

The Nature of Franchising 1 Lawyers, Patent & Trade-mark Agents 150 York Street, Suite 800 Toronto ON M5H 3S5 Tel: 416.364.1553 Fax: 416.364.1453 The Nature of Franchising 1 David Kornhauser dkornhauser@msmlaw.ca Direct Phone: 416.862.6280

More information

Planning, Strategy, and Competitive Advantage

Planning, Strategy, and Competitive Advantage Planning, Strategy, and Competitive Advantage Chapter 6 website Mark Gosling Office: D404 Phone: 5417 Learning Objectives LO1 Identify the three main steps of the planning process and explain the relationship

More information

Four keys to effectively monitor and control secure file transfer

Four keys to effectively monitor and control secure file transfer Four keys to effectively monitor and control secure file transfer Contents: 1 Executive summary 2 Key #1 Make your data visible wherever it is in the network 2 Key #2 Reduce or even eliminate ad hoc use

More information

BUSINESS PLAN OUTLINE

BUSINESS PLAN OUTLINE I - BUISNESS PLAN OUTLINE INTRODUCTION TO THE BUSINESS PLAN & CONCEPT Before starting a new business or expanding an existing business, you should develop a Business Plan. The Business Plan will serve

More information

Entrepreneurship. Strategy. Competitive Advantage

Entrepreneurship. Strategy. Competitive Advantage Entrepreneurship 10 Strategy: Planning for Competitive Advantage In preparing for battle I have always found that plans are useless, but planning is indispensable. --Dwight D. Eisenhower 10-2 Strategy

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

Web Site Development Agreement

Web Site Development Agreement Web Site Development Agreement 1. Parties; Effective Date. This Web Site Development Agreement ( Agreement ) is between Plug-N-Run, its affiliates, (including but not limited to USA Financial, USA Financial

More information

Slide 3. WELCOME! Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, Pearson Education Limited 2011. 19 Şubat 14 Çarşamba

Slide 3. WELCOME! Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, Pearson Education Limited 2011. 19 Şubat 14 Çarşamba WELCOME! WELCOME! Chapter 3 WELCOME! Chapter 3 WELCOME! Chapter 3 INTELLECTUAL WELCOME! Chapter 3 INTELLECTUAL CAPITAL LEARNING OBJECTIVES To describe the development of the concept of intellectual capital

More information

Starting New Ventures -64-361.202 Chap 14. Strategies for Firm Growth

Starting New Ventures -64-361.202 Chap 14. Strategies for Firm Growth Starting New Ventures -64-361.202 Chap 14. Strategies for Firm Growth Dr. Jack M. Wilson Distinguished Professor of Higher Education, Emerging Technologies, and Innovation PhoneHalo Keychain Sensor alerts

More information

Quantitative Displays for Combining Time-Series and Part-to-Whole Relationships

Quantitative Displays for Combining Time-Series and Part-to-Whole Relationships Quantitative Displays for Combining Time-Series and Part-to-Whole Relationships Stephen Few, Perceptual Edge Visual Business Intelligence Newsletter January, February, and March 211 Graphical displays

More information

High-Tech Patents and High-Caliber Training PROTECTING YOUR IP

High-Tech Patents and High-Caliber Training PROTECTING YOUR IP High-Tech Patents and High-Caliber Training PROTECTING YOUR IP Value of IP Because it is physical and transferable, an IP right represents value to the owner. It increases the value of your company by

More information

IBM Data Security Services for endpoint data protection endpoint data loss prevention solution

IBM Data Security Services for endpoint data protection endpoint data loss prevention solution Automating policy enforcement to prevent endpoint data loss IBM Data Security Services for endpoint data protection endpoint data loss prevention solution Highlights Protecting your business value from

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

Technology Transfer Principle & Strategy

Technology Transfer Principle & Strategy Technology Transfer Principle & Strategy Chapter 1: The Fundamental Principle & Strategy of Technology Transfer Understanding the necessity of technology transfer & the importance of technology outsourcing

More information

Question bank relating to each chapter

Question bank relating to each chapter Question bank relating to each chapter Chapter 1 Development of a strategic approach to marketing its culture; internal macro- and external micro-environmental issues 1. What factors have given rise to

More information

Computer-Aided Facilities Management - A Logical Trend

Computer-Aided Facilities Management - A Logical Trend Computer-Aided Facilities Management - A Logical Trend Two major organisational changes are part of the modern pharmaceutical industry scene. Firstly, mergers as companies seek to consolidate resources

More information

Supply chains and power regimes:

Supply chains and power regimes: pag.: 1 van 11 Supply chains and power regimes: Toward an analytic framework for managing extended networks of buyer and supplier relationships Source: The Journal of Supply Chain Management, spring 2001

More information

IBM Data Security Services for endpoint data protection endpoint data loss prevention solution

IBM Data Security Services for endpoint data protection endpoint data loss prevention solution Automating policy enforcement to prevent endpoint data loss IBM Data Security Services for endpoint data protection endpoint data loss prevention solution Highlights Facilitate policy-based expertise and

More information

IP Valuation. WIPO Workshop on Innovation, Intellectual Asset Management and Successful Technology Licensing: Wealth Creation in the Arab Region

IP Valuation. WIPO Workshop on Innovation, Intellectual Asset Management and Successful Technology Licensing: Wealth Creation in the Arab Region IP Valuation WIPO Workshop on Innovation, Intellectual Asset Management and Successful Technology Licensing: Wealth Creation in the Arab Region Muscat, Oman, December 12 and 13, 2011 Topics Intangibles

More information

Dynamic Simulation and Supply Chain Management

Dynamic Simulation and Supply Chain Management Dynamic Simulation and Supply Chain Management White Paper Abstract This paper briefly discusses how dynamic computer simulation can be applied within the field of supply chain management to diagnose problems

More information

Presentation by: Mark Bailey, Partner IPTC. Managed services looking beneath the surface IPTC Webinars Thursday 15 March 2012

Presentation by: Mark Bailey, Partner IPTC. Managed services looking beneath the surface IPTC Webinars Thursday 15 March 2012 Presentation by: Mark Bailey, Partner IPTC Managed services looking beneath the surface IPTC Webinars Thursday 15 March 2012 Polling questions does your organisation use cloud services or an IT service

More information

Measuring the value of social software

Measuring the value of social software IBM Software Services for Lotus White Paper June 2010 Defining a measurement approach that maps activity to business value 1 Contents Introduction Why measure? Defining objectives Types of measurement

More information

Why Have Intellectual Property?

Why Have Intellectual Property? Intellectual Property: Protecting Your Ideas James J. Pohl Timothy A. Doyle April 23, 2009 Why Have Intellectual Property? To protect ideas and expressions and to promote investments in these activities

More information

The increasing importance of brand and intangibles in industry April 2014

The increasing importance of brand and intangibles in industry April 2014 www.pwc.com.cy The increasing importance of brand and intangibles in industry Tony Hadjiloucas Partner tony.hadjiloucas@cy.pwc.com Direct line: +357 25555270 Mobile: +357 99411990 Content Introduction

More information

Cost-effective supply chains: Optimizing product development through integrated design and sourcing

Cost-effective supply chains: Optimizing product development through integrated design and sourcing Cost-effective supply chains: Optimizing product development through integrated design and sourcing White Paper Robert McCarthy, Jr., associate partner, Supply Chain Strategy Page 2 Page 3 Contents 3 Business

More information

The Accenture/ Siemens PLM Software Alliance

The Accenture/ Siemens PLM Software Alliance The Accenture/ Siemens PLM Software Alliance Enabling Efficient Product Lifecycle Management Companies in a wide range of industries rely upon Product Lifecycle Management (PLM) to grow their business,

More information

InnoCielo Meridian Enterprise

InnoCielo Meridian Enterprise InnoCielo Meridian Enterprise General Product Overview white paper BlueCielo ECM Solutions www.bluecieloecm.com September 2007 Version 4.0 2 Table of Contents 1 InnoCielo Meridian Enterprise Introduction...

More information

IP Audit and Management

IP Audit and Management WIPO Training of Trainers Program on Asset Management by Small and IP Audit and Management 10 12 June 2013 Presented by Mowafak Al Yafi Ph.D Discussion points What is IP Audit What are the types of assets

More information

Thought Leadership White Paper

Thought Leadership White Paper Thought Leadership White Paper Introduction Contracts form the foundation of all businesses and every business relationship. They define every aspect of a business s activities procurement, sales, marketing,

More information

Oracle Value Chain Planning Inventory Optimization

Oracle Value Chain Planning Inventory Optimization Oracle Value Chain Planning Inventory Optimization Do you know what the most profitable balance is among customer service levels, budgets, and inventory cost? Do you know how much inventory to hold where

More information

Risk Management of Outsourced Technology Services. November 28, 2000

Risk Management of Outsourced Technology Services. November 28, 2000 Risk Management of Outsourced Technology Services November 28, 2000 Purpose and Background This statement focuses on the risk management process of identifying, measuring, monitoring, and controlling the

More information

Feasibility Plan Framework

Feasibility Plan Framework Feasibility Plan Framework Frank Moyes and Stephen Lawrence Deming Center for Entrepreneurship Leeds School of Business University of Colorado Boulder 1 Feasibility Plan Framework Introduction A feasibility

More information

Five CIO challenges addressed by better change management.

Five CIO challenges addressed by better change management. Enterprise change management White paper June 2009 Five CIO challenges addressed by better change management. Dominic Tavassoli, IBM Page 2 Contents 2 Introduction 2 Lower the cost of managing change and

More information

OUTSOURCING A WAY TO MAXIMIZE PROFIT

OUTSOURCING A WAY TO MAXIMIZE PROFIT OUTSOURCING A WAY TO MAXIMIZE PROFIT Irina DURAN 1, Dan DURAN 2, 1 TIBISCUS UNIVERSITY OF TIMIŞOARA, FACULTY OF ECONOMICS 2 POLITEHNICA UNIVERSITY OF TIMIŞOARA, FACULTY OF MANAGEMENT IN PRODUCTION AND

More information

Management Accounting: Genesis Cost Accounting. Oracle Projects module extension: Cost accounting in Oracle ERP

Management Accounting: Genesis Cost Accounting. Oracle Projects module extension: Cost accounting in Oracle ERP Management Accounting: Genesis Cost Accounting Oracle Projects module extension: Cost accounting in Oracle ERP Whitepaper Informative Document, January 2013 Table of contents SYSTEM ARCHITECTURE WITH ORACLE

More information

Guide to Sources of Financing for Companies

Guide to Sources of Financing for Companies Guide to Sources of Financing for Companies By John A. Leonard Director, Fairfield and Woods, P.C. Below is a short guide to sources of financing for companies. Twenty-two sources of financing are listed,

More information

Procurement Outsourcing in an Automotive Air Conditioner Manufacturer in India: A SAP-LAP Analysis

Procurement Outsourcing in an Automotive Air Conditioner Manufacturer in India: A SAP-LAP Analysis Procurement Outsourcing in an Automotive Air Conditioner Manufacturer in India: A SAP-LAP Analysis Reeturaj Mishra Indian Institute of Management Rohtak MDU Campus, Rohtak, 124001, India Parikshit Charan

More information

DISCRETE MANUFACTURING

DISCRETE MANUFACTURING DISCRETE MANUFACTURING 1 Our research and development strategy: to be the most innovative IT solutions integrator Prodware s software development strategy is centred around the leading ERP platform, Microsoft

More information

A Best-Practice Approach to Transforming Global Supply Chains

A Best-Practice Approach to Transforming Global Supply Chains A Best-Practice Approach to Transforming Global Supply Chains Ralph G. Kauffman, Associate Professor University of Houston-Downtown, Houston, TX 77002, 713-221-8962 kauffmanr@uhd.edu Thomas A. Crimi, Category

More information

ORACLE PROCESS MANUFACTURING QUALITY MANAGEMENT

ORACLE PROCESS MANUFACTURING QUALITY MANAGEMENT ORACLE PROCESS MANUFACTURING QUALITY MANAGEMENT KEY FEATURES Automated stability study management Lot expiration handling and retesting Potency or variability management Quality holds during receiving

More information

PPP Basics and Principles of a PPP Framework

PPP Basics and Principles of a PPP Framework Note 1 May 2012 PPP Basics and Principles of a PPP Framework This note is the first in a series of notes on developing a comprehensive policy, legal, and institution framework for public-private partnership

More information

Business Improvement Project Management Training

Business Improvement Project Management Training Business Improvement Project Management Introduction This article describes the approach to project management as it relates to business improvement projects. Obviously there are many forms of project

More information

MODERN INFORMATION TECHNOLOGY AND ORGANIZATIONAL THINKING OPEN A WINDOW OF OPPORTUNITY FOR ENTREPRENEURIAL SMES

MODERN INFORMATION TECHNOLOGY AND ORGANIZATIONAL THINKING OPEN A WINDOW OF OPPORTUNITY FOR ENTREPRENEURIAL SMES MODERN INFORMATION TECHNOLOGY AND ORGANIZATIONAL THINKING OPEN A WINDOW OF OPPORTUNITY FOR ENTREPRENEURIAL SMES by Tor Jarl Trondsen, Ph.D. Associate Professor Norwegian School of Management PO Box 580,

More information

Combinations of IP Tools from the Angle of Existing Software Licensing Options *

Combinations of IP Tools from the Angle of Existing Software Licensing Options * Combinations of IP Tools from the Angle of Existing Software Licensing Options * Contribution to the AIPPI World IP Congress, Paris 3-6 Oct. 2010 Dr. Bernhard Fischer Senior IP Attorney SAP AG * This presentation

More information

Appendix A. The Business Plan

Appendix A. The Business Plan Appendix A The Business Plan A key element of business success is a business plan, a written statement of the rationale for the enterprise and a step-by-step explanation of how it will achieve its goals.

More information

Greece: A franchise disclosure law is soon expected By, Yanos Gramatidis of Bahas, Gramatidis & Partners. Mr. Gramatidis is also a member of the Legal Committee of the European Franchise Federation 1 For

More information

Intellectual Property Policy

Intellectual Property Policy Intellectual Property Policy Purpose As a medical research organization, the Morgridge Institute for Research ( the Institute ) conducts scientific research in the public interest. The Institute has adopted

More information

REVIEW ONE. Name: Class: Date: Matching

REVIEW ONE. Name: Class: Date: Matching Name: Class: Date: ID: A REVIEW ONE Matching Complete the following using these terms. a. outsourcing b. diversity c. entrepreneur d. competitive differentiation e. strategic alliance f. capital g. vision

More information

Intelligent Business Operations

Intelligent Business Operations White Paper Intel Xeon Processor E5 Family Data Center Efficiency Financial Services Intelligent Business Operations Best Practices in Cash Supply Chain Management Executive Summary The purpose of any

More information

Integration Time, expense, cost, billing and work process data collected and approved in Tenrox software can be exchanged with:

Integration Time, expense, cost, billing and work process data collected and approved in Tenrox software can be exchanged with: Tenrox Solutions Integrated Operational Control & Compliance Software Tenrox develops, licenses and supports award-winning solutions for workforce management, time and billing, expense reporting, invoicing/charge

More information

Industrial IT cpmplus Enterprise Connectivity Collaborative Production Management. Improving the total cost of ownership of your ERP System

Industrial IT cpmplus Enterprise Connectivity Collaborative Production Management. Improving the total cost of ownership of your ERP System Industrial IT cpmplus Enterprise Connectivity Collaborative Production Management Improving the total cost of ownership of your ERP System Realize the true value of your ERP investment with minimal integration

More information

LCM IT Asset Management

LCM IT Asset Management LCM IT Asset Management Management Summary Version 1.0 (16.03.2011) Table of Contents 1 LCM IT Asset Management... 3 1.1 License master data... 4 1.2 Management of IT-relevant contractual relationships,

More information

Supply Chain Management 100 Success Secrets

Supply Chain Management 100 Success Secrets Supply Chain Management 100 Success Secrets Supply Chain Management 100 Success Secrets - 100 Most Asked Questions: The Missing SCM Software, Logistics, Solution, System and Process Guide Lance Batten

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

CHAPTER 12: INFORMATION SYSTEMS IN BUSINESS

CHAPTER 12: INFORMATION SYSTEMS IN BUSINESS CHAPTER 12: INFORMATION SYSTEMS IN BUSINESS Multiple Choice: 1. A computer system performs all of the following basic functions EXCEPT: A. output. B. input. C. acquisition. D. processing. Answer: C Reference:

More information

Exploiting software supply chain business architecture: a research agenda

Exploiting software supply chain business architecture: a research agenda Exploiting software supply chain business architecture: a research agenda Barbara Farbey & Anthony Finkelstein University College London, Department of Computer Science, Gower Street, London WC1E 6BT,

More information

Summary of responses to the public consultation on Cloud computing run by CNIL from October to December 2011 and analysis by CNIL

Summary of responses to the public consultation on Cloud computing run by CNIL from October to December 2011 and analysis by CNIL Summary of responses to the public consultation on Cloud computing run by CNIL from October to December 2011 and analysis by CNIL 1. Definition of Cloud Computing In the public consultation, CNIL defined

More information

Profiting from Non-Technological Innovation: The Value of Patenting. Novak druce centre insights No. 8

Profiting from Non-Technological Innovation: The Value of Patenting. Novak druce centre insights No. 8 Profiting from Non-Technological Innovation: The Value of Patenting Business METHODS Novak druce centre insights No. 8 contents 01 Introduction: An Unexplored Area 02 Patenting Non-Technological Innovation

More information

Managing Outsourcing Arrangements

Managing Outsourcing Arrangements Guidance Note GGN 221.1 Managing Outsourcing Arrangements 1. This Guidance Note provides further detail on the requirements for managing material outsourcing arrangements (refer Prudential Standard GPS

More information

LOJACK CORPORATION THIRD PARTY TRADEMARK GUIDELINES

LOJACK CORPORATION THIRD PARTY TRADEMARK GUIDELINES LOJACK CORPORATION THIRD PARTY TRADEMARK GUIDELINES INTRODUCTION As a company, we are committed to protecting our trademarks and respecting the trademark rights of others. As part of this commitment, LoJack

More information

Open Source Management

Open Source Management Open Source Management Best practices for professional use of open source software Simont Braun Avenue Louise, 149/20 1050 Bruxelles T 32 2 533 17 71 F 32 2 533 17 97 E benjamin.docquir@simontbraun.eu

More information

IP Considerations in Outsourcing Agreements

IP Considerations in Outsourcing Agreements IP Considerations in Outsourcing Agreements Speakers: Moderator: Diana Mansour, Associate, Gardner Roberts LLP Mathew Snell, GTS Canada Senior Counsel, IBM Canada Ildiko Mehes, VP and General Counsel,

More information

INTELLECTUAL PROPERTY MANAGEMENT: AN IMPORTANT TOOL FOR SMALL AND MEDIUM ENTERPRISES

INTELLECTUAL PROPERTY MANAGEMENT: AN IMPORTANT TOOL FOR SMALL AND MEDIUM ENTERPRISES INTELLECTUAL PROPERTY MANAGEMENT: AN IMPORTANT TOOL FOR SMALL AND MEDIUM ENTERPRISES SIMONA GABOR LUCIAN BLAGA UNIVERSITY OF SIBIU, România gabor_simona@yahoo.com Abstract: An essential factor affecting

More information

Any Partner. Any System. Anywhere. IBM Sterling Business Integration Suite

Any Partner. Any System. Anywhere. IBM Sterling Business Integration Suite Any Partner. Any System. Anywhere. IBM Sterling Business Integration Suite Any Partner. Any System. Anywhere. The IBM Sterling Business Integration Suite allows customers to solve critical business-tobusiness

More information

Keysight Technologies Using Fine Resolution to Improve Thermal Images. Application Note

Keysight Technologies Using Fine Resolution to Improve Thermal Images. Application Note Keysight Technologies Using Fine Resolution to Improve Thermal Images Application Note Introduction Digital imaging opened up new possibilities and has been very much part of our lives since social media

More information

Terms and Conditions. We recommend that you periodically check this information for updates. 2.1 Fees Payable

Terms and Conditions. We recommend that you periodically check this information for updates. 2.1 Fees Payable Terms and Conditions By accessing Alice Blue Design services you agree and acknowledge to be bound by these Terms of Service. If you do not agree to these Terms and Conditions, please do not use our Web,

More information

ADRIAN DAVIS INFORMATION SECURITY FORUM

ADRIAN DAVIS INFORMATION SECURITY FORUM Securing the Supply Chain: Guide to Risk Management ADRIAN DAVIS INFORMATION SECURITY FORUM Session ID: GRC-201B Session Classification: Intermediate Introduction Introduction Presentation based on research

More information

Accounts Payable are the total amounts your business owes its suppliers for goods and services purchased.

Accounts Payable are the total amounts your business owes its suppliers for goods and services purchased. Accounts Payable are the total amounts your business owes its suppliers for goods and services purchased. Accounts Receivable are the total amounts customers owe your business for goods or services sold

More information

Global Supply Chain Control Towers

Global Supply Chain Control Towers Cove r-re rre fere nce Nu um b er e - r Global Supply Chain Control Towers Achieving end-to-end Supply Chain Visibility LOBAL L CONTROL TOWER Prepared and edited by: Gaurav Bhosle Capgemini Consulting

More information