Supply Chain Practices in Industry

SUPPLY CHAIN PROJECT

Chemical company

The supply chain project will be Marked based on 3 aspects keeping The in reference with The SCM225 course Evaluation.

Students are required to use the following format and choose one company related to supply chain management to complete the project.

Chapter 1 = 24,00 words

Chapter 2, 3 and 4 = 32,00 words

Reflective summary = 12,00 words

Please make one PPT of the project.

Chapter 1: Introduction (24,00 words)

1.1 Industry Profile – provide insight into chosen industry, where the supply chain came from and where it appears to be going. It may include:

  • industry leaders and the financial data for the same (Create charts and graphs to show industry trends)

1.2 Company Profile – an overview of the company, its current position and future goals. It may also include:

  • History of Company
  • Product Profile
  • SWOT Analysis
  • Competitors
  • Stakeholder Analysis

1.3 Objectives of Project – it involves determining a list of specific project goals, functions.

1.4 Scope of Supply Chain Practices in Industry – provide the recent trends.

1.5 Importance of study – reasons of choosing the specific topic and how this topic will help benefit the reader in future.

1.6 Research Methodology- define the techniques to identify, select and analyze the data gathered.

Chapter 2: Conceptual Framework of Supply Chain Management

Conceptual framework provides foundational knowledge about the problem area. It educates the researcher about what studies have been conducted in the past and the conclusions in the problem area.

2.1 Supply Chain Management Strategy – specify the movement of products and services from suppliers to distributors.

2.2 Legal, regulatory and contractual obligations- Ensure supply chain activities and transactions are compliant with industry and organization standards and policies for quality, health, safety, accountability, social and environmental responsibility.

2.3 PESTEL Analysis- Monitor trends, emerging technologies, local and global, economic, political and environmental issues to enhance supply chain performance and guide management decisions.

Chapter 3: Analysis and Evaluation of Supply Chain Task

3.1 Inventory Management Strategies

3.2 Application of Six Sigma, Just In Time, Kanban System, and Lean Production

3.3 Analysis of Information System (Applications and Software)

Chapter 4: Findings, Suggestions and Conclusion –

4.1: Findings

4.2: Suggestions

4.3: Conclusion

Bibliography

Reflective summary = 12,00 words

 

AVOID PLAGIARISM- A Grade “zero” will be awarded if work plagiarized.

PREPARING YOUR FINAL PLACEMENT BINDER:

The placement binder is a mandatory written assignment and is to include the following parts:

  1. A brief, clear, and professional-looking cover with your name and student ID.
  2. Content of your placement project according to format.

 

Mumford’s skill-based model

Mumford’s skill-based model has five components, describe what they are from my leadership class. please help. will give good high ratings. take your time

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please provide a literature review in predictive analysis and reporting in the business.

please provide a literature review in predictive analysis and reporting in the business.

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lessons from women’s struggles for equality

What lessons from women’s struggles for equality in the past can help inform current and future women’s rights issues?
What keywords and phrases will you be looking for in your sources?

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Credit Risk Data

. The worksheet Base Data in the Excel file Credit Risk Data provides information about 425 bank customers who had applied for loans. The data include the purpose of the loan, checking and savings account balances, number of months as a customer of the bank, months employed, gender, marital status, age, housing status and number of years at current residence, job type, and credit-risk classification by the bank.

a. Use the COUNTIF function to determine (1) how many customers applied for new-car, used-car, business, education, small-appliance, and furniture loans and (2) the number of customers with checking account balances less than $500.

b. Modify the spreadsheet using |F functions to include new columns, classifying the checking and savings account balances as low if the balance is less than $250, medium if between $250 but less than $2000, and high otherwise.

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Leadership effectiveness

Question 5 (2 points) Leadership effectiveness is based on two dimensions: objective and subjective data. Which of the following is an example of subjective data?

O cost-cutting

O production sales

O market growth

O judgements

Question 6 (2 points)_______________ personality traits are those traits that are observable both within and outside the context of work and related to success and satisfaction in both work and personal life.

Question 7 (2 points) One of the problems with multi-source, multi-rater feedback like 360" feedback is

O The feedback is anonymous

O Workers are often trained on giving and receiving feedback Feedback reflects leadership functioning

O It is often connected to business goals and strategy

O The individual leader has ownership of the feedback received

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charismatic leader

Using examples from popular culture, but not the ones discussed in the textbook, compare and contrast one leader who you would characterize as a socialized charismatic leader with a leader who you would consider a personalized charismatic leader. Why would you place these leaders in these categories? Which type of leader do you think has more power? Discuss.

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Can South Korean Companies Loosen Up Their Leadership

Old Habits Die Hard: Can South Korean Companies Loosen Up Their Leadership?taipan.pae-gippalli-ppalli

Many Western companies want leaders who encourage ideas, innovation, and speedy decision-making. But leadership in Asia conjures up words like order, paternalism, and formality. That certainly describes the leadership approach in many large Korean companies over the past 50 years. Over this half-century of great economic success, the power to make key decisions was concentrated at the top of rigidly bureaucratic corporate structures. And these structures were themselves tied to larger interrelated and co-owned conglomerates—the Korean chaebol system. These massive industrial groups are often run by rich, inscrutable families who live much like royalty in South Korea. For example, the Lee family is the head of Samsung Electronics—a group whose products account for nearly 20% of the country’s gross domestic product. Other major company groups include Hyundai and Lucky Goldstar (LG).

These massive firms, and the hierarchical and closed leadership style they employ, seem ideally suited for Korean culture. From them flowed a traditional approach to leadership based on Confucian values that emphasize family, seniority, and loyalty. This is supported by South Korea’s standing on some of the value dimensions discussed in earlier chapters. For example, South Korea scores very high on uncertainty avoidance. South Koreans work to create a society that reduces uncertainty and increases control and predictability—the chaebol structure follows directly from this. Far-flung chaebol interests are held together by the family autocrat or This person provides a focus for power and decision making that coordinates activity. According to some experts, the taipan are determined and aggressive in overcoming obstacles ( in Korean). And, above all, a strong work ethic is supported by its famously in-a-hurry population. Apparently, the words (“fast fast”) are sometimes the first words learned by foreigners upon arrival in the country.

This authoritarian nature allows South Korean firms to move decisively and quickly. But it also stifles creativity and creates problems. At each level of management, subordinates are often prohibited from questioning their superiors, much less allowed to communicate with other executives further up the line. Some experts think this approach stunted growth, putting many Korean companies in danger of falling behind foreign competitors and producing failure. In the Asian financial crisis of the late 1990s, the chaebol was widely blamed by the public for the crisis, and they failed in droves. After Daewoo collapsed in 2000, more than half of the other 30 conglomerates followed in bankruptcy. Massive corruption schemes came to light, many involving the highest government officials and the chaebols. Lee Kun-Hee, chairman of Samsung Electronics, was himself convicted of tax evasion. Like many other corporate leaders, however, he evaded prison time by paying massive fines (over $1 billion alone for Chung Mong-koo, chairman of Hyundai, who was convicted of bribery and embezzlement). The paternalistic and authoritarian leader style promoted by this clan or family system clearly produced a top-down decision system in these Korean firms and, some belief, a potential liability going forward for Korean firms.

In a break from tradition, and in a country where rigid hierarchies are blamed for inefficiencies and reductions in innovation, SK Telecom tried an end run. SKT introduced a new system to reduce this hierarchy problem, including having workers and managers address themselves with one classification (in English)—Manager. The idea was this would help break down stodgy barriers and encourage more creativity and innovation. This may not seem like a big deal to a lot of Westerners, but in a culture where employees take orders from superiors/seniors without question and it’s tough to propose ideas upward, this was a big deal. Some other big companies, like SKT rival KT (Korean Telecom), tried to follow suit and jettisoned the traditional 5-rank system still prevalent in a lot of South Korean firms. But, this didn’t last long and just recently this approach was dumped, in part justified because internal surveys showed that an “overwhelming majority of employees favored a return” to the traditional hierarchy which was better suited for them and which “helped boost workers’ morale and pride at work.”

So what are Korean firms do in today’s environment? In late 2010, the Wall Street Journal raised key questions for the country. The special report, called “The Miracle Is Over: Now What?” gave ample credit to the successful country-level business strategy that brought South Korea into the upper echelon of world economies. But the report was also critical of current leadership and advocated a tough and important self-examination, including leader style and succession (often passed to family members in Korean firms), even as it praised the many successes that have made Samsung, LG, and SKT global giants.

Assignment Questions:

  1. Do you think a new approach to leadership is necessary for the new South Korea? Or should Koreans stick to the traditional approach that brought them to where they are? Note that Lee Kun-Hee of Samsung (see above) resigned as CEO in 2008 after a massive slush fund scandal at Samsung. He returned in 2010 from disgrace to again lead the firm and is still leading it at the time of writing this publication. And he’s clear about the issue: “We’re in a crisis now. No one knows what will become of Samsung. Most of our products will be obsolete in ten years. We must begin anew.” Way back in 1992, Mr. Lee used the same rhetoric as a harbinger of his traditional style (“Samsung is a second class company … employees should change everything but their wife and children”). Samsung has taken sides on this issue, with a clear preference for the traditional leader-emanating style. What’s your view?

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Discrimination in the Workplace

Discrimination in the Workplace Continues Although we live in enlightened times, a recent Gallup Poll found that 15 percent of American workers still experienced some form of workplace discrimination. The study was conducted to mark the anniversary of the Civil Rights Act of 1964 and the creation of the EEOC.

The poll found that the two most frequently cited types of discrimination are sexual discrimination (31 percent) and discrimination based on race or ethnicity (36 percent). Also mentioned were age, disability, sexual orientation, and religion. The work areas found to be most susceptible to discrimination are promotion and pay. Being selected for a job and treatment in the workplace were also cited. Wage discrimination and sexual harassment are two big battles women continue to fight. Both topics were in the headlines in 2017; one took center stage and the other was brushed under the covers (at least for now).

Thanks to Harvey Weinstein, the topic of sexual harassment was in the spotlight, setting off a tsunami as women around the world reacted with their #MeToo stories. As the movement progressed from Hollywood to media companies, to Capitol Hill, and finally into corporate America, the topic had a platform. From the boardroom to the factory floor, women who had been sexually harassed shared their stories.

As companies rushed to put zero-tolerance policies into place and issue new training requirements, lawsuits and class-action cases were settled more quickly, some very publicly. In August 2017, the EEOC reached a $10 million settlement with Ford motor company for sexual and racial harassment at two Chicago plants.

In contrast, little was reported on the reversal of the new regulation designed to combat the wage gap between men and women. The revised EEO-1 would have gone into effect March 31, 2018, and required companies with 100 or more employees and federal contractors with 50 or more employees to report W-2 wage information and total hours worked for all employees. The EEO-1 form already requires employers to report data on race/ethnicity and gender.

The Office of Management and Budget (OMB) initiated a review and immediate stay to the U.S. EEOC “in accordance with its authority under the Paperwork Reduction Act (PRA),” reversing the regulation that had been revised on September 29, 2016.

Pay equity advocates who had supported expanded pay-data reporting were critical of the suspension. “We see through the Trump administration’s call to halt the equal pay rule that requires employers to collect and submit pay data by gender, race, and ethnicity to the government,” said Fatima Goss Graves, president and CEO of the National Women’s Law Center in Washington, D.C. “Make no mistake—it’s an all-out attack on equal pay. [It] sends a clear message to employers: if you want to ignore pay inequities and sweep them under the rug, this administration has your back.”

How important is equal pay? According to the analyses of the 2014-2016 Annual Social and Economic supplement published by the Institute for Women’s Policy Research, the United States economy would have produced additional income of $512.6 billion if women received equal pay; this represents 2.8 percent of 2016 gross domestic product (GDP).

In addition, poverty rates would drop from 10.8 percent to 4.4 percent, and the number of children with working mothers living in poverty would be nearly cut in half, dropping from 5.6 million to 3.1 million.

Critical Thinking Questions

  1. Why is workplace diversity so important in today’s business environment?

  2. What are the major sources of workplace discrimination? Cite specific examples from the case.

  3. What steps are companies taking to ensure that employees are not discriminated against?

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Recognize the traits

Recognize the traits, behaviors, and attitudes of a successful follower?

  1. Dimensions of leadership?

  2. Characteristics of followers

  3. Types of Charismatic Leadership?

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