Strategies and Methods for Supplier Selections - Strategic Sourcing of Software at Ericsson Mobile Platforms

Size: px
Start display at page:

Download "Strategies and Methods for Supplier Selections - Strategic Sourcing of Software at Ericsson Mobile Platforms"

Transcription

1 Strategies and Methods for Supplier Selections - Strategic Sourcing of Software at Ericsson Mobile Platforms Caroline Raning & Johanna Vallhagen February 2007 Department of Industrial Management and Logistics, Faculty of Engineering, Lund University, SE Lund, Sweden The software industry is today one of the most rapidly growing branches of business. In many companies, software has increasingly replaced hardware as a great part of the total value delivered to customers. Despite this, methods for evaluating software suppliers are a domain that has not been paid much attention to date, although the importance of selecting the right supplier is likely to be even more important in the future. This article is based on a master thesis study, which was conducted at the Sourcing Department of Ericsson Mobile Platforms in Lund. The aim of the article is to elucidate how a supplier selection process should be defined to support the sourcing of software items from software suppliers, and what kind of evaluation criteria that need to be considered to make a correct decision. Key words: Supplier Selection Process, Mobile Platforms, Software Sourcing, Hardware Sourcing, Self Assessment Template, Supplier Classification Introduction Since suppliers are increasingly contributing to the competitiveness and overall success of many companies, supplier selection is regarded one of the most important decision making processes. Numerous researches and studies have been conducted within the field of supplier evaluations, but they have all almost exclusively focused on the evaluation of suppliers in the manufacturing industry. Little attempt has been made to identify which aspects that need to be considered when evaluating non-manufacturing companies such as software providers even though it is likely to assume that there are fundamental differences between these businesses. In spite of the common belief that the software business lack industry standards and management guidelines, and suffers from bugs, late deliveries, and increasing costs, it seems as the benefits achieved by evaluating software suppliers has not yet been realised. [1] The Sourcing Department at Ericsson Mobile Platforms (EMP) is indeed familiar with the problem previously described. As a leading platform supplier of major mobile technologies, EMP is dealing with a broad range of suppliers, offering hardware as well as software, but no formal process supporting the selection of suppliers exists within the business unit today. The main task of this study was to evolve strategies and methods for supplier selections, applicable to the complex mixture of hardware and software items in the business environment of EMP. A considerable part of the study was to elucidate the differences between hardware and software and determine how to manage hardware and software suppliers respectively. This article will however only focus on the findings related to software sourcing. Problem description The lack of guidelines and supporting materials for supplier selections at EMP currently result in a subjective judgement of each supplier, based on individual competences rather than the common strategy of the company. The purpose of the master thesis study was thus to create a supplier selection framework, adapted to the specific business environment of EMP. The concrete areas of investigation were as follows: How should a supplier selection process be defined to be applicable at EMP? According to which criteria should software suppliers be evaluated? Method The study was conducted according to the systems approach. The open system defined for the study comprises the Sourcing Department of EMP and its supplier relations in particular, but also other departments within EMP and Ericsson. During the study, the authors physically participated in the system, which enabled an abductive research method

2 and thus continuous altering of theoretical and empirical studies. Empirical data was mainly obtained through interviews, and validated through repeated work-shops. Theoretical frame of reference The literature study conducted for the thesis was broad, and the theoretical frame of reference thus covers several fields of research. For instance, the theoretical framework encompasses Supplier evaluation methods presented by van Weele [3] and Axelsson & Wynstra [2], and Purchasing portfolio models such as the ones suggested by Kraljic [4], Bensaou [5], and Olsen & Ellram [6]. The theoretical framework also includes a summary of Assessment criteria suggested by various researchers such as Çebi & Bayraktar [7] and Pearson & Elram [8], although they are mostly applicable to hardware components and manufacturing suppliers. Moreover, with an attempt to elucidate the characteristics of the software industry, software is compared with hardware and services respectively. To name a few, papers written by Allen & Chandrashekar [9], Ellram & Billington [10], and Ulkuniemi & Pekkarinen [1] have been studied. Current supplier selection process Supplier evaluations at EMP are currently defined as the activity of assessing the supplier s responses from the RFI/RFQs. As depicted in Figure 1, illustrating the current supplier selection process, there is a great lack of established documents, routines, and guidelines supporting the different steps of the process. Moreover, there is no common system for documenting and filing the results from the different steps for future sourcing activities. As a consequence, Sourcing Officers have developed their own way of working, inhibiting the deployment of a common sourcing strategy. Supportive documents Receive sourcing assignment Prepare RFI/RFQ (adapt predefined template) Send out RFI/RFQ Evaluation of incoming responses from the RFI/RFQ Select supplier Figure 1 Current supplier selection process The only supportive document that exists today is a standardized RFI/RFQ template, including technical, business, legal, and quality requirements. However, the document is working more as rough guidelines and does not consider the differences in purchasing hardware and software, neither the differences between sourcing objects within these two categories. Since these kinds of item specific questions are not included in the standardized RFI/RFQ, the Sourcing Officers have to add, remove or change the questions in the template in order to adapt it to the specific circumstances of the different sourcing situations. Accordingly the RFI/RFQs that are sent out to the suppliers are time consuming to create and also differ considerably from case to case. New suggested supplier selection process In order to create a common strategy for how to work internally, as well as towards suppliers, we have suggested the supplier selection process illustrated in Figure 2 to be implemented at the Sourcing Department. Supportive documents Receive sourcing assignment Classify sourcing object Prepare RFI/ RFQ Weight assessment criteria Send out RFI/ RFQ Evaluate answers from RFI/RFQ Select supplier for further negot. Figure 2 New supplier selection process Filing The fundamental difference between our suggested process and the routines currently used at EMP is that we have divided the existing supplier selection activities into subprocesses and created some supportive documents in order to facilitate the different steps. As illustrated above, the supplier selection process is initiated by the reception of a sourcing assignment, describing the overall scope of the sourcing case. Subsequently, a classification of the various sourcing objects should be accomplished in order to make use of differentiated strategies towards suppliers. For each and every product class, a commodity specific self assessment template has been developed with the purpose to render the preparation phase of the RFI/RFQ more efficient. Guidelines for how the overall assessment categories should be weighted have also been established. The underlying reason is to minimize subjective judgements and assure that the evaluation of the supplier is reflected by the company s strategy. When it comes to the weights associated with the specific assessment criteria, we realize that it might be

3 difficult to have predefined, standardized weights that fit each and every sourcing object within a product class. The weights should however be determined before the RFI/RFQ is sent out to the supplier in order to make sure that the supplier is judged objectively. To facilitate the subsequent step where the Sourcing Officer should evaluate the incoming responses from the RFI/RFQ, guidelines associated with the self assessment templates have been developed. The last, but probably one of the most important steps in the supplier selection process is to document and file the results from the different sub-processes for future sourcing activities. Since the Sourcing Department is currently facing a high employee turnover, we argue that an implementation of this step is crucial to make the transitional period between two employees run more smoothly. Not only a system for internal feed-back should be developed, but also a process for how to give feed-back to suppliers. The fact that these activities are currently not performed is somewhat remarkable. We argue that the deployment of this new process is likely to result in that the supplier selection activities will get faster to accomplish. The increased support will make it easier to understand each others working tasks, and consequently easier to cover for each other. As a result, the Sourcing Department will become more flexible as an organization. It should moreover be stressed that the initiation of a structured supplier selection process will lay ground for future improvements and strengthened relationships with the suppliers. Because EMP will be forced to formulate explicit specifications in an early stage, the suppliers will have great potential to fulfil EMP s requirements. Software assessment criteria As previously described, the new suggested supplier selection process implies that a classification of the sourcing objects should be accomplished in order to exploit differentiated strategies for various items. However, within the Sourcing Department of EMP, there is a strong reluctance towards segmenting software sourcing objects. Although general differences can be distinguished between the various software products, Sourcing Officers argue that the reality is fragmented implying that availability, importance, and risk exposure are unique for every single item to be purchased. Therefore, Sourcing Officers claim that sourcing strategies must be developed from case to case instead of being shared by a group of sourcing objects. As a consequence, despite many efforts to classify the software items, this study has not resulted in a definite classification proposal. With regard to the commodity specific self assessment templates, this implies that only one template has been developed for software. Hence, to identify relevant assessment criteria for software items, the authors have been forced to have a rather broad perspective to cover all different aspects that might be associated with different types of software items. To explore what criteria that need to be considered when evaluating a software supplier, extensive theoretical studied have been altered with empirical research such as interviews with the Sourcing Officers at EMP. During the interviews it was revealed that software suppliers are currently most often selected based on their abilities to deliver an adequate technical solution, to a reasonable price, under sufficient legal arrangements. However, both theoretical and empirical findings suggest that these areas should be extended to cover a broader spectrum of assessment categories. Therefore, as depicted in Figure 3 below, the commodity specific self assessment templates developed for this study comprise 7 different categories; Technology, Quality, Logistics and Supply, Legal, Company Profile, Business, and Finance. COMPANY PROFILE BUSINESS LEGAL FINANCE SUPPLIER LOGISTICS & SUPPLY TECHNOLOGY Figure 3 Assessment Topics QUALITY In the following section, we intend to briefly elucidate the different aspects, under each and every category, that have been identified as

4 having a significant importance when evaluating software suppliers. Technology Technical requirements are prominent on the items sourced at EMP since technological excellence is one of the key competitive advantages of the company. Because software components often require customization and adaptation before being implemented in the platform, EMP presents a Statement of Work for the software supplier, which basically illustrates the characteristics of the platform and the surrounding software and hardware to describe how the software must be developed or modified in order to fit into the platform environment. This implies that the software development process is important to evaluate in order to eventually receive an accurate product on time. Although the Statement of Work contains the most important technical requirements needed to secure the desired functionality, we argue that some additional questions should be added to further assure that the product of inquiry is prioritized by the supplier and that the supplier will be a potential partner also in the future. For instance, it is very interesting to know the current roll out plans of coming releases in order to find out how fast the development is expected to proceed. Man years required to develop the product is also of significance since it is a good indicator of code complexity, and hence the estimated value of the software. Quality Although the sourcing department at EMP has experienced shortcomings of the quality of externally developed software in the past, there are currently no routines of assuring sufficient quality of software sourced from third parties. Although EMP is presently not focusing on software quality, it is a common belief among the Sourcing Officers that future demands will force EMP to think differently. To manage short product life cycles and increased competition, there is no time for dealing with insufficient quality. A considerable problem at EMP is however that the competence required to assess software quality is not prevalent within the company today. Not knowing how to assess software quality accordingly implies that the competence required to develop accurate self assessment questions and communicate requirements to the supplier is lacking. Our recommendation is therefore to allocate resources to this area in the future. Until then, we believe that the Sourcing Officers should stress the importance of the issue and ask the supplier some general quality questions, exploring whether the supplier is striving towards creating or maintaining a functioning process across the software development unit. Such general questions should include whether the supplier has a quality management system implemented, if the software development process is well defined, documented and divided in sub-processes with clear milestones. It should also be investigated whether the supplier has a defined testing process and whether all requirements are tested by accurate test scenarios. Logistics & Supply According to Sourcing Officers, estimating development lead time is extremely hard when developing software. Deliveries behind schedule are indeed a problem identified both by EMP and by other actors in the telecommunication business. Despite this, it seems as these late deliveries are generally accepted, and that companies do not really work proactively with these issues. Therefore, we claim that EMP should try to make suppliers become better at approximating lead times and put monetary penalties into operation when delivering too late. Legal Since software sourcing objects are most often not purchased, but licensed, legal aspects are crucial to assess in order to determine obligations and rights connected to each business case. Normally, EMP distributes a Software License Agreement to the supplier in the negotiation phase, but we argue that it might be advantageously to include some parts of the agreement already at an early stage of the sourcing process. The following legal aspects should be considered: License grant Warranty Limitation of liability Indemnification Governing law and choice of jurisdiction It should be stressed that minor deviations can be agreed on during negotiations, but if the supplier is completely unwilling to accept

5 EMP s legal requirements, it is very unlikely that EMP will continue with the negotiation process. In addition with the fundamental legal aspects mentioned above, we emphasize the importance of covering also the issue of free open source software, which is increasingly implemented in software components. If not treated correctly, these can be devastating for EMP. It should therefore be investigated whether the supplier has all rights and interests required to forward the software, and under what premises free open source software is implemented in the software components offered by the supplier. Company Profile At present, no questions treating more longterm aspects of a business relationship are included in the existing RFI/RFQ template. We argue that these kinds of aspects should not be neglected and therefore emphasize the use of criteria aiming at exposing the strategic plans, market position, and future growth and success of the supplier. The overall purpose when analyzing the answers of these questions must be finding a company that is in alignment with the EMP strategy of the specific sourcing item. Business When EMP licenses software, there are two different business models frequently used. Either the software is sourced with an upfront payment, or with continuous royalty payments. The total estimated price is what determines which business model that is preferred from case to case. In order to compare prices and settle on a favourable business case, EMP wants to know whether the supplier is compliant with any or both of the suggested business models, as well as the estimated cost structure and price. In order to secure that no unexpected costs associated with the business will appear, EMP moreover wants suppliers to specify additional costs before starting the negotiations. Suppliers often try to spread out incomes on various issues such as maintenance and support fees, development costs etc, whereas EMP wants it to be covered by the initial fee or the price per unit. Finance Many companies in the software industry are start-up companies with very few employees, but can nevertheless deliver superior software components. Assuring functionality, EMP is therefore enforced to license software from very small companies, despite the risks connected with these businesses. In such cases, we argue EMP should pay some attention to evaluating the company s financial status. EMP must make sure that the supplier has the required financial stability to handle unexpected events such as patent disputes. Without financial muscles, warranties and indemnifications are useless in case of a legal dispute with another company. In order to assure financial stability, a number of key ratios should be examined and compared with similar companies within the software industry Discussion Both our theoretical findings and our study at EMP reveal that the software business in many ways is immature. The major issue, as we see it, is that this seems to be generally accepted within EMP. It is a common believe that it is nearly impossible to anticipate software development time and what problems that might arise along the way. Accordingly, there is a resistance to create a structure of how to handle these issues, and an industrialization of the software business just seems very distant. As described previously in this article, processes related to software sourcing at EMP are few and rather cursory, and Sourcing Officers have difficulties in specifying for instance quality and delivery requirements to suppliers, which consequently results in late deliveries and inferior software code. Many Sourcing Officers claim that it is the intangible and unique nature of software components that makes it so difficult to establish a formal process for managing software suppliers. However, the new suggested supplier selection process indicates that the establishment of a common way of working does not have to be that impossible or difficult. Also, the proposal of a new self assessment template with a much broader spectrum of assessment criteria indicates that there are definitely opportunities to concretize the intangible characteristics of software, and start communicating expectations and requirements to suppliers in a more structured way. It should be stressed that we do realize that this industrialization of the software business will not be easy to carry out. We definitely agree

6 that software is complex, but we also think that there is a point in asking oneself why it is complex. It seems in many cases that there are no sound arguments; people are just claiming that it is complex because it has always been that way. Hence, although it is not obvious for companies within the software business to develop and control processes in order to manage the software supply chain, we argue that companies at least should try to think on these lines. Since the importance of software are most likely to increase in the future, we argue that companies will experience great problems if they do not manage to break down the large cloud of activities related to software sourcing into more controllable processes - processes that can easily be spread within the company, as well as to suppliers and customers. Conclusions and Recommendations Returning to the areas of investigation initially formulated, some conclusions can now be presented. Primarily, a supplier selection process has been suggested with the main purpose of striving for consistency, both in terms of the work conducted internally, as well as towards suppliers. By adopting differentiated strategies for various sourcing objects, and developing supportive documents and guidelines related to the different supplier selection activities, the overall process will be more consistent with the company s strategy, and also get faster to accomplish. The suggested process aims to accentuate the importance of utilizing various competences and resources within the company in order to reach synergy effects. The second area of investigation, treating the criteria according to which the software supplier should be evaluated, revealed that software suppliers are currently selected according to their technical abilities, price offerings, and legal terms and conditions. We argue that these areas are not sufficient to create a true picture of the supplier and its offerings, and have therefore extended the existing evaluation template to also include categories such as finance, quality, company profile, and logistics and supply. Since the software market is rapidly changing and consist of a variety of suppliers, we emphasize a greater focus on assessing the company and its present, as well as future strategies. Furthermore, we argue that EMP should require more from their software suppliers in terms of quality assurance and delivery accuracy. By acquiring competence in software quality management, EMP could develop better requirement specifications and require considerably more in terms of product quality. Similarly, the importance of on time deliveries must be further emphasized in order for software suppliers to follow EMP demands. Instead of accepting that software development is a complex task, Sourcing Officers should find and make use of strong incentives to improve performance and change the habitual behaviour of the software industry. It should finally be stressed that to date, very little research has been conducted on software supply chains in general and software sourcing in particular. The software industry has grown rapidly over the years as a result of many products, such as cars and mobile phones, containing more and more software. Since software is nowadays often what differentiate and add value to products, it has become a more important part of the total product offering. Thus, from an academic point of view, or suggestion for future studies is to further investigate the similarities and differences between software supply chains and traditional ones, in order to find out which theories and models are valid for software supply chains and where supplementary studies are necessary. References [1] Ulkuniemi, P, and Pekkarinen, S, (2005) Managing competitive software component supplier relationships Journal of Purchasing & Supply Management 11 (2005) [2] Axelsson, B, and Wynstra, F, (2002) Buying Business Services John Wiley & Sons Ltd, United Kingdom [3] van Weele, A J, (2002) Purchasing and Supply Chain Management, Third edition, Thomson Learning [4] Kraljic, P, (1983) Purchasing must become supply management, Harvard Business Review, 83509, [5] Schary, P B, and Skjøtt-Larsen, T, (2003), Managing the Global Supply Chain, Second edition, Copenhagen Business School Press [6] Olsen, R F, and Ellram, L M, (1997) A Portfolio Approach to Supplier Relationships, Industrial Marketing Management

7 [7] Çebi, F and Bayraktar, D, (2003) An integrated approach for supplier selection Logistics Information Management, Vol 16, No 6, p [8] Ellram, L M, and Pearson, J N, (1995) Supplier selection and evaluation in small versus large electronics firms, Journal of Small Business Management, Oct 1995; 33, 4, p [9] Allen, S, and Chandrashekar, A, (2000) Outsourcing Services: The Contract Is Just the Beginning Business Horizon, March-April 2000, p [10] Ellram, L M, Tate, W L, Billington, C, (2004) Understanding and Managing the Services Supply Chain The Journal of Supply Chain Management, Fall 2004; 40, 4, p

Control and Synergies in the Outsourced Supply Chain -

Control and Synergies in the Outsourced Supply Chain - Control and Synergies in the Outsourced Supply Chain - Recommendations for how to improve and organize Tetra Pak s supply chain. CLARA CARLSSON & JOHAN RASMUSSON 2005-01-17 Lund Institute of Technology,

More information

C. Wohlin and B. Regnell, "Achieving Industrial Relevance in Software Engineering Education", Proceedings Conference on Software Engineering

C. Wohlin and B. Regnell, Achieving Industrial Relevance in Software Engineering Education, Proceedings Conference on Software Engineering C. Wohlin and B. Regnell, "Achieving Industrial Relevance in Software Engineering Education", Proceedings Conference on Software Engineering Education & Training, pp. 16-25, New Orleans, Lousiana, USA,

More information

Reducing Working Capital through Purchasing

Reducing Working Capital through Purchasing Reducing Working Capital through Purchasing Mattias Linderoth June 2012 Master s thesis at the Department of Industrial Management and Logistics Faculty of Engineering LTH, Lund University SE-221 00 Lund,

More information

Improving Supply Chain Performance through Customer Management and Control

Improving Supply Chain Performance through Customer Management and Control Improving Supply Chain Performance through Customer Management and Control Recommendations on how to manage the supply chain customer interface at Sony Ericsson Josefine Carlsson Anna Lidström Department

More information

Supplier Capacity Planning at IKEA Capacity planning from an outside-in perspective

Supplier Capacity Planning at IKEA Capacity planning from an outside-in perspective Supplier Capacity Planning at IKEA Capacity planning from an outside-in perspective Johanna Larsson and Johanna Viklund Department of Industrial Management and Logistics Division of Engineering Logistics

More information

How purchasing practitioners use the Kraljic matrix

How purchasing practitioners use the Kraljic matrix Stockholm School of Economics Department of Marketing and Strategy Master Thesis forth period 2008 How purchasing practitioners use the Kraljic matrix A relative comparative case study with four big Swedish

More information

C. Wohlin, "Is Prior Knowledge of a Programming Language Important for Software Quality?", Proceedings 1st International Symposium on Empirical

C. Wohlin, Is Prior Knowledge of a Programming Language Important for Software Quality?, Proceedings 1st International Symposium on Empirical C. Wohlin, "Is Prior Knowledge of a Programming Language Important for Software Quality?", Proceedings 1st International Symposium on Empirical Software Engineering, pp. 27-36, Nara, Japan, October 2002.

More information

Increasing value through managing supplier relations - A study at Corporate Sourcing Saab AB

Increasing value through managing supplier relations - A study at Corporate Sourcing Saab AB Increasing value through managing supplier relations - A study at Corporate Sourcing Saab AB Oscar Falkenberg and Johannes Nilsson Department of Industrial Management and Logistics, Lund University April

More information

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Project Management Self-Assessment Contents Introduction 3 User Guidance 4 P3M3 Self-Assessment Questionnaire

More information

TOTAL QUALITY ACCOUNTING

TOTAL QUALITY ACCOUNTING COMMUNICATIONS Maja Andrijašević* DOI: 10.2298/EKA0876110A TOTAL QUALITY ACCOUNTING ABSTRACT: The focus of competitive battle shifted from the price towards non-price instruments, above all, towards quality

More information

A Framework for Software Product Line Engineering

A Framework for Software Product Line Engineering Günter Böckle Klaus Pohl Frank van der Linden 2 A Framework for Software Product Line Engineering In this chapter you will learn: o The principles of software product line subsumed by our software product

More information

Customer Service Improvement Case Studies. Memorandum 706

Customer Service Improvement Case Studies. Memorandum 706 Customer Service Improvement Case Studies Memorandum 706 Customer Service Improvement Case Studies Customer service can mean different things to various people, but the focus should always be the same

More information

CLOUD MIGRATION STRATEGIES

CLOUD MIGRATION STRATEGIES CLOUD MIGRATION STRATEGIES Faculty Contributor: Dr. Rahul De Student Contributors: Mayur Agrawal, Sudheender S Abstract This article identifies the common challenges that typical IT managers face while

More information

2 Development of strategic planning

2 Development of strategic planning 2 Development of strategic planning 2.1 Four phases in the development of strategic planning Figure 2.1 displays the different stages of the development of strategic management. As the figure shows, we

More information

The Information Management Body of Knowledge

The Information Management Body of Knowledge The Information Management Body of Knowledge 2 Allen Lee s simple model (see Fig. 1.2) was the foundation of the IMBOK, but it masks huge complexities in the territory where information technology, business

More information

THE EFFECTIVENESS OF LOGISTICS ALLIANCES EUROPEAN RESEARCH ON THE PERFORMANCE MEASUREMENT AND CONTRACTUAL SUCCESS FACTORS IN LOGISTICS PARTNERSHIPS

THE EFFECTIVENESS OF LOGISTICS ALLIANCES EUROPEAN RESEARCH ON THE PERFORMANCE MEASUREMENT AND CONTRACTUAL SUCCESS FACTORS IN LOGISTICS PARTNERSHIPS CIIL An IESE-Mecalux Initiative STUDY-62 February, 2008 THE EFFECTIVENESS OF LOGISTICS ALLIANCES EUROPEAN RESEARCH ON THE MEASUREMENT AND CONTRACTUAL SUCCESS FACTORS IN LOGISTICS PARTNERSHIPS Joan Jané

More information

Formal and informal feedback in management accounting

Formal and informal feedback in management accounting Hanna Pitkänen Turku School of Economics, Finland Kari Lukka Turku School of Economics, Finland Formal and informal feedback in management accounting Taking a look beyond the balanced scorecard Research

More information

Locating outsourced and offshored production based on supply chain strategy: Findings from Swedish fashion/trend apparel companies

Locating outsourced and offshored production based on supply chain strategy: Findings from Swedish fashion/trend apparel companies Locating outsourced and offshored production based on supply chain strategy: Findings from Swedish fashion/trend apparel companies Daniel Persson and Emma Mählkvist June 2014 Department of Industrial Management

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

E-Commerce: From Converging 'B2B versus B2C' Segments to Solutions for Different Product Groups

E-Commerce: From Converging 'B2B versus B2C' Segments to Solutions for Different Product Groups E-Commerce: From Converging 'B2B versus B2C' Segments to Solutions for Different Product Groups Prof. Dr. Claudia Loebbecke, M.B.A. Chaired Professor of Media Management University of Cologne Pohligstr.

More information

International Master s Programme in Business and Technology

International Master s Programme in Business and Technology International Master s Programme in Business and Technology The Course Programme in more Detail The contents of 8 study modules are presented in detail below to give an overview of the courses. Introduction

More information

The concrete impacts of BCBS principles on data value chains

The concrete impacts of BCBS principles on data value chains The concrete impacts of BCBS principles on data value chains Jean-Pierre Maissin Partner Technology & Enterprise Application Deloitte Jean-Philippe Peters Partner Governance, Risk & Compliance Deloitte

More information

Level 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key

Level 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying what

More information

PRODUCER PRICE INDEX FOR FACILITIES MANAGEMENT

PRODUCER PRICE INDEX FOR FACILITIES MANAGEMENT 18 th MEETING OF THE VOORBURG GROUP Tôkyô, Japan October 2003 SESSION 2 PRODUCER PRICE INDEX FOR SERVICES PRODUCER PRICE INDEX FOR FACILITIES MANAGEMENT Benoît Buisson INSEE France 1) Industry output Computer

More information

Working with Vendors Finding the right partners and nurturing the relationship. by John Casey

Working with Vendors Finding the right partners and nurturing the relationship. by John Casey The Expert Series is a collection of articles, papers and writings by PM Solutions associates and other industry experts that provides insight into the practice and value of project management. Working

More information

THE APPEAL OF SAAS ERP

THE APPEAL OF SAAS ERP May 2015 THE APPEAL OF SAAS ERP Data Source In this report, Mint Jutras references data collected from its 2015 Enterprise Solution Study, which investigated goals, challenges and status and also benchmarked

More information

Benefits Realization from IS & IT, and Change Management of roles and the working practices of individuals and teams.

Benefits Realization from IS & IT, and Change Management of roles and the working practices of individuals and teams. : Delivering Value from IS & IT Investments John Ward and Elizabeth Daniel John Wiley & Son Ltd ISBN: 9780470094631, 399 pages Theme of the Book This book explores a process and practical tools and frameworks

More information

ITIL V3 and ASL Sound Guidance for Application Management and Application Development

ITIL V3 and ASL Sound Guidance for Application Management and Application Development For IT V3 and Sound Guidance for Application and Application Development Machteld Meijer, Mark Smalley & Sharon Taylor Alignment White Paper January 2008 V3 & : A Comparison Abstract In May 2007, the Office

More information

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists 1 Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists Troubling economic times require attention to the basics:

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

Guidance SUPPLY CHAIN RELATIONSHIP MANAGEMENT

Guidance SUPPLY CHAIN RELATIONSHIP MANAGEMENT SUPPLY CHAIN RELATIONSHIP MANAGEMENT Published by the British Institute of Facilities Management June 2015 Introduction Terminology and Definitions Selecting a supplier of goods and services can be a complicated

More information

MATERIAL PURCHASING MANAGEMENT IN DISTRIBUTION NETWORK BUSINESS

MATERIAL PURCHASING MANAGEMENT IN DISTRIBUTION NETWORK BUSINESS MATERIAL PURCHASING MANAGEMENT IN DISTRIBUTION NETWORK BUSINESS Turkka Kalliorinne Finland turkka.kalliorinne@elenia.fi ABSTRACT This paper is based on the Master of Science Thesis made in first half of

More information

Hedge Fund Returns: You Can Make Them Yourself!

Hedge Fund Returns: You Can Make Them Yourself! Hedge Fund Returns: You Can Make Them Yourself! Harry M. Kat * Helder P. Palaro** This version: June 8, 2005 Please address all correspondence to: Harry M. Kat Professor of Risk Management and Director

More information

Development Methodologies Compared

Development Methodologies Compared N CYCLES software solutions Development Methodologies Compared Why different projects require different development methodologies. December 2002 Dan Marks 65 Germantown Court 1616 West Gate Circle Suite

More information

Strategic Sourcing. Increasing competitiveness and profitability with effective purchasing

Strategic Sourcing. Increasing competitiveness and profitability with effective purchasing Strategic Sourcing Increasing competitiveness and profitability with effective purchasing Reduction of purchasing costs has significant leverage effect on profit. Impact of purchasing cost reduction on

More information

Chapter 3 Local Marketing in Practice

Chapter 3 Local Marketing in Practice Chapter 3 Local Marketing in Practice 3.1 Introduction In this chapter, we examine how local marketing is applied in Dutch supermarkets. We describe the research design in Section 3.1 and present the results

More information

Report: An Analysis of US Government Proposed Cyber Incentives. Author: Joe Stuntz, MBA EP 14, McDonough School of Business

Report: An Analysis of US Government Proposed Cyber Incentives. Author: Joe Stuntz, MBA EP 14, McDonough School of Business S 2 ERC Project: Cyber Threat Intelligence Exchange Ecosystem: Economic Analysis Report: An Analysis of US Government Proposed Cyber Incentives Author: Joe Stuntz, MBA EP 14, McDonough School of Business

More information

A STUDY OF OPEN INNOVATION IN CLOUD COMPUTING

A STUDY OF OPEN INNOVATION IN CLOUD COMPUTING A STUDY OF OPEN INNOVATION IN CLOUD COMPUTING Grozdalina Grozeva 1, Yordan Dimitrov 2 1 Department of Management, Technical University, Bulgaria, E-mail: grozeva77@abv.bg 2 Department of Management, Technical

More information

CASE STUDY: UTILISING E-BUSINESS TECHNOLOGIES FOR MARKETING SUPPORT IN THE CE INDUSTRY

CASE STUDY: UTILISING E-BUSINESS TECHNOLOGIES FOR MARKETING SUPPORT IN THE CE INDUSTRY e-business W@tch European Commission, DG Enterprise & Industry E-mail: entr-innov-ict-ebiz@ec.europa.eu, info@ebusiness-watch.org This document is based on sector studies, special reports or other publications

More information

Summary Ph.D. thesis Fredo Schotanus Horizontal cooperative purchasing

Summary Ph.D. thesis Fredo Schotanus Horizontal cooperative purchasing Summary Ph.D. thesis Fredo Schotanus Horizontal cooperative purchasing Purchasing in groups is a concept that is becoming increasingly popular in both the private and public sector. Often, the advantages

More information

BPMJ 7,3. The current issue and full text archive of this journal is available at http://www.emerald-library.com/ft

BPMJ 7,3. The current issue and full text archive of this journal is available at http://www.emerald-library.com/ft The research register for this journal is available at http://wwwmcbupcom/research_registers The current issue and full text archive of this journal is available at http://wwwemerald-librarycom/ft BPMJ

More information

QUALITY OF SERVICE REGULATION ISSUES IN FUTURE INTERNET

QUALITY OF SERVICE REGULATION ISSUES IN FUTURE INTERNET 9 th International Quality Conference June 2015 Center for Quality, Faculty of Engineering, University of Kragujevac Vesna Radonjić Đogatović 1) Branka Mikavica 1) Valentina Radojičić 1) Aleksandra Kostić-

More information

Jabil builds momentum for business analytics

Jabil builds momentum for business analytics Jabil builds momentum for business analytics Transforming financial analysis with help from IBM and AlignAlytics Overview Business challenge As a global electronics manufacturer and supply chain specialist,

More information

Methodological Issues for Interdisciplinary Research

Methodological Issues for Interdisciplinary Research J. T. M. Miller, Department of Philosophy, University of Durham 1 Methodological Issues for Interdisciplinary Research Much of the apparent difficulty of interdisciplinary research stems from the nature

More information

Operational Excellence in Supply Chain Management

Operational Excellence in Supply Chain Management Operational Excellence in Supply Chain Management Using a Holistic View and Key Performance Indicators Per Henningsson and Simon Nilsson Faculty of Engineering Lund University Box 118 S 221 00 Lund, Sweden

More information

Supplier Relationship Management (SRM) in Supply Chain Context for the Industry

Supplier Relationship Management (SRM) in Supply Chain Context for the Industry Supplier Relationship Management (SRM) in Supply Chain Context for the Industry Anil Ponweera President-Institute of Supply and Materials Management(ISMM) MBA(Aus)/FISMM/FCPM/CMLT Manager Materials and

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

ACCOUNTICA. No 7/September 2009/www.gierusz.com.pl

ACCOUNTICA. No 7/September 2009/www.gierusz.com.pl ACCOUNTICA No 7/September 2009/www.gierusz.com.pl Content: 1. The role played by corporate disclosure and financial accounting information in corporate governance and the ways in which these forms of information

More information

Talent Management in a new area

Talent Management in a new area Talent Management in a new area Tom Pfeiffer Partner Audit Deloitte Sacha Thill Senior Consultant Operations Excellence & Human Capital Deloitte In recent decades, organizations have increased their efforts

More information

PROPS Manual for Project Managers

PROPS Manual for Project Managers PROPS Manual for Project Managers 1 PROPS Manual for Project Managers CONTENTS INTRODUCTION... 3 PROJECT MANAGEMENT MODEL... 7 PRESTUDY PHASE... 11 PHASE START-UP AND TEAMBUILDING... 17 COACHING, INTEGRATION

More information

What is Reflective Practice? Joy Amulya Senior Associate Community Science

What is Reflective Practice? Joy Amulya Senior Associate Community Science What is Reflective Practice? Joy Amulya Senior Associate Community Science Community Science 0 May 2011 What is Reflective Practice? Joy Amulya Senior Associate, Community Science Reflection: the foundation

More information

The goal of software architecture analysis: confidence building or risk assessment

The goal of software architecture analysis: confidence building or risk assessment The goal of software architecture analysis: confidence building or risk assessment Nico Lassing, Daan Rijsenbrij and Hans van Vliet Faculty of Sciences Vrije Universiteit, Amsterdam {nlassing, daan, hans}@cs.vu.nl

More information

Summary of the Qualitative Decision Support Model 7 STEPS TOWARDS TRANSFORMATION AGENDA

Summary of the Qualitative Decision Support Model 7 STEPS TOWARDS TRANSFORMATION AGENDA Summary of the Qualitative Decision Support Model 7 STEPS TOWARDS AGENDA This Qualitative Decision Support Model, the Generic Transformation Agenda, has been developed during the TRANSFORM project between

More information

ISM Online Course Offerings

ISM Online Course Offerings CERTIFICATION (CPSM and CPSD ) ISM Online Course Offerings 3968 Bridge Review Online Course 21 CEHs This course is designed as a review for current C.P.M. holders as part of their preparation for taking

More information

IJRSET 2015 SPL Volume 2, Issue 11 Pages: 29-33

IJRSET 2015 SPL Volume 2, Issue 11 Pages: 29-33 CLOUD COMPUTING NEW TECHNOLOGIES 1 Gokul krishnan. 2 M, Pravin raj.k, 3 Ms. K.M. Poornima 1, 2 III MSC (software system), 3 Assistant professor M.C.A.,M.Phil. 1, 2, 3 Department of BCA&SS, 1, 2, 3 Sri

More information

MARKET EFFECTS AND MARKET TRANSFORMATION: THEIR ROLE IN ENERGY EFFICIENCY PROGRAM DESIGN AND EVALUATION

MARKET EFFECTS AND MARKET TRANSFORMATION: THEIR ROLE IN ENERGY EFFICIENCY PROGRAM DESIGN AND EVALUATION MARKET EFFECTS AND MARKET TRANSFORMATION: THEIR ROLE IN ENERGY EFFICIENCY PROGRAM DESIGN AND EVALUATION Prepared by Mitchell Rosenberg KEMA, Inc. Lynn Hoefgen Nexus Market Research Prepared for CIEE Market

More information

WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS

WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS Enporion, Inc. March, 2009 www.enporion.com SUPPLY CHAIN ORGANIZATION MODELS THAT DRIVE SUCCESS To ensure success in your supply chain

More information

P3M3 Portfolio Management Self-Assessment

P3M3 Portfolio Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Portfolio Management Self-Assessment P3M3 is a registered trade mark of AXELOS Limited Contents Introduction

More information

A value based innovation model

A value based innovation model A value based innovation model Constance Van Horne 1, Jean-Marc Frayret 1 and Diane Poulin 1 (1) FOR@C Research Consortium and CENTOR (Centre de Recherche sur les Technologies de l Organisation Réseau),

More information

Factors for the Acceptance of Enterprise Resource Planning (ERP) Systems and Financial Performance

Factors for the Acceptance of Enterprise Resource Planning (ERP) Systems and Financial Performance Factors for the Acceptance of Enterprise Resource Planning (ERP) Systems and Financial Performance Ayman Bazhair and Kamaljeet Sandhu Abstract The purpose of this research paper to present the synthesized

More information

D6.1: Service management tools implementation and maturity baseline assessment framework

D6.1: Service management tools implementation and maturity baseline assessment framework D6.1: Service management tools implementation and maturity baseline assessment framework Deliverable Document ID Status Version Author(s) Due FedSM- D6.1 Final 1.1 Tomasz Szepieniec, All M10 (31 June 2013)

More information

Growing the Digital Business: Spotlight on Mobile Apps. Accenture Mobility Research 2015

Growing the Digital Business: Spotlight on Mobile Apps. Accenture Mobility Research 2015 Growing the Digital Business: Spotlight on Mobile Apps Accenture Mobility Research 2015 Introduction 2 In the past five years, companies have spent considerable time, money and attention developing mobile

More information

Navigating through flexible bond funds

Navigating through flexible bond funds WHITE PAPER February 2015 For professional investors Navigating through flexible bond funds Risk management as a key focus point Kommer van Trigt Winfried G. Hallerbach Navigating through flexible bond

More information

218 Chapter 11. Conclusions. Therefore, this thesis aims to contribute to improving productivity of SMEs through DM and Project Communication.

218 Chapter 11. Conclusions. Therefore, this thesis aims to contribute to improving productivity of SMEs through DM and Project Communication. 218 Chapter 11. Conclusions 11. Conclusions 11.1. General conclusions The final objective of whatever research is to improve the knowledge and provide tools to improve it. In whatever company and in whatever

More information

An Analysis of the B2B E-Contracting Domain - Paradigms and Required Technology 1

An Analysis of the B2B E-Contracting Domain - Paradigms and Required Technology 1 An Analysis of the B2B E-Contracting Domain - Paradigms and Required Technology 1 Samuil Angelov and Paul Grefen Department of Technology Management, Eindhoven University of Technology, P.O. Box 513, 5600

More information

The Massachusetts Open Cloud (MOC)

The Massachusetts Open Cloud (MOC) The Massachusetts Open Cloud (MOC) October 11, 2012 Abstract The Massachusetts open cloud is a new non-profit open public cloud that will be hosted (primarily) at the MGHPCC data center. Its mission is

More information

How credit analysts view and use the financial statements

How credit analysts view and use the financial statements How credit analysts view and use the financial statements Introduction Traditionally it is viewed that equity investment is high risk and bond investment low risk. Bondholders look at companies for creditworthiness,

More information

Using the Internet for an Accreditation Self-Study Portfolio By Dr. Timothy R. Obermier

Using the Internet for an Accreditation Self-Study Portfolio By Dr. Timothy R. Obermier Volume 21, Number 1 - January 2005 through March 2005 Using the Internet for an Accreditation Self-Study Portfolio By Dr. Timothy R. Obermier Peer-Refereed Article KEYWORD SEARCH Administration Accreditation

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

Interdisciplinary Management Research V. HOW DIFFERS OUTSOURCING OF CORE AND SUPPORTIVE ACTIVITIES IN SLOVENIAN SMEs

Interdisciplinary Management Research V. HOW DIFFERS OUTSOURCING OF CORE AND SUPPORTIVE ACTIVITIES IN SLOVENIAN SMEs HOW DIFFERS OUTSOURCING OF CORE AND SUPPORTIVE ACTIVITIES IN SLOVENIAN SMEs Barbara Bradač 1, Karin Širec 2 1 University of Maribor - Faculty of Economics and Business - Institute for Entrepreneurship

More information

Methodological Approaches to Evaluation of Information System Functionality Performances and Importance of Successfulness Factors Analysis

Methodological Approaches to Evaluation of Information System Functionality Performances and Importance of Successfulness Factors Analysis Gordana Platiša Neđo Balaban Methodological Approaches to Evaluation of Information System Functionality Performances and Importance of Successfulness Factors Analysis Article Info:, Vol. 4 (2009), No.

More information

ITIL V3 Application Support Volume 1

ITIL V3 Application Support Volume 1 ITIL V3 Application Support Volume 1 Service Management For Application Support ITIL is a Registered Trade Mark and Community Trademark of the Office of Government and Commerce. This document may contain

More information

Chapter 4 SUPPLY CHAIN PERFORMANCE MEASUREMENT USING ANALYTIC HIERARCHY PROCESS METHODOLOGY

Chapter 4 SUPPLY CHAIN PERFORMANCE MEASUREMENT USING ANALYTIC HIERARCHY PROCESS METHODOLOGY Chapter 4 SUPPLY CHAIN PERFORMANCE MEASUREMENT USING ANALYTIC HIERARCHY PROCESS METHODOLOGY This chapter highlights on supply chain performance measurement using one of the renowned modelling technique

More information

Commercial Aspects of Engineering Organisations

Commercial Aspects of Engineering Organisations Unit 9: Commercial Aspects of Engineering Organisations Unit code: QCF Level 3: Credit value: 10 Guided learning hours: 60 Aim and purpose D/600/0259 BTEC National This unit aims to give learners knowledge

More information

STRATEGIC INTELLIGENCE ROLE IN THE MANAGEMENT OF ORGANIZATIONS

STRATEGIC INTELLIGENCE ROLE IN THE MANAGEMENT OF ORGANIZATIONS The USV Annals of Economics and Public Administration Volume 13, Issue 2(18), 2013 STRATEGIC INTELLIGENCE ROLE IN THE MANAGEMENT OF ORGANIZATIONS Ph.D. Student Natalia Ana STRĂIN (SILAŞ) West University

More information

Complaints about unauthorised discounts offered by PCCW-HKT Telephone Limited to business customers

Complaints about unauthorised discounts offered by PCCW-HKT Telephone Limited to business customers CDN0195 Complaints about unauthorised discounts offered by PCCW-HKT Telephone Limited to business customers Complaint against: Issue: Relevant Instruments: PCCW-HKT Telephone Limited ( PCCW-HKTC ) Allegations

More information

ENTERPRISE MANAGEMENT AND SUPPORT IN THE TELECOMMUNICATIONS INDUSTRY

ENTERPRISE MANAGEMENT AND SUPPORT IN THE TELECOMMUNICATIONS INDUSTRY ENTERPRISE MANAGEMENT AND SUPPORT IN THE TELECOMMUNICATIONS INDUSTRY The Telecommunications Industry Companies in the telecommunications industry face a number of challenges as market saturation, slow

More information

THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT

THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT Performance Management Model for SMEs Rusaneanu Alexandra Ph.D. Student, Faculty of Cybernetics, Statistics and Economic Informatics, Bucharest University

More information

Central Bank of Ireland Guidelines on Preparing for Solvency II Pre-application for Internal Models

Central Bank of Ireland Guidelines on Preparing for Solvency II Pre-application for Internal Models 2013 Central Bank of Ireland Guidelines on Preparing for Solvency II Pre-application for Internal Models 1 Contents 1 Context... 1 2 General... 2 3 Guidelines on Pre-application for Internal Models...

More information

ISO20000: What it is and how it relates to ITIL v3

ISO20000: What it is and how it relates to ITIL v3 ISO20000: What it is and how it relates to ITIL v3 John DiMaria; Certified Six Sigma BB, HISP BSI Product Manager; ICT (ISMS,ITSM,BCM) Objectives and Agenda To raise awareness, to inform and to enthuse

More information

Integrating risk indicators into corporate performance management tool

Integrating risk indicators into corporate performance management tool Integrating risk indicators into corporate performance management tool Jelena Raid Swedbank Estonia Liivalaia 8, Tallinn, Estonia Abstract Tallinn Technical University Raja 15, Tallinn, Estonia In operational

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

Postprint. http://www.diva-portal.org. This is the accepted version of a paper presented at EUROMA 2013, 7-12 June, Dublin, Ireland.

Postprint. http://www.diva-portal.org. This is the accepted version of a paper presented at EUROMA 2013, 7-12 June, Dublin, Ireland. http://www.diva-portal.org Postprint This is the accepted version of a paper presented at EUROMA 2013, 7-12 June, Dublin, Ireland. Citation for the original published paper: Wang, W., Bengtsson, L., Niss,

More information

The real value of corporate governance

The real value of corporate governance Volume 9 No. 1 The real value of corporate governance (c) Copyright 2007, The University of Auckland. Permission to make digital or hard copies of all or part of this work for personal or classroom use

More information

Deriving Value from ORSA. Board Perspective

Deriving Value from ORSA. Board Perspective Deriving Value from ORSA Board Perspective April 2015 1 This paper has been produced by the Joint Own Risk Solvency Assessment (ORSA) Subcommittee of the Insurance Regulation Committee and the Enterprise

More information

Development of Frameworks for Vendor Base Rationalization and Impact of this on Supplier Relationship: A study of Indian Manufacturing Sector

Development of Frameworks for Vendor Base Rationalization and Impact of this on Supplier Relationship: A study of Indian Manufacturing Sector Development of Frameworks for Vendor Base Rationalization and Impact of this on Supplier Relationship: A study of Indian Manufacturing Sector Priyanka Verma, Assistant Professor Vellanki Sriharsha, PGDIE

More information

The Equity Premium in India

The Equity Premium in India The Equity Premium in India Rajnish Mehra University of California, Santa Barbara and National Bureau of Economic Research January 06 Prepared for the Oxford Companion to Economics in India edited by Kaushik

More information

Black-Scholes-Merton approach merits and shortcomings

Black-Scholes-Merton approach merits and shortcomings Black-Scholes-Merton approach merits and shortcomings Emilia Matei 1005056 EC372 Term Paper. Topic 3 1. Introduction The Black-Scholes and Merton method of modelling derivatives prices was first introduced

More information

Partnership Satisfaction & Impact Survey

Partnership Satisfaction & Impact Survey Partnership Satisfaction & Impact Survey Page 1 of TABLE OF CONTENTS Contents I INTRODUCTION... 3 II SATISFACTION SURVEY... 4 II.1 What?... 4 II.1.1 Definition... 4 II.1.2 Satisfaction survey in Practice...

More information

SHOULD SALES FORCE AUTOMATION CHANGES BRAND AUTOMATION FOR LG

SHOULD SALES FORCE AUTOMATION CHANGES BRAND AUTOMATION FOR LG SHOULD SALES FORCE AUTOMATION CHANGES BRAND AUTOMATION FOR LG Dr. Ashish Mathur (M) Associate Professor, Department of Management Studies Lachoo Memorial College of Science & Technology, Jodhpur ABSTRACT

More information

SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND?

SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? GRAND & TOY 2012 SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? Research conducted by TABLE OF CONTENTS Overview... 3 Procurement Tactically Focused but Evolving...4 Communication

More information

The ITIL v.3. Foundation Examination

The ITIL v.3. Foundation Examination The ITIL v.3. Foundation Examination ITIL v. 3 Foundation Examination: Sample Paper 4, version 3.0 Multiple Choice Instructions 1. All 40 questions should be attempted. 2. There are no trick questions.

More information

One Manufacturer : Harmonization Strategies for Global Companies

One Manufacturer : Harmonization Strategies for Global Companies Manufacturing the way we see it One Manufacturer : Harmonization Strategies for Global Companies How to Align Enterprise Architecture with Corporate Strategy Recently we have seen many global manufacturers

More information

UNIT I OVERVIEW OF E- COMMERCE

UNIT I OVERVIEW OF E- COMMERCE 1 UNIT I OVERVIEW OF E- COMMERCE Definition of E-Commerce: The use of electronic transmission medium ( telecommunications ) to engage in the exchange including buying and selling of products and services

More information

Simple formulas to option pricing and hedging in the Black Scholes model

Simple formulas to option pricing and hedging in the Black Scholes model Simple formulas to option pricing and hedging in the Black Scholes model Paolo Pianca Department of Applied Mathematics University Ca Foscari of Venice Dorsoduro 385/E, 3013 Venice, Italy pianca@unive.it

More information

An Oracle White Paper April, 2012. Spend Management Best Practices: A Call for Data Management Accelerators

An Oracle White Paper April, 2012. Spend Management Best Practices: A Call for Data Management Accelerators An Oracle White Paper April, 2012 Spend Management Best Practices: A Call for Data Management Accelerators Table of Contents Overview... 1 Analytics Best Practices... 2 The Importance of Spend Management

More information

The Complete Guide to DEVELOPING CUSTOM SOFTWARE FOR ANY BUSINESS CHALLENGE

The Complete Guide to DEVELOPING CUSTOM SOFTWARE FOR ANY BUSINESS CHALLENGE The Complete Guide to DEVELOPING CUSTOM SOFTWARE FOR ANY BUSINESS CHALLENGE Developing Custom Software for Any Business Challenge: The Complete Guide Copyright 2015 Published by Art & Logic All rights

More information

Contract Management Software

Contract Management Software White Paper Contract Management Software Buyers Tips, hints and invaluable guidance An invaluable guide for buyers of Contract Management Software. Covering the entire procurement cycle, this guide highlights

More information

White Paper Take Control of Datacenter Infrastructure

White Paper Take Control of Datacenter Infrastructure Take Control of Datacenter Infrastructure Uniting the Governance of a Single System of Record with Powerful Automation Tools Take Control of Datacenter Infrastructure A new breed of infrastructure automation

More information

Helping our clients win in the changing world of work:

Helping our clients win in the changing world of work: Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.

More information