Today came across interesting material on the topic from Federal Emergency Management Agency.
https://training.fema.gov/
October 27, 2019
Emergency Management Training - National Emergencies - Corporate Emergencies
Today came across interesting material on the topic from Federal Emergency Management Agency.
https://training.fema.gov/
October 26, 2019
Principles of Supply Chain Management - Crandall - Book Information
Principles of Supply Chain Management
Richard E. Crandall, William R. Crandall, Charlie C. Chen
CRC Press, 11-Dec-2014 - Business & Economics - 717 pages
The second edition of this popular textbook presents a balanced overview of the principles of supply chain management. Principles of Supply Chain Management explains the individual components of the supply chain, and illustrates how the pieces come together to provide better service to the customers and more profits to the supply chain participants.
https://books.google.co.in/books?id=YZ7NBQAAQBAJ
Are You Up to the Demands of Leadership?
2004
BARRY CONCHIE, Coauthor of Strengths Based Leadership published "The Demands of Executive Leadership: What separates great leaders from all the rest?" in the Business Journal, 2004 of Gallup.
https://news.gallup.com/businessjournal/11614/seven-demands-leadership.aspx
Fred Luthans in his book "Organizational Behavior" covered these demands.
They are:
Knowing One's Self.
Making sense of experience
Building a Constituency That Listens to Him and Follows Him.
Mentoring and Also Finding Mentors for Himself
Understanding the Values of Followers and Maximizing the Benefit from them
Providing Challenges to Result in Satisfactory Outcomes
Effervescent Vision Creation: A Vision that Brings Out Bubbles of Enthusiasm from the Group.
Articles on Seven Demands of Leadership by John C. Maxwell in 2007
https://www.christianpost.com/news/the-seven-demands-of-leadership.html
Seven Demands of Leadership
This post will help you understand how to become a better leader. More at: www.LeeCockerell.com
August 3, 2009
https://www.leecockerell.com/area-51-29/
25 Leadership Skills You Need To Learn Fast
IMD SWITZERLAND Article
https://www.imd.org/imd-reflections/leadership-reflections/leadership-skills/October 25, 2019
Business Benefits of Digital Transformation and Big Data Initiatives - Planning and Implementing - BCG
26 October 2019
Digital Transformation - Productivity Improvement & New Product and Service Creation Examples
1. Tesla made all their electric vehicle patents available for free
2. Eaton, the US-based power management company offers the “eNotify Remote Monitoring” service that provides 24×7 remote monitoring of connected UPS systems.
3. GE: 3D-printing to make parts. Result: 19 parts now produced as single assembly in 1 print. 5 times stronger.
4. Ingersoll-Rand PLC provides service of remote monitoring of HVAC systems and data analysis through its Trane Intelligent Services.
5. Caterpillar and Uptake (data analytics startup) co-develop “predictive diagnostics” tools for the larger company’s customers to turn data generated by sensors in bulldozers and hydraulic shovels into meaningful information that can help Caterpillar’s customers catch potential maintenance issues before breakdowns occur, minimizing downtime.
6. Pay-per-lux leasing program sold to Washington Metro and Schiphol Airport by Philips and energy services company Cofely. Clients pay for the light it uses without investing in fixtures and installations. Philips invests in all fixtures and installations. Energy savings predicted will provide the return to Philips.
7. Barco proposed to deliver a projection service instead of selling the projectors with a cost per hour projected of LED lights.
8. Joy Global Inc. manufactures and services heavy machinery used in underground and surface mining. By installing sensors in their machines they notice the machines needing replacement parts or service and schedule the service also. (Smart Services monitoring program)
9. GE launched Predix as an industrial internet cloud solution for predicitivity solutions. Using Predix companies can keep an eye on machines, collect data about heat and vibration, and predict when need for maintenance or replace parts.
https://www.boardofinnovation.com/staff_picks/digital-transformation-examples/
21 January 2017
https://www.bcgperspectives.com/big_data_and_beyond
Advanced Analytics - An Explanation for Operations Managers
Operations managers and leaders and managers are often making operations management using rules of thumb or basic data analysis. Today, they can apply advanced analytics techniques which provide solutions with low total cost and higher effectiveness due to cheaper computing power and improved data capture mechanisms—to make better-informed decisions that optimize value.
http://www.bcg.com/expertise/capabilities/big-data-advanced-analytics/insights.aspx
http://www.bcg.com/expertise/capabilities/big-data-advanced-analytics/impact.aspx
http://www.bcg.com/careers/path/knowledge-analytics/default.aspx
Top 100 Management Theory Articles of the blog
Updated 26 October 2019, 21 January 2017, 26 October 2016
Updated 26 October 2019, 21 January 2017, 26 October 2016
Coordination in the Supply Chain - Review Notes
Coordination is a very important issue in management theory. Fayol included coordination as a function of management or element of management in the theory of management developed by him. But Koontz and O'Donnell argued that the purpose of management is coordination and hence every elements of management contributes to coordination and coordination is not a separate element in management. Chopra and Meindl also indicated that coordination is the output of SCM approach. They said adopting SCM implies a focus on coordination.
Coordination implies actions by various agents in the supply chain that are aimed at increase in total supply chain profits. It also implies that supply chain agents avoid actions that improve their local profits but hurt total profits. Hence supply chain coordination principles requires each stage of the supply chain to take into account the impact its actions have on other stages.
A lack of coordination creates "bullwhip effect" in the supply chain. Due to this effect, fluctuations in sales become larger and larger fluctuations in orders at higher stages in the supply chain. This leads to situations wherein large shortages or large surplus capacities are felt in the supply chain cyclically.
Bullwhip effect reduces the profit of a supply chain by making it more expensive to provide a given level of product availability.
In what way bullwhip effect increases costs for the supply chain?
1. In increases manufacturing cost.
2. It increases inventory cost.
3. It increases replenishment lead times.
4. Increases transportation cost.
5. Increases labor cost in shipping and receiving.
All items of cost increase because excess capacity has to be installed to take care of unnecessary peaks in demand.
6. It reduces product availability due to some orders not getting filled when demand peaks. So some retail outlets may go out of stock.
7. Leads to problems of relationships - every body claims that they have done right. But still there is problem in the supply chain either as unfilled orders or excess inventory not having the order from down stream side.
The main reasons for coordination problems in supply chain are distributed owners of various stages of production & distribution, and product variety.
The fundamental challenge is for supply chains to achieve coordination in spite of multiple ownership and increased product variety.
What are Obstacles to Coordination in a Supply Chain?
Incentive obstacles
Information processing obstacles
Operational obstacles
Pricing obstacles
Behavioral obstacles
(Chopra and Meindl)
Managerial Levers to Improve Coordination in Supply Chains
Aligning goals and incentives
Improving information accuracy
Improving operational accuracy
Designing pricing strategies to stabilize orders
Building Partnerships and trust
(Chopra and Meindl)
Building Strategic Partnerships and Trust within a Supply Chain
The key steps to be taken in the design of partnership are:
1. Assessing the mutual benefit of the partnership.
2. Identifying operations roles for each party in the partnership.
3. Creating effective contracts
4. Designing effective conflict resolution mechanism
References
Sunil Chopra and Peter Meindl, Supply Chain Management: Strategy, Planning and Operations, Prentice Hall, 2001.
What Drives Supply Chain Behavior? HBS Working Knowledge article June 2004
Supply Chain Management: Chopra and Meindl - Book Information and Review
Trust Management: Key Factor of the Sustainable Organizations Embedded in Network
Adam Jabłoński, Barbara Kożuch
MDPI, 16-Jul-2019 - Business & Economics - 396 pages
Trust is an element of relationships between entities, but, above all, it positively influences the building of an organization's intellectual capital. This capital can be defined in different ways, but its definition always references elements that determine the potential of sustainable organizations, often in human, social, relational, organizational, and innovation dimensions. Trust is increasingly becoming the key determinant of this capital (Kożuch, Lenart-Gansiniec, 2017). Trust also has a number of different definitions. However, the basis of many of these definitions is the building of relationships focused on developing some kind of individual or inter-organizational link. Organizational trust is a complicated concept, and it is the basis of all organized activities performed by people in the organization, largely because trust is needed to develop relationships with integrity and commitment. Thus, it is interesting to study the relationship between trust and the building of the intellectual capital of sustainable organizations. Indeed, intellectual capital plays a special role here. It is a guide and a platform for achieving not only a competitive advantage for the sustainable organization, but also a source of value creation in the short and long term. Thus, this strategic hybrid, composed of a business model, strategy, and business processes, is favorable to the development of intellectual capital (Jabłoński 2017). Trust is an element that ties this capital to relationships in business. Moreover, it has an integrated character (R.C. Mayer, J. H. Davis, F. D. Schoorman 1995). Assuming that, nowadays, the network paradigm is becoming increasingly important, it is worth asking how the mechanism of building trust-based intellectual capital in a sustainable organization functions as its key asset in the network environment.
https://books.google.co.in/books?id=ACyjDwAAQBAJ
Conflict: From Analysis to Intervention
Sandra I. Cheldelin, Daniel Druckman, Larissa Fast
A&C Black, 13-Aug-2003 - Political Science - 373 pages
This major new textbook analyses the emergent role of conflict analysis and resolution. Cheldelin, Druckman and Fast are all based at the Institute for Conflict Analysis and Resolution, and are international experts in the field of conflict. Covering theory, research and practice, the authors provide a comprehensive typology of conflict, as well as an in-depth analysis of the structural, strategic and cultural factors which influence conflict. They explore its management and resolution, paying particular attention to the concepts of negotiation, mediation and peace-building.
https://books.google.co.in/books?id=ChmkoVckP8wC
New Directions in Conflict Theory: Conflict Resolution and Conflict Transformation
Raimo Väyrynen
SAGE, 23-Aug-1991 - Conflict management - 240 pages
This is a timely work which explores the validity of rational and subjective approaches to conflict resolution, considers the value of international law and organizations for addressing complex social phenomena, and outlines a structural approach to international conflicts. In addition it extends the analysis of conflict transformation to new issues on the international agenda, such as antagonism between urban and rural areas and threat to the environment.
https://books.google.co.in/books?id=c2eek635-BYC
Updated 26 October 2019, 10 April 2015, 10.2.2012
Coordination implies actions by various agents in the supply chain that are aimed at increase in total supply chain profits. It also implies that supply chain agents avoid actions that improve their local profits but hurt total profits. Hence supply chain coordination principles requires each stage of the supply chain to take into account the impact its actions have on other stages.
A lack of coordination creates "bullwhip effect" in the supply chain. Due to this effect, fluctuations in sales become larger and larger fluctuations in orders at higher stages in the supply chain. This leads to situations wherein large shortages or large surplus capacities are felt in the supply chain cyclically.
Bullwhip effect reduces the profit of a supply chain by making it more expensive to provide a given level of product availability.
In what way bullwhip effect increases costs for the supply chain?
1. In increases manufacturing cost.
2. It increases inventory cost.
3. It increases replenishment lead times.
4. Increases transportation cost.
5. Increases labor cost in shipping and receiving.
All items of cost increase because excess capacity has to be installed to take care of unnecessary peaks in demand.
6. It reduces product availability due to some orders not getting filled when demand peaks. So some retail outlets may go out of stock.
7. Leads to problems of relationships - every body claims that they have done right. But still there is problem in the supply chain either as unfilled orders or excess inventory not having the order from down stream side.
The main reasons for coordination problems in supply chain are distributed owners of various stages of production & distribution, and product variety.
The fundamental challenge is for supply chains to achieve coordination in spite of multiple ownership and increased product variety.
What are Obstacles to Coordination in a Supply Chain?
Incentive obstacles
Information processing obstacles
Operational obstacles
Pricing obstacles
Behavioral obstacles
(Chopra and Meindl)
Managerial Levers to Improve Coordination in Supply Chains
Aligning goals and incentives
Improving information accuracy
Improving operational accuracy
Designing pricing strategies to stabilize orders
Building Partnerships and trust
(Chopra and Meindl)
Building Strategic Partnerships and Trust within a Supply Chain
The key steps to be taken in the design of partnership are:
1. Assessing the mutual benefit of the partnership.
2. Identifying operations roles for each party in the partnership.
3. Creating effective contracts
4. Designing effective conflict resolution mechanism
References
Sunil Chopra and Peter Meindl, Supply Chain Management: Strategy, Planning and Operations, Prentice Hall, 2001.
What Drives Supply Chain Behavior? HBS Working Knowledge article June 2004
Supply Chain Management: Chopra and Meindl - Book Information and Review
Trust Management: Key Factor of the Sustainable Organizations Embedded in Network
Adam Jabłoński, Barbara Kożuch
MDPI, 16-Jul-2019 - Business & Economics - 396 pages
Trust is an element of relationships between entities, but, above all, it positively influences the building of an organization's intellectual capital. This capital can be defined in different ways, but its definition always references elements that determine the potential of sustainable organizations, often in human, social, relational, organizational, and innovation dimensions. Trust is increasingly becoming the key determinant of this capital (Kożuch, Lenart-Gansiniec, 2017). Trust also has a number of different definitions. However, the basis of many of these definitions is the building of relationships focused on developing some kind of individual or inter-organizational link. Organizational trust is a complicated concept, and it is the basis of all organized activities performed by people in the organization, largely because trust is needed to develop relationships with integrity and commitment. Thus, it is interesting to study the relationship between trust and the building of the intellectual capital of sustainable organizations. Indeed, intellectual capital plays a special role here. It is a guide and a platform for achieving not only a competitive advantage for the sustainable organization, but also a source of value creation in the short and long term. Thus, this strategic hybrid, composed of a business model, strategy, and business processes, is favorable to the development of intellectual capital (Jabłoński 2017). Trust is an element that ties this capital to relationships in business. Moreover, it has an integrated character (R.C. Mayer, J. H. Davis, F. D. Schoorman 1995). Assuming that, nowadays, the network paradigm is becoming increasingly important, it is worth asking how the mechanism of building trust-based intellectual capital in a sustainable organization functions as its key asset in the network environment.
https://books.google.co.in/books?id=ACyjDwAAQBAJ
Conflict: From Analysis to Intervention
Sandra I. Cheldelin, Daniel Druckman, Larissa Fast
A&C Black, 13-Aug-2003 - Political Science - 373 pages
This major new textbook analyses the emergent role of conflict analysis and resolution. Cheldelin, Druckman and Fast are all based at the Institute for Conflict Analysis and Resolution, and are international experts in the field of conflict. Covering theory, research and practice, the authors provide a comprehensive typology of conflict, as well as an in-depth analysis of the structural, strategic and cultural factors which influence conflict. They explore its management and resolution, paying particular attention to the concepts of negotiation, mediation and peace-building.
https://books.google.co.in/books?id=ChmkoVckP8wC
New Directions in Conflict Theory: Conflict Resolution and Conflict Transformation
Raimo Väyrynen
SAGE, 23-Aug-1991 - Conflict management - 240 pages
This is a timely work which explores the validity of rational and subjective approaches to conflict resolution, considers the value of international law and organizations for addressing complex social phenomena, and outlines a structural approach to international conflicts. In addition it extends the analysis of conflict transformation to new issues on the international agenda, such as antagonism between urban and rural areas and threat to the environment.
https://books.google.co.in/books?id=c2eek635-BYC
Updated 26 October 2019, 10 April 2015, 10.2.2012
October 16, 2019
Retail Store - Business Digital Transformation
2019
16 October 2019
Supply Chain Conclave NITIE, Mumbai - Issues Discussed
1. Weekly Sales & Operations Planning
2. Concurrent Planning - Real Time Planning
3. Planning for Volatility
4. Planning for Uncertainty
5. Sales Force Effectiveness - Behaviour Issues
6. Triple A Supply Chain - We had discussion on 6A Supply Chain also.
7. Data - Input Data (ID) - Clustering Data (Important data point that can place the ID in a specific cluster. - Training Data (Behavior of the ID or customer) - Feedback Data (Actions taken on recommendations)
8. Cash back is investment to acquire customer ID.
9. AI vs Human - Wherever good quality data is there AI has upper hand.
10. Judgements are still done by human among alternative paths especially when human satisfaction is involved.
11. Moving to demand sensing.
12. Dynamic supply chain network paths - Not a single path optimized for a period ahead. It is now optimal path for every transaction.
13. Changes due to digital transformation Speed to Agility, Error Reduction to Probability of Event Determination, Reliability to Predictability
14. Books Recommended - Predictive Machines, Meltdown
15. Reduction of transit time for perishable items
16. Item life determination using digital images - bananas
17. Reinforcement learning
18. Digital SKUs or stock flow tower similar to air traffic control towers.
19. Drones in warehouses
19. Hyper automated operation
20. Preemptive supply chain to offer extended cut-off time for next day deliveries
21. Man-Machine Cohabitation
22. Machine First - Mimicking human behavior - Augmenting human capability - Autonomous
23. Interesting algorithmic interventions in SCM
24. Integrated Digital Factory in manufacturing supply chains
25. Supply Chain Priorities - Cost - Service - Cash
July 5, 2019
TCS Named an IoT Leader in Digital Transformation in the Retail Industry by NelsonHall
TCS' Domain Expertise, Industry-specific Assets, and IoT-related Intellectual Property Positioned it as a Leader in the Retail and Travel, Transportation & Logistics Industries
https://www.tcs.com/tcs-named-an-iot-leader-in-digital-transformation-retail-industry-nelsonhall
The Future of Retail: Winning Models for a New Era
Absolute scale, rapid innovation and data-analytics expertise are now as important as local leadership.
By Marc-André Kamel, Suzanne Tager, Jonathon Ringer, Aaron Cheris and Charles Ormiston
June 10, 2019
https://www.bain.com/insights/the-future-of-retail-winning-models-for-a-new-era/
Not just tools, reimagine retail through eStrategy
‘digital transformation’ is more than ‘digitalization’ of business. Here’s a lowdown on how to get it right.
ET CONTRIBUTORS|Apr 05, 2019
http//economictimes.indiatimes.com/articleshow/68734208.cms
12 examples of digital technology in retail stores
By Nikki Gilliland January 23rd 2019
https://econsultancy.com/examples-digital-technology-in-retail-stores/
Top Four Digital Trends in Retail
https://www.forbes.com/sites/danielnewman/2018/12/16/top-4-digital-transformation-trends-in-retail-for-2019
Business 4.0
BUSINESS 4.0
https://www.business4.tcs.com/
A year ago, following a TCS analyst event in Boston, the theme of which was Business 4.0: Intelligent, Agile, Automated, and on the Cloud (29 November 2018)
https://research.nelson-hall.com/blogs/?avpage-views=blog&type=post&post_id=877
TCS is training its associates in agile. It is focusing on multiple skills for its associated. It is also promoting machine first work environment.
https://research.nelson-hall.com/blogs/?avpage-views=blog&type=post&post_id=877
TCS Study 2019
Press Release
https://www.agilitypr.com/pr-news/public-relations/winning-in-the-business-4-0-world-4-critical-behaviors-execs-must-embrace-now/
https://www.business4.tcs.com/
A year ago, following a TCS analyst event in Boston, the theme of which was Business 4.0: Intelligent, Agile, Automated, and on the Cloud (29 November 2018)
https://research.nelson-hall.com/blogs/?avpage-views=blog&type=post&post_id=877
TCS is training its associates in agile. It is focusing on multiple skills for its associated. It is also promoting machine first work environment.
https://research.nelson-hall.com/blogs/?avpage-views=blog&type=post&post_id=877
TCS Study 2019
Press Release
https://www.agilitypr.com/pr-news/public-relations/winning-in-the-business-4-0-world-4-critical-behaviors-execs-must-embrace-now/
October 11, 2019
Elements of Customer Perceived Value - Marketing Management
The 30 Things Customers
Really Value
by Eric Almquist
AUGUST 11, 2016
Harvard Business Review
Page 24
Transnational Press London, 15-Aug-2019 - Business & Economics - 260 pages
Value Creation 4.0 is a marketing guide to the age of the fourth industrial revolution (‘Industry 4.0’). This title draws attention to the situation which poses new challenges and risks for the whole of humanity. The book takes an essentially practice-oriented approach. The book intends to highlight the importance of the topic, define its conceptual framework and present its practical applications. The book is therefore primarily recommended for practitioners. The topics of the book together with the supporting exhibits and cases – which also include international dimensions – provide information for them that can help increase their competitiveness. The book can also be very handy in higher education. Whole courses can be built on it, as the book comprises 4 parts and 14 chapters which can provide the basis for lectures. Each part is illustrated with cases, and some of the more than 30 exhibits could be used for the efficient processing of the material and for further reflection.
https://books.google.co.in/books?id=cI2pDwAAQBAJ
Really Value
by Eric Almquist
AUGUST 11, 2016
Harvard Business Review
Page 24
Value Creation 4.0 - Marketing Products in the 21st Century
Gábor RekettyeTransnational Press London, 15-Aug-2019 - Business & Economics - 260 pages
Value Creation 4.0 is a marketing guide to the age of the fourth industrial revolution (‘Industry 4.0’). This title draws attention to the situation which poses new challenges and risks for the whole of humanity. The book takes an essentially practice-oriented approach. The book intends to highlight the importance of the topic, define its conceptual framework and present its practical applications. The book is therefore primarily recommended for practitioners. The topics of the book together with the supporting exhibits and cases – which also include international dimensions – provide information for them that can help increase their competitiveness. The book can also be very handy in higher education. Whole courses can be built on it, as the book comprises 4 parts and 14 chapters which can provide the basis for lectures. Each part is illustrated with cases, and some of the more than 30 exhibits could be used for the efficient processing of the material and for further reflection.
https://books.google.co.in/books?id=cI2pDwAAQBAJ
October 7, 2019
Creating Brand Equity - Kotler - Keller Chapter Summary
Creating Brand Equity - Kotler - Keller
1.What is a brand and how does branding work?
Brand is name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.
The purpose of branding is to create demand for the product that a particular firm is offering or marketing or selling. A satisfied buyer can repurchase the same product only when it is identified uniquely and branding provides the means through firms provide unique identification to their products targeted at various segments in the product or need market.
2. What is brand equity?
Brand equity brand value is associate with the customers. If more customers recognize the brand and show preference for the brand, the brand has more value. Customer-based brand equity is the differential effect brand has on consumer response to the marketing activities of that brand. A brand has positive customer-based brand equity or value when consumers react more favorably to a product's marketing activity conducted with the brand name in comparison to marketing activity conducted without disclosing the brand name.
3. How is brand equity measured and managed?
BrandAsset Valuator
Brandz
Brand Resonance Model
Brand audit
Brand tracking studies
Brand reinforcement
Brand revitalization
4. What are the important brand architecture decisions involved in developing a branding strategy?
Choosing Brand elements
Developing brand elements
Decisions to use either or combinations of - Corporate umbrella brand name - Separate product family brand names - Target offer brand name.
Creating Brand Equity - Chapter Sections
How Does Branding Work?
Defining Brand Equity
Building Brand Equity
Measuring Brand Equity
Managing Brand Equity
Devising a Branding Strategy
Customer Equity
Marketing Excellence of McDonald's
Marketing Excellence of Procter & Gamble
How Does Branding Work?
Defining Brand Equity
BrandAsset Valuator
Energized differentiation
Relevance
Esteem
Knowledge
Brandz
Power
Premium
Potential
Brand Resonance Model
4. Resonance
3. Judgments - Feeling
2. Performance - Imargery
1. Salience
Building Brand Equity
Initial choices for brand elements
Product, service and marketing activities
Other associations
Measuring Brand Equity
Managing Brand Equity
Devising a Branding Strategy
Customer Equity
Marketing Excellence of McDonald's
Marketing Excellence of Procter & Gamble
Updated on 8 October 2019, 9 September 2019.
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