Revisions are needed on the paper I submitted for school. I have uploaded a file titled default.pdf which explains. Any section that scored less than a 3 needs to be revised. Please read teachers comments. Aspects B3, B5, C2 - C2f, D1 and D2 require addre - Management
Revisions are needed on the paper I submitted for school. I have uploaded a file titled default.pdf which explains. Any section that scored less than a 3 needs to be revised. Please read teachers comments. Aspects B3, B5, C2 - C2f, D1 and D2 require addressing, completion and additional details in order to satisfy the task requirements. Please confirm this received and please let me know when I will get revisions back. Also if something is not understood please let me know. I also attached another document that was sent by my professor that provided tips on how to complete the sections. Thanks!
Assessment 2 (a): Worth 30\% of the course marks - Technology Case Study. Due date: Week 7 (Monday 18 April 11:59pm). Students will work in groups (maximum 4 members) to develop a ‘Technology Case Study’ for business organisations and suppliers that have implemented or are implementing a technology to assist in global e-Business. The guide aims to assist organisations in progressing e-Business by providing practical assistance, guidance and support.
In their groups, students are to develop a detailed case study covering the points mentioned below.
· A brief description of the background of the company selected on their core product/service, customers, market outlook etc. as well as an illustration of the company’s core product/service supply chain network and the role that purchasing plays in their general operations.
· Next highlight some of the challenges that the company is facing or has faced in the last 5 years with respect to procurement practices and discuss in detail the technologies implemented or being implemented.
· Critically discuss their motivations for implementing this technology and benefits achieved.
· What were some of the drawbacks, challenges and risks faced with respect to implementing the select technology?
Students are to ensure that their case study critically examines procurement and technology implementation practices in a particular organization using/illustrating concepts covered in class. Organisation selected can be local or overseas based.
Some examples of technology implementation include: RFID, barcoding, EDI, ERP, CRP, advanced payment systems etc. There are numerous industries such as grocery, airline, healthcare, general manufacturing, banking etc. that have implemented technologies to assist them in operational efficiency and global competitiveness.
Note:
It is important that students form their groups in Week1 and finalise the company and technology being implemented. At the end of week 2, group leaders are to email the coordinator the following: company selected, technology being examined, methodology, timeline for case study and presentation compilation, group members and activities allocated. Every week from this point on, you are to email the coordinator an update on what you have accomplished and difficulties faced. Weekly emails to the coordinator should also be Cc’d to all the group members. My role in all of this is to provide you with feedback and critique to help you develop an excellent case study.
PROJECT MANAGEMENT 2
PROJECT MANAGEMENT
Author’s name
Institutional affiliation
Instructor
Course
State/City
Date
Summary of the portfolio
Effective project management is continuing to be acknowledged as an important and most valuable tool both as an organization approach or a communication tool (Nicholas & Steyn 2008 77). However, most organizations are believed to be more reluctant in examining some of the reasons why so many projects end up failing and some of the lessons that can be adopted from the evaluation process so as to establish ways of preventing some of this challenges from recurring in the organization’s future. Additionally. Some disciplines of integration management do not necessary require an individual to comprehend all the stages and phases involved in all the methodologies, but it is important that one needs to comprehend the basic principles that revolve around PRINCE2 methodology since it is the most commonly employed tool in European Industries (Nicholas & Steyn 2008 80).Therefore, this portfolio will provide an overview of PRINCE2 methodology explaining some of the stages involves in this methodology as well as the importance attached to each phase. Moreover, five knowledge areas of PMBOK methodology will be examined coupled with their importance in project management. Finally, this portfolio will conclude by examining a real engineering project, its features, limitations, and advantages.
Contents
4
PROJECT MANAGEMENT
4
1.0 ANALYSIS OF PRINCE 2
4
1.1 Stages of prince2 methodology
5
1.1.1 Stakeholder Analysis and Business Case
6
1.1.2 Organization
6
1.1.3 Risk management
7
1.1.4 Quality
7
1.1.5 Planning
7
1.1.6 Control
7
1.1.7 Conclusion
8
2.0 PMBOK knowledge areas
8
2.1 Integration Management
8
2.2 Risk management
8
2.3 Scope Management
9
2.4 Cost Management
9
2.5 Quality management
9
3.0 Managing and project
12
3.1 Advantages of managing a project
13
3.2 Limitation of the project
15
References
PROJECT MANAGEMENT
1.0 ANALYSIS OF PRINCE 2
Prince 2 is universally accepted as a project methodology that is standardized in UK and Europe and is the most adopted methodology in most UK government commissioned projects. Additionally, it provides best practice as public domain in guidance on how best a project can be managed (Nicholas & Steyn 2008 79). It is demarcated into stages.
1.1 Stages of prince2 methodology
• Starting up the project: this phase occurs only once, and it evaluates and establishes the business case (Nicholas & Steyn 2008 77).
• Directing the project: In this stage, formal business structures will be needed throughout the entire project life encompassing the project manager and the project board as well hence the continuous communication between the entire project and the organization is required through the entire project process.
• Initiating the project: this stage is acknowledged as a phase that identifies how the project is going to be managed such that the PID-Project Initiation Document will be employed in forming terms of reference and contracts for the entire project.
• Planning: any plans that revolve around the deliverables of the project are produced continuously through the entire project lifecycle as well as the activity which ensures that the project possesses a continuous approach (Kerzner, 2009 50).
• Controlling: it involves the establishment of documents that assist in managing the everyday operations, and it encompasses quality assurance and change control in an iterative process.
• Monitoring stage: this stage acknowledges the significance of acquiring feedback and in the process, take the necessary action based on the feedback hence the authorization from the ongoing Project Board is needed.
• Closing: In this stage, it is accepted that the time allocated for any particular project is finite, and there is always a requirement to implement a sign off procedure by the project client acknowledging that the objectives of the project have been satisfied.
It is important to note that, none of the project activities stated above are more significant than the other. However, they both illustrate the process or rather how the project can be classified as a single flow which requires an element of collaborative relationships between the project entities (Nicholas & Steyn 2008 77). Additionally, some of the issues that are explained and addressed in this methodology revolve around: Stakeholder Analysis and the Business Case, Organization, Planning, Risk Management, Control, and Quality Management,
1.1.1 Stakeholder Analysis and Business Case
It is universally known that the significance of the business case in any project cannot be undervalued owing to the fact that this is the phase that offers an organization a platform and an opportunity to analyze and evaluate the demand for the project and examine its anticipated contributions to the strategic business objectives (Nicholas & Steyn 2008 77).Additionally, the business case is employed in analyzing the management approval and commitment for investment in the business project change. In this case, the Board of the project not only establishes the business case for the new change project but it also owns it since they are the ones responsible for assessing the project desirability and its impact on the performance of the business. Moreover, the managers of the project for change are charged with ensuring that information is provided to the project board so as to enable them to examine and evaluate the project for change as far as economic, social, operational feasibility and technical factors are concerned (Smith 2002, 33).Therefore, the business case identifies the business need, assurance of realizable and realistic benefits, intangible and tangible costs as well as the project customer.
1.1.2 Organization
In this case, after the identification of the business case as well as the deliverables of ownership, there is also the need to establish a formal process of structuring the responsibilities and the roles of the individuals involved in the project. In so doing, it helps in the enforcement of project commitment and involvement of the project senior managers, suppliers, IT staff and the project users (Smith 2002, 33).Prince2 aims at solving the dilemma involved in the fact that the project manager is accountable for the failure of the project and the board has the authority but they cannot be held accountable for the project, by postulating that the Board of the project can be held accountable for the project since they own it hence they will be in apposition to offer support to the manager of the project in a more effective manner (Nicholas & Steyn 2008 79).
1.1.3 Risk management
In this methodology, it is accepted that the project success is reliant on the ability of the members involved in it to employ their business knowledge and technical capability in evaluating and controlling risks. In other words, PRINCE2 methodology requires that the project risks be evaluate based their consequences of occurrence. For instance, the failure of a primary project suppliers or occurrence of uncertainties might impact the project negatively concerning costs, project quality. Therefore, in this case, if the project experiences such uncertainties then the project will have no other wise but to look for another substitute supplier hence issues of quality and costs may have to be compromised to keep the project running.
1.1.4 Quality
To improve the estimating, reporting and allocation of resources involved in the project by employing some management tools such as Computer Aided Software Engineering.
1.1.5 Planning
PRINCE2 methodology emphasizes on planning because planning occurs at all project stages because it is an iterative process. Additionally, this plans always require commitment and approval from the project organization’s appropriate levels (Kerzner, 2009 47). Therefore, it is important that the methodology offers an appropriate framework for maintaining and preparing appropriate plans at each stage. Besides, the adopted methodology must be better placed to identify and examine plans at each lifecycle stage. In this stage, there are some documents which relate to the project as a whole as well as specific project activities or even the names and portfolios of members.
1.1.6 Control
PRINCE2 acknowledges that, if there are no clear project plans, it is very challenging to control the project since there are no tangible criteria against which an individual can benchmark the progress of the project and in the process take the required actions to straighten the project (Chemuturi & Cagley 2010 67). In other words, control and planning are closely interlinked.PRINCE2 ensures that there is a greater degree of control to be realized through cost and resource plans as well as the requirement to hold the business case viability.
1.1.7 Conclusion
It is accepted that, by applying PRINCE2 aspects, it is easy to establish a workable methodology that can be employed in the modern business environment. Additionally, it tries to make the project management process more standardized by providing standard documents like project quality plans, and risk logs.
2.0 PMBOK knowledge areas
2.1 Integration Management
It revolves around plan execution, plan development as well as a process of integrated change control. In other words, integration managing is a range of process that is needed in seeing to it that all the project elements are coordinated successfully (Chemuturi & Cagley 2010 67). Therefore, as the project scope evolves, integration management assess the project objectives and helps in the provision of alternatives needed to meet the Stakeholders project expectations.
2.2 Risk management
In any project, it is fundamental that the project manager is competent and knowledge in matters revolving around risk management and mitigation (Chemuturi & Cagley 2010 66). Additionally, this practice is very significant in projects because it helps in identification, analyzing controlling and planning of any factors and resources that might at any one point affect the progress of the project in a dangerous manner and the process put the project end users and the team at risk.
2.3 Scope Management
Scope, in this case, includes the process of collating all the data and information required to start the project as well as any features that are needed by the project to achieve the objectives and requirements of the project (Smith 2002, 33). Additionally, it encompasses proper planning and identification of the project participant. In this case, successful projects achieve this because they strive to meet resource allowances and strict deadlines, and scope management has the potential to affect the project detrimentally if it is not managed appropriately (Chemuturi & Cagley 2010 67).
2.4 Cost Management
These areas possess Earned Value Management that encompasses four techniques which make it a primary technique in managing costs (Smith 2002, 33). Additionally, it is important that a project manager can exercise effective management of costs by budgeting, estimating, managing, funding and controlling costs to remain within the budget that was approved.
2.5 Quality management
It is accepted that a project is not appropriate is it does not meet the demand and the needs of the sponsor as well as the expected deliverables (Kerzner, 2009 50). Therefore, it is important that an organization establishes appropriate measures of determining responsibilities, quality policies as well as project objectives which will enable it to meet the project specifications and original needs.
3.0 Managing and project
Managing construction projects are acknowledged as one of the ancient and most respected mankind accomplishments. For instance, the construction of ancient Egyptian pyramids is one of the project management activities that happened initially, but the expertise and skill employed in managing this project are ignored. In other words, the contribution that the skills and knowledge of project management are greatly despised and poorly known. The Probability of connection failure that occurred during the NORTHRIDGE earthquake in Los Angeles caused devastating effects to buildings and life. One of the most affected buildings such as the Warner Building Triangle is believed to have adhered to the construction design that was mostly used at that time, but not for the foreseeable future. This event clearly highlights some of the popular deficiencies in limitations in the modern design codes which clearly indicated that building code alone cannot act as earthquake proof in some designs (Hedeman Van & Fredriksz, 2010, 103).
Simpson Gumphertz and Heger with some assistance form Engineering Consulting firms were requested to evaluate the performance of the building in the course of the earthquake. From this point, it can be noted that a project is any new plan, structure, system, process or software whether small or large or the renewal, refurbishing replacement or removal of an already existing project. In the modern era of engineering, project managers have experienced the demands of increasing project complexity as far as product sophistication, the technical challenge of organizational change (Smith 2002, 29).Additionally, they were required to analyze how the impairment of BLUE TRIANGLE building as well as the structural safety through the establishment of a model of the same building, estimating the capacity connections as well as estimating ground motion characteristics. In this case, it is clear that one project can simply be related to the previous project with only minor details differentiation between the two projects so as it may be able to meet the market demands. Differences in projects may extend to the quality of the product, the novelty in the process, production system or in the structures or equipment forming the system.
The final results of this engineering project established that there was some probability level of critical fracture within the buildings special moment framing. Therefore, this provided a precedent for construction and building engineering learning.
In engineering, project management is believed to revolve around management of change but more explicitly about planned change (Kerzner 2009. 55). In this case, the change is directed towards the establishment of a unique functioning system that can be employed in establishing the right structural model that can be put in place to curb devastating effects in case of natural disasters like Earthquakes right from the initial concept. Additionally, it directs all the project elements required to realize the stakeholders and project objectives and those that may as well try to prevent the development of the project. Therefore, it is important that whenever an individual wants to manage projects, they must look ahead at the risks and the needs, effectively communicate the priorities and loans, assess trends and progress and be able to anticipate problems, get value for investment and quality, re-configure the project plans so that they may fit into the needs and the requirements of the project objectives.
The demands of a project are acknowledged to depend on the complexity, urgency, size, novelty and the importance of the project (Smith 2002, 30). In this case, the projected demand arose due to the devastating effects caused by buildings and lives in Northridge Los Angeles. Additionally, the project needs are also extensive where projects are competing for the same resources and are independent. However, in this case, the aim of this project was to try and highlight some of the deficiencies that are prevalent in the modern engineering building construction projects. Moreover, each and every engineering project has a startup process and an ending process thus they have a lifecycle that they must go through. In this case, the project commenced by establishing the design of the project and ended up by postulating results that might be important in improving the basis for engineering and building construction learning. It is universally accepted that the scale and nature of each activity project, change at each project phase since each phase marks a change in complexity, speed, and nature of the resources and activities employed (Chemuturi & Cagley 2010 68). Furthermore, different terminologies are chosen to represent different aspects of different industries but can all be related to a similar project management methodology as shown below.
Project lifecycle diagram: source web images https://www.google.com/search?q=project+life+cycle+diagram&biw=1366&bih=657&source=lnms&tbm=isch&sa=X&sqi=2&ved=0ahUKEwjHu
The time taken between project activities and stages vary depending on the type of the engineering project. Additionally, some stages may at times overlap (Nicholas, & Steyn 2008 45)
3.1 Advantages of managing a project
Being a project that was performed with the help of engineering advisory committee, it was clear that Simpson and Heger in conjunction with Structural Masters of Engineering Group were able to go through the entire process without government interference and political influence. Additionally, in this project, the client was able to provide feedback as the project progressed and this helped in strengthening the project whenever there seemed to be little misunderstandings between the project team. Moreover, the project participants and team members in this project are the project nucleus and always tried working as a main cohesive order to complete all the project aspects from its initialization stage until its completion stage (Smith 2002, 35). The project was completed on time hence increasing the satisfaction of the client since the project was timely and according to the stipulated budget. By achieving the objective of the study through the established results, this project provided an opportunity for its team members to possess a continuous and improved development and growth. Besides, since it was concluded successfully, it made the team members to develop a feeling of accomplishments which helps them grow into a more effective and essential team (Chemuturi & Cagley 2010 67). Due to the realization of the project objectives, it is universally acknowledged that the project members will develop into a more oiled team hence making more opportunities to open up for the project and much more similar projects shortly.
3.2 Limitation of the project
The costs overhead incurred that were incurred in this project were quite high such that some of the budgeted activities like follow-up activities were excluded from the budget to try and cut on costs. In other words, the cost involved in hiring Simpson and Heger, The Structural Engineering Group and other consulting activities from the Engineering Advisory Company, can be seen to have been a challenging aspect of this project most especially given the fact that most of the buildings in Los Angeles were affected by the Northridge earthquake in a devastating manner (Kerzner 2009 58). Additionally, the level and cost incurred in developing communication facilities during the project most especially given the fact that an Engineering advisory committee was added into the project budget (Smith 2002, 33). Moreover, obsession by project managers as witnessed in other engineering projects is becoming one of the primary challenges in most projects hence making for an environment that is stressful for all the members involved in the project. In this case, Simpson and Heger could have hindered the progress of the project by becoming to precise and too rigid in the project planning process (Chemuturi & Cagley 2010 67). Another notable limiting factor in this engineering project evolves around technical non-creativity of project managers such that they set strict and precise deadlines hence forcing the project team members to operate within the project parameters.
References
Chemuturi, M., & Cagley, T. M. (2010). Mastering software project management: Best practices, tools and techniques. Ft. Lauderdale, FL: J. Ross Pub.
Hedeman, B., Van, H. G. V., & Fredriksz, H. (2010). Project Management: Based on PRINCE2 2009 Edition. Zaltbommel: Van Haren Pub.
Kerzner, H. (2009). Project management: A systems approach to planning, scheduling, and controlling. Hoboken, N.J: John Wiley & Sons.
Nicholas, J. M., & Steyn, H. (2008). Project management for business, engineering, and technology: Principles and practice. Amsterdam: Elsevier Butterworth Heinemann.
Smith, N. J. (2002). Engineering project management. Oxford, UK: Blackwell Science.
School of Engineering
Project Management
Assignment Details
Your assessment for this module is the submission of an individual portfolio.
The portfolio must be divided up into sections:
· Prince 2
· PMBOK
· Managing a Project
Part 1 – Prince 2
Provide a 1,000 word overview of the Prince 2 Project management methodology.
Part 2 - PMBOK
Select FIVE of the PMBOK knowledge areas which you consider to be the most important and in 500 words critically appraise how they add value to project management methodology.
Part 3 – Managing and Project
Using the information provided throughout the module provide a 1,000 word analysis of an Engineering Management Project, which includes the successes and failures within the project and any lessons learned from the project.
The portfolio should contain:
· A portfolio summary at the front
· Contents page
· Page numbers
· Numbered sections
· Clear section headings
· Referencing
The word limit is 2,250 words (+/-10\%). This excludes footnotes but includes quotations. The word count must be printed on the top right hand corner of your work.
Referencing
Use the Harvard system of referencing within your text. This will take the form: surname, year of publication, page number, and is enclosed within brackets, for example (Bradley 1998, 277). At the end of your work you should provide an alphabetical list of all the works you cite.
Or:
Use the Numeric System of referencing within your text. At every point in the text where a reference is made, insert a number (in brackets or superscript) and then list the references numerically at the end of your work,
2
E-PROCUREMENT & SUPPLY CHAIN TECHNOLOGIES
INTE 1208
Dr Alka Nand
Sem 1, 2016
B2B Procurement Processes
Objectives
Importance of procurement
What is e-procurement and what are the potential savings
What benefits and risks are associated with
e-procurement?
Which method(s) of e-procurement should we adopt?
What organizational and technical issues are involved in introducing e-procurement?
*
How important is procurement?
We estimate that for every dollar a company earns in revenue, 50 cents to 55 cents is spent on indirect goods and services – things like office supplies and computer equipment.
That half dollar represents an opportunity: By driving costs out of the purchasing process, companies can increase profits without having to sell more goods. Hildebrand (2002)
From Chaffey (2007), p. 309.
*
What is E-Procurement?
The electronic acquisition of goods and services for organizations
By automating and streamlining the laborious routines of the purchasing function, purchasing professionals can focus on more strategic purchases
Basware Solutions:
https://www.youtube.com/watch?v=Bj6Qg3hptG8
CIPS - Chartered Institute of Purchasing and Supply
is the premier global organisation serving the procurement and supply profession. Dedicated to promoting best practice, CIPS provides a wide range of services for the benefit of members and the wider business community. http://www.cips.org/en-au/homepage/
*
According to CIPs
From a conceptual perspective, eProcurement is very similar to the classical tendering process: it helps companies source input products and services at the lowest possible cost while ensuring that those inputs meet technical and other specifications (Ong, 2002).
The process of eProcurement incorporates two processes: e-Requisition and e-Sourcing. The former refers to the purchase of goods and services by the end user, while the latter emphasises the negotiations between the company and its suppliers
https://www.cips.org/en/knowledge/procurement-topics-and-skills/ecommerce---systems/e-sourcing--e-procurement-systems-p2p/eprocurement/
*
Figure 7.1 Key procurement activities within an organisation
which include searching and specification of product by the end‐user, purchasing by the buyer, payment by an account, and receipt and distribution of goods within a warehouse.
Chaffey, Dave. Digital Business and E-Commerce Management, 6th Edition. Pearson (Intl)
*
The 5 rights of e-procurement
E-procurement should be directed at improving performance for each of the 5 rights:
At the right price
Delivered at the right time
Are of the right quality
Of the right quantity
From the right source.
Baily et al. (1994)
*
Table 7.1 Process flow analysis for traditional procurement (typical cycle time,
51⁄2 days)
Note: see Table 7.2 on p.302 for key to symbols.
Insert Table 7.1
*
Table 7.2 Process flow analysis for new procurement (typical cycle time, 11⁄2 days)
Insert Table 7.2
*
Types of Procurement
Businesses tend to buy by one of two methods:
● Systematic sourcing – negotiated contracts with regular suppliers.
● Spot sourcing – fulfilment of an immediate need, typically of a commoditised item for which it is less important to know the credibility of the supplier.
Class examples?
Chaffey, Dave. Digital Business and E-Commerce Management, 6th Edition. Pearson (Intl)
*
Key trends in procurement – CIPS
Integration of CSR issues & sustainability within procurement’s decision matrix
Category management – Category Management is a strategic approach which organises procurement resources to focus on specific areas of spends.
Low cost country sourcing – especially China
Greater awareness of supply chain disruption & strategies to manage risk and supply vulnerability
Greater compliance role for procurement professionals generally
E procurement and investment in supply side systems like ERP and Procure to pay
Centralisation of procurement efforts [or de-centralisation?]
*CIPS Research https://www.cips.org/en/news/
*
Procurement Issues today
Developing procurement led solutions throughout the business
Ensuring socially responsible procurement
Balancing total cost against risk
Improving the organisational interface with stakeholders
Professionalising procurement through people, process and technology
Procurement as a strategic activity
Procurement has become more significant in response to governance issues that companies face in terms of having a clear picture of how, why and with whom they spend money and having the management processes and controls in place to ensure that this is done in a way that is consistent with legislation, regulations and the values and objectives that the organisation aspires to.
Class Activity
You will be given a case study in class to work in groups
Your task:
Read and prepare discussion points on the following:
Company and background
Type of industry
What was the challenge or problem faced
How was this challenge overcome
What were some of the benefits of the new eProcurement solution
What were the cost savings identified
One or two members to then present the findings:
(20 mins to complete the activity)
5 min each for presentation of key findings
*
Alternative classification: using Type, Use and the Value of goods purchased
Procurement of raw materials and production goods (High frequencies and unique specifications)
Procurement of maintenance, repair and operating (MRO) supplies (Low unit cost, low volumes, relatively high frequencies; e.g. Office Supplies)
Procurement of capital goods and maverick procurements (High Value and low frequencies; eg. a new factory)
*
Different Types of Purchases
*
Lists and describes many of the items that a purchasing department is responsible for buying
The actors or typical participants involved in purchasing
The Seller, Vendor or Service Provider
Person or organisation who sells the goods or provides the service
May also be the manufacturer of the goods
The Requisitioner
Person who is going to consume the goods or service
Typically an employee of the organisation that will pay for the goods or service
In a traditional environment, the requisitioner lodges a purchase requisition with a purchasing officer who will undertake the purchasing process
In the world of eCommerce, the requisitioner may deal directly with the seller, vendor or service provider
The Actors
The Purchasing or Procurement Officer
Professional who is an expert in the process of procurement and the establishment of trading relationships
Trading Relationships – involves negotiation of contracts
Immediate and long term requirements
Must cover legal conditions of trade, exchange rate conditions, etc…
Objective – The Purchasing Officer ensures that the buyer always receives
Best quality
At best price
In the appropriate timeframe
The Buyer
The organisation that is purchasing the goods or service
Has responsibility for payment
Financial Service Providers
The value passed from the seller to the buyer is the goods or service
The buyer must provide equal value to the seller
Can be by transfer of goods or services – trade barter
More commonly through exchange of monetary value through a bank
May involve the use of credit facilities
The Actors
Transport and Logistic Service Providers
Acquisition of physical goods requires their movement from seller to buyer
Transport/Logistic Services Providers
Secure, safe, timely delivery to the place of consumption
Chambers of Commerce
Facilitate the establishment of new trading relationships and assist trading organisations to determine common trading procedures
Can provide reduction in costs
Can provide validation services that provide confidence in a trade relationship
Trade Documents
The purchasing of goods and services relies on a series of transactions which are usually evidenced by paper-based documents.
Some examples:
Purchase Order Requisition or simply Requisition
Request for Quotation, Request for Tender (RFT) Registration of Interest (RoI)
Quotation, Tender, Registration of Interest Response
Material Safety Data Sheets (MSDS)
Purchase Order or simply Order
Order Acknowledgement
Despatch Advice, Delivery Advice, Advance Shipment Note
Invoice
Debit Note
Credit Note
Remittance Advice
Examples of corporate procurement
Ariba
Perfect Commerce
RMIT- http://www1.rmit.edu.au/fs/p2p
Basware
*
Knudsen (2003) and Smart (2010) classification on types of applications of e-procurement:
E-sourcing. Finding potential new suppliers using the Internet during the information‐ gathering step of the procurement process.
E-tendering. The process of screening suppliers and sending suppliers requests for information (RFI) or requests for price (RFP).
E-informing. Qualification of suppliers for suitability. It doesn’t involve transactions but instead handles information about the supplier’s quality, financial status or delivery capabilities.
E-reverse auctions. Enable the purchasing company to buy goods and services that have the lowest price or combination of lowest price and other conditions via Internet technology.
E-MRO and web-based ERP. These involve the purchase and supply of products which are the core of most e‐procurement applications. The software used manages the process of creating and approving purchasing requisitions, placing orders and receiving the goods or service ordered.
RMIT University©March 2011
International & Development Portfolio
*
International & Development Portfolio
Drivers and barriers of e-procurement
Drivers
Cost reduction
Process efficiency (non value adding activities)
large portion of buyers time is spent on non-value adding activities
Reduced cycle times
More competition
More choice
More control (reduce maverick purchasing)
Improving payment system
Improving information management
Barriers
Competition issues
Procurement benefits shared with competitors
Organizational culture
*
*
Risks
Organisational risks
Redundancy/redeployment
Technology risks
Integration with existing financial/ERP systems
Choice of procurement model
Choice of market place
*
Ethical sourcing
The range of ethical issues to consider is increasing as consumers become more aware of certain practices that they do not consider to be ethical. Issues can include:
Green products
Carbon emissions
Transport
Environmental performance
Health and safety
Diversity and equality
Standards at work including suppliers
Role of the business as an employer, customer or corporate citizen
Sustainability
Future of eProcurement
B2B Market Places/exchanges/Hubs
typically these are intermediaries that are independent of buyers and suppliers.
Alibaba and how its transforming business http://www.alibaba.com/
Software Agents
Some demos of AI http://www.cs.wisc.edu/~dyer/cs540/demos.html
Software programs that assist humans by automatically gathering information from the Internet or exchanging data with other agents based on parameters supplied by the user
E-PROCUREMENT & SUPPLY CHAIN TECHNOLOGIES
INTE 1208
Dr Alka Nand
Sem 1, 2016
INTE1208 – Session 3
Introduction to Supply Chain Management
*
Objectives
At the completion of this topic you should be able to:
Discuss a number of the concepts underpinning order fulfillment, logistics and Supply Chain Management (SCM);
Describe the types of applications and technologies which enable SCM approaches such as Just-In-Time (JIT) inventory management;
Outline the benefits and problems which can occur through SCM;
Discuss the challenges which SCM presents, such as changes in trading partner relationship/collaboration and the importance of looking at both internal and external business processes in the context of SCM; and
Discuss the role of technology in addressing some of these problems and challenges.
Issues for Managers
Which technologies should we deploy for supply chain management and how should they be prioritized?
Which elements of the supply chain should be managed within and beyond the organization and how can technology be used to facilitate this?
Learning Resources
Handfield, R. B. and Nichols, E. L. Jr. (1999). “Introduction to supply chain management,” Introduction to supply chain management, Prentice Hall, Upper Saddle River, NJ, pp. 1-12 – available as an electronic reading through myRMIT Studies.
Chaffey, D. (2015). Chapter 6 - Supply Chain Management.
*
Supply Chain & Supply Chain Management
The Supply Chain consists of the flow of materials, information, and services from raw material suppliers through factories and warehouses to the end customers.
Supply Chain Management (SCM) involves integration of the business processes from the end users through to the original suppliers, that provide products, services and information that add value for customers
*
The Immediate Supply Chain for an Individual Firm
CR (2004) Prentice Hall, Inc.
1-2
Information
flows
Warehousing
Warehousing
Transportation
Transportation
Vendors/plants/ports
Transportation
Factory
Transportation
Customers
*
Turban, E., King, D., Viehland, D. and Lee, J. (2006). Electronic Commerce: A Managerial Perspective 2006, 4the Edition © 2006. Electronically reproduced by permission of Pearson Education, Inc., Upper Saddle River, New Jersey.
A Supply Chain for Beer
Figure 11.1
*
A more realistic supply chain – Components of the Honda Accord Console
E-Supply Chains
Managing Supply Chains
Managing supply chains can be difficult due to the need to coordinate:
Several business partners
Several internal corporate departments
Numerous business processes
Possibly many customers
Information technology provides two types of software solutions:
SCM
ERP and its predecessors MRP and MRP II
*
*
Benefits of supply chain management
Source: PMP (2008)
Two aspects of SCM
Upstream supply chain Transactions between an organization and its suppliers and intermediaries, equivalent to buy-side e-commerce.
Downstream supply chain Transactions between an organization and its customers and intermediaries, equivalent to sell-side e-commerce.
*
Key Concepts – Order Fulfilment
Order fulfillment: Delivering the right order on time to the customer
Involves Front and Back Office Operations
Front office operations:
Order taking
Advertisement
Customer Relations Management (CRM)
Back office operations
Accounting
Packaging
Finance
Logistics
Inventory
*
Push vs Pull Supply Chain
Push:
Traditional retailing begins with production based on demand forecasting
Goods are mass produced and placed in inventory
Products then move through inventories maintained by wholesalers/distribution centers before being PUSHED to customers by being placed on retail store shelves
*
Push and pull approaches to
supply chain management
*
Figure 6.3 Push and pull approaches to supply chain management
Push vs Pull Supply Chain
Pull:
eCommerce enabled SCM allows operations to begin with an order being placed (PULLED) by a customer
Information concerning the order is passed back to the retail distribution centre for replacement from inventory
and as needed back to the manufacturer to initiate manufacture of replacement items
*
Push and pull approaches to
supply chain management
*
Figure 6.3 Push and pull approaches to supply chain management
The downstream supply chain is:
Involved with procurement of material from suppliers
The distribution of products or delivery of services to customers
Exclusively inside an organisation
None of the above
*
0
of
5
20
The upstream supply chain is:
The distribution of products or delivery of services to customers
Exclusively inside an organisation
Involved with procurement of material from suppliers
None of the above
*
0
of
5
20
Logistics:
Managing the flow of goods, information and money along the supply chain
The concept originates in a branch of military science dealing with procurement, maintenance, and transportation
It involves the management of the details of an operation
It includes all activities involved in management of product movement
Right product
Right place
Right time
*
Key Concepts – Logistics
Logistics Management
Objective is to obtain efficient operations through the integration of all material acquisition, movement, and storage activities
Is a frequent candidate for outsourcing
Specialist expertise
State of art technologies in built
Logistics companies invest in advanced tracking technologies
Ability to adhere to precise delivery windows and delivery schedules
Allows competitive advantage to be gained through reduced costs and improved customer service
*
Good Logistics?
Good Logistics?
Good Logistics?
Good Logistics?
Good Logistics?
Supply Chain Problems and Solutions
Typical Problems along the Supply Chain
Supply chains can be very long, involving many internal and external partners located in different places
Both materials and information must flow among several entities, and these transfers, especially when manually handled, can be slow and error-prone
Companies can improve their demand forecasting by using IT-supported forecasts, which are done in collaboration with business
A lack of logistics infrastructure exacerbates uncertainties that exist in delivery times
Quality problems with materials and parts can contribute to deficiencies in the supply chain
Pure EC companies are likely to have more supply chain problems because they do not have a logistics infrastructure and are forced to use external logistics services
*
Supply Chain Problems and Solutions
The Need for Information Sharing along the Supply Chain
A supply chain includes the flow of information to and from all participating entities
It includes:
Product pricing
Inventory
Shipping status
Credit and financial information
Technology news
*
Brief Recap
Let’s set a little context
Supply Chain / Supply Chain Management
Downstream / Upstream
Push / Pull
Order Fulfillment
Front Office / Back Office
Logistics
Challenges
*
Top 10 Supply Chains
Apple
McDonalds
Amazon.com
Unilever
Procter & Gamble
Samsung Electronics
Cisco Systems
Intel
Colgate-Palmolive
The Coca-Cola Company
http://www.gartner.com/technology/supply-chain/top25.jsp
*
Class Activity
In your group, identify and describe/illustrate the supply chain for:
Bottled Water; and
Hotels
Confectionary or chocolate
Report back in 15 minutes
http://www.youtube.com/watch?v=Mi1QBxVjZAw
*
Extra : Technology - GDSN
Global Data Synchronisation Network
Provides an environment for secure and continuous synchronisation of accurate data.
Trading partners always have the latest information in their systems. Changes made to one companys database are automatically and immediately provided to all of the other companies who do business with them.
Sharing of information is accurate, smoother, quicker and less expensive for them to do business together. The GDSN provides a single point of truth for product information.
http://www.gs1.org/gdsn
Look up website for interesting Case Studies
GS1 Australia
*
The typical aim of the push approach to supply chain management is:
Reduce costs of distribution
To enhance product and service quality
Reduce costs of new product development
A and C
*
0
of
5
10
The typical aim of the pull approach to supply chain management is:
Reduce costs of new product development
To enhance product and service quality
Eliminate costs of distribution
A and C
*
0
of
5
20
Just-In-Time Inventory Management
As an example of the approaches developed within the field of SCM to manage the complexity previously highlighted, we look first at a traditional form of SCM called Just-In-Time (JIT) Inventory Management
In the language introduced earlier in this lecture, JIT:
involves manufacturers and their suppliers (ie. it is upstream)
takes a pull approach
*
Just-In-Time (JIT)
Just-in-time manufacturing means producing the necessary items in necessary quantities at the necessary time. It is a philosophy of continuous improvement in which non-value-adding activities (or wastes) are identified and removed.
Putting this concept into practice means a reversal of the traditional thinking process. In conventional production processes, units are transported to the next production stage as soon as they are ready.
In JIT, each stage is required to go back to the previous stage to pick up the exact number of units needed.
JIT focuses on continuous forced problem solving
TPS emphasizes continuous improvement, respect for people, and standard work practices in an assembly-line environment
Lean operations emphasize understanding the customer
*
TPS Elements
© 2014 Pearson Education, Inc.
16 - *
Kanban
Kanban is the Japanese word for card
The card is an authorization for the next container of material to be produced
A sequence of kanbans
pulls material through
the process
Many different sorts of
signals are used, but
the system is still called
a kanban
*
Just-In-Time (JIT)
Kanban are usually simple visual signals, such as the presence or absence of a part on a shelf. JIT can lead to dramatic improvements in a manufacturing organizations return on investment, quality, and efficiency when implemented correctly.
New stock is ordered when stock reaches the re-order level. This saves warehouse space and costs.
Inventory is in transit rather than being warehoused by the organisation, resulting in reduced buffer stocks and capital costs
*
Dr Taiichi Ohno, “Father” of the Toyota Production System, modified the system by eliminating the first bin and placing the order card (which he called a kanban) at the top of the second bin.
In this system, an order is continually in transit. When the new order arrives, the supplier is reissued the same kanban to fill the order again. While the order is being filled, the quantity in the second bin is used.
Kanban Inventory System
ROP
Kanban
*
Examples of Kanban
*
Eliminate Waste
Waste is anything that does not add value from the customer point of view
Storage, inspection, delay, waiting in queues, and defective products do not add value and are 100\% waste
*
Ohno’s Seven Wastes
Overproduction
Queues
Transportation
Inventory
Motion
Overprocessing
Defective products
*
Over-production (or over-buying)
- producing more than the customer orders or producing earlier is waste.
Queues
- Idle time, storage, and waiting are wastes
Transportation
- moving material between plants or between work centers and handling more than once is waste
Inventory
- unnecessary raw material, WIP, finished goods, and excess supplies add no value and are wastes
Motion
- Movement of equipment or people that add no value is waste
Over-processing
- worked performed on the product that adds no value is waste
Defective product
- returns, warranty claims, rework, and scrap are a waste
Types of Waste (Dr. Taiichi Ohno – “Father” of the Toyota Production System)
The Results of JIT
Inventory is in transit rather than being warehoused by the organisation, resulting in reduced buffer stocks and capital costs
Retooling by the supplier is required to support the inventory carrying role which it will now play in the supply chain
Increased demands for adaptability are placed on suppliers in particular
There are tighter bonds between the customer and its suppliers
*
*
Benefits of JIT
Major Benefits:
Reduced Product Obsolescence
Reduced Product Damage
Reduced administration cost
Reduced postage
Easier document matching and transactions
Improved control over transport and distribution
Reduced telephone usage
Superior customer service
*
*
© 2014 Pearson Education, Inc.
16 - *
JIT and Competitive Advantage
Figure 16.1
*
Just-In-Time (JIT)
However, one drawback of the JIT system is that the re-order level is determined by historical demand.
If demand rises above the historical average planning duration demand, the firm could deplete inventory and cause customer service issues.
Bullwhip effect?
*
The Bullwhip Effect and Information Sharing
Note the importance of:
The flow of information to and from all participating entities in a Supply Chain; and
Information sharing between retailers and their suppliers
But, this can lead to a particular problem – The Bullwhip Effect:
The Bullwhip Effect refers to erratic shifts in orders up and down a supply chain
Simply the increasing fluctuation in orders that often occurs as orders move through the supply chain
It is caused by distorted information, which can lead to:
Inefficiencies Ineffective shipments
Excessive inventories Poor customer service
Missed production schedules
*
The Bullwhip Effect
Slight changes in actual demand create problems
Partners build “just in case” inventories
Lack of trust among partners
Stockpiling, results in huge cost
The manufacturers cannot plan production
Cannot order material from suppliers
*
Avoiding the Sting of the Bullwhip
How to do it?
Information sharing is a must and is facilitated by EDI, extranets, and groupware technologies
Trust and agreements in regard to:
Ordering and inventory decisions
Placing supply chain ahead of individual entities within the corporation
Sharing information could save millions just in the grocery industry for instance
*
Recap JIT
Just In Time…
Producing the necessary items in necessary quantities at the necessary time
Reduce waste
Toyota / Kanban
Sounds easy in practice:
The ‘Near’ Beer Game http://www.beergame.org/the-game/bullwhip-effect
Bullwhip Effect
*
The eCommerce elements of JIT
SCM, and JIT in particular, are made possible by the use of the following technologies:
Electronic Data Interchange (EDI)
Electronic Funds Transfer (EFT)
Bar code technology
Value Added Networks (VANs)
A number of computer-based management systems need to be integrated when implementing a JIT approach to SCM, including:
Enterprise Resource Planning (ERP) – extensions of more traditional Manufacturing Requirements Planning (MRP) systems
Order Management (OM) systems
Transport Management (TM) systems
Warehouse Management (WM) systems
*
*
IS can be directly used to reduce costs of SCM by:
Increasing product cycle times
Collect information about product satisfaction
Reducing inventory holding times
None of the above
*
0
of
5
20
Lean?
A team-based approach to continuous improvement focused on eliminating non-value added activities or “waste” from the viewpoint of the customer
Manufacturing processes can be improved to reduce waste and resources while maintaining operational performance.
Quality is an important part of lean manufacturing. Having zero defects in the manufacturing process reduces waste and increases efficiency within the organization as a whole.
With greater quality customers will no longer return goods, which means fewer resources will be needed for returns and quality issues.
Lean can be implemented in: Procurement, Manufacturing, Warehousing and Transportation.
Example: Zara
*
Agile?
Agility is described as a capability which contains organisational structure, information systems, logistic processes and mindsets.
Result of an agile supply chain is its flexibility. It has to be separated from the lean supply chains or the lean manufacturing concept which focuses on reducing “fat” (e.g. inventory, cost, …) wherever possible.
This supply chain will be best to maximize the service levels for fulfilling demand, manufacturing personalized products, and providing excellent customer service.
These supply chains will have more flexible supplier contracts that enable them to change order quantities, destinations, need dates, and even cancel the orders altogether if the demand falls off a cliff.
Suppliers will typically allow such flexibility for a cost.
*
So which one do we go for?
*
Or combine them - Leagile?
A hybrid of lean and agile systems. However, this can take one of several approaches:
Using make-to-stock/lean strategies for high volume, stable demand products, and make-to-order/agile for everything else
Have flexible production capacity to meet surges in demand or unexpected requirements
Use of postponement strategies, where “platform” products are made to forecast, and then final assembly and configuration done upon final customer order
*
Leagile in action
*
Kaizen
Rapid improvement processes, often is considered to be the building block of all lean production methods.
Kaizen focuses on eliminating waste, improving productivity, and achieving sustained continual improvement in targeted activities and processes of an organization.
This philosophy implies that small, incremental changes routinely applied and sustained over a long period result in significant improvements.
The kaizen strategy aims to involve workers from multiple functions and levels in the organization in working together to address a problem or improve a process.
The team uses analytical techniques, such as value stream mapping and the 5 whys, to identify opportunities quickly to eliminate waste in a targeted process or production area.
The team works to implement chosen improvements rapidly (often within 72 hours of initiating the kaizen event), typically focusing on solutions that do not involve large capital outlays.
*
Kaizen Implementation
Phase 1: Planning and Preparation: identify an appropriate target area for a rapid improvement event. Substantial work-in-progress; administrative processes; significant bottlenecks; areas where everything is a mess”; etc.
Phase 2: Implementation
Five Whys
Why did the machine stop?
There was an overload, and the fuse blew.
Why was there an overload?
The bearing was not sufficiently lubricated.
Why was it not lubricated sufficiently?
The lubrication pump was not pumping sufficiently.
Why was it not pumping sufficiently?
The shaft of the pump was worn and rattling.
Why was the shaft worn out?
There was no strainer attached, and metal scrap got in.
Value Stream Mapping
Phase 3: Follow-up: Ensure improvements are sustained
*
Broadly Speaking
*
Oh what a feeling, Toyota
Quick Response and Efficient Consumer Response
We turn now to a discussion of downstream SCM, looking specifically at Quick Response (QR)
QR is downstream of the manufacturer and uses pull supply chain approaches
In examining this approaches, students are encouraged to think about these initiatives in terms of the way in which they have reshaped the notion of the value chain in the retail industry.
*
Quick Response
A consumer driven business strategy of cooperative planning by supply chain partners, using IT and flexible manufacturing, to eliminate inefficiencies from the entire supply chain
Involves rapid replenishment of retail products once consumers purchase them
To ensure:
the right goods
are in the right place
at the right time
In many implementations of QR, the retailer’s internal systems keep track of product consumption (eg, through barcoding point-of-sale systems at the checkout) and orders are triggered when product levels reach certain limits.
*
*
Quick Response
Like JIT, the effectiveness of QR is dependent on the efficient exchange of information within and between organisations. The types of requirements for QR include:
barcoding and automatic data capture equipment for scanning product numbers and packing box labels which contain retail products;
EDI for exchanging standardised business documents such as Advance Ship Notices, Orders, etc and the associated integration of internal and external systems of the organisations;
distribution release planning and forecasting systems, which also includes joint planning (eg, assortments, replenishment, promotions); and
fixed-cycle replenishment (for instance, orders received on Monday and shipped by Friday).
In a retail sense, Dell is a great example
*
*
QR and Business Strategy
QR is a retail version of JIT
QR seeks improvements in:
what the customer sees on the shelf
activities behind the scenes including logistics, distribution and inventory management
QR seeks to get rid of supply chain costs that don’t add customer value
*
*
Reported Benefits of QR
Reductions in inventories
Stockouts down 60\%
Consumers are receiving a broader product selection because retailers are offering more product choice
Lead times have been cut in half
Greater competitiveness for domestic producers
*
*
14
Why Implement QR?
Better satisfy consumer demand
Competitive forces
“big stores” don’t respond quickly to customer demand
rise of aggressive and intelligent rivals
sluggish sales and earnings performance
expense and logistics of maintaining a large inventory
Opportunity for significant cost savings. For example, Coles Myer has 1,787 stores supplied by over 10,000 suppliers with 134,000 staff accessing stock. Given such a scale of operations there is scope for saving millions!!!
*
*
13
Efficient Consumer Response
The four strategies for implementing ECR are:
efficient store assortment;
efficient replenishment;
efficient promotion; and
efficient product introduction.
*
*
15
Collaborative Supply Chain Management
One of the key challenges in implementing SCM approaches such as QR, ECR and JIT is achieving the required levels of collaboration between members of a supply chain, and establishing the technologies which will enable this collaboration to occur
Members of supply chain need to share information on various issues such as:
product pricing
inventory
shipping status
credit and financial information
*
*
15
Collaborative Planning, Forecasting and Replenishment (CPFR)
Collaborative planning, forecasting and replenishment (CPFR) is a framework whereby suppliers and retailers can collaborate in their planning and demand forecasting in order to ensure that members of the supply chain will have the right amount of raw materials and finished goods when they need them.
In collaborative planning, business partners have real-time access to point-of-sale order information
manufacturers
suppliers
distribution partners
other partners
CPFR is a project, where suppliers and retailers work together in their planning and demand forecasting to ensure the right amount of raw materials and finished goods when they need them
They are sharing information to reduce SC costs
*
An appropriate strategy to optimise for time and cost in the ordering process is:
Efficient store assortments
Integrate this activity is into all supply chain planning
Efficient replenishment
None of the above
*
0
of
5
20
Summary/Conclusion
Defined the key terms/concepts underpinning SCM;
Discussed use of the concept of a Value Chain as a means of thinking about reconfiguring Supply Chains;
Looked at an example of upstream SCM (JIT);
Looked at examples of downstream SCM (QR and ECR);
Considered a number of candidate SCM strategies; and
Considered a number of emerging challenges such as Collaborative SCM) to be faced by SCM managers
*
*
15
E-PROCUREMENT
INTE 1208
Dr Alka Nand
Sem 1, 2016
Course Lecturer
Dr. Alka A Nand
Subject coordinator and lecturer
School of Business IT and Logistics
RMIT University
Building 80, Level 7, Room 47
445 Swanston Street
Telephone: 9925 1522
Email : [email protected]
Consult: Email for appointment
*
Course Structure
Text book (also see image)
Breakdown (Individual & Group)
Assignments and Presentation
Case study tips
Belbin exercise
Attendance
Lectures
Group formation last 10 minutes
Text Book
Chaffey, D. (2014). Digital Business and E-Commerce Management (6th Ed.), Pearson Education, England.
ADVICE RE: TEXTBOOK
Other editions also acceptable
*
2. Breakdown of Assignments
*explained in detail in next 4 slides
Assessment Task Group Hard copy or Electronic Due Weighting
Case Study
Group
Electronic
Week 7
30\%
Group Presentation
(15 mins followed by 5 mins Q&A)
Group In-class Week 11-12 15\%
In class short test
Take home exam
Individual
Electronic Week 5
Week 13 15\%
40\%
Assessment - Individual
Assessment Details:
Assessment 1: Worth 15\% of the course marks – In class multiple choice and short answer test. Due date: Week 5 (Week Beginning 4 April). Students will be given a ninety minute multiple choice and short answer test assessing their knowledge and understanding of the concepts discussed throughout the first four weeks of the course.
Assessment 3: Worth 40\% of the course marks - Take home exam. Distributed 1pm 27/05/2016 - Due 11:59pm 10/06/2016. This is a take home written paper, testing you on the e-Procurement and Supply Chain Technologies issues discussed each week in class and based on both readings given in class and the list of references above.
*
Assessment - Group
Assessment 2 (a): Worth 30\% of the course marks - Technology Case Study. Due date: Week 7 (Monday 18 April 11:59pm). Students will work in groups (maximum 4 members) to develop a ‘Technology Case Study’ for business organisations and suppliers that have implemented or are implementing a technology to assist in global e-Business. The guide aims to assist organisations in progressing e-Business by providing practical assistance, guidance and support.
Assessment 2 (b): Worth 15\% of the course marks - Technology Case Study presentation. Due date: Week 11 & 12 (Week beginning 16 and 23 May respectively). Students in their groups will present their ‘Technology Case Study’ key findings.
*
Case study details
Assessment 2 (a): Worth 30\% of the course marks - Technology Case Study. Due date: Week 7 (Monday 18 April 11:59pm). Students will work in groups (maximum 4 members) to develop a ‘Technology Case Study’ for business organisations and suppliers that have implemented or are implementing a technology to assist in global e-Business. The guide aims to assist organisations in progressing e-Business by providing practical assistance, guidance and support. (Word count: 3000)
In their groups, students are to develop a detailed case study covering the points mentioned below.
A brief description of the background of the company selected on their core product/service, customers, market outlook etc. as well as an illustration of the company’s core product/service supply chain network and the role that purchasing plays in their general operations.
Next highlight some of the challenges that the company is facing or has faced in the last 5 years with respect to procurement practices and discuss in detail the technologies implemented or being implemented.
Critically discuss their motivations for implementing this technology and benefits achieved.
What were some of the drawbacks, challenges and risks faced with respect to implementing the select technology?
Students are to ensure that their case study critically examines procurement and technology implementation practices in a particular organization using/illustrating concepts covered in class. Organisation selected can be local or overseas based.
Some examples of technology implementation include: RFID, barcoding, EDI, ERP, CRP, advanced payment systems etc. There are numerous industries such as grocery, airline, healthcare, general manufacturing, freight, banking etc. that have implemented technologies to assist them in operational efficiency and global competitiveness.
Note:
It is important that students form their groups in Week1 and finalise the company and technology being implemented. At the end of week 2, group leaders are to email the coordinator the following: company selected, technology being examined, methodology, timeline for case study and presentation compilation, group members and activities allocated. Every week from this point on, you are to email the coordinator an update on what you have accomplished and difficulties faced. Weekly emails to the coordinator should also be Cc’d to all the group members. My role in all of this is to provide you with feedback and critique to help you develop an excellent case study.
*
Case study tips
Three core elements of a good case study (C. Dhanaraj)
Source: http://www.youtube.com/watch?v=ttPeM2UYXL0
Reality
Realism is what makes a case effective learning vehicle
Empiricism lends credibility to concepts learner in classrooms
Theory
-an underlying theory is essential for effective teaching
-One company’s actions is not necessarily a guide for practice
Originality
What is new here?
a new concept?
a new context?
Novelty enhances scholarship and links well to your research
*
E- Procurement – National E-health Transition Authority
*
Also posted on LMS under assignment details
Assessment 2 (b): Worth 15\% of the course marks - Technology Case Study presentation. Due date: Week 11 & 12 (Week beginning 16 and 23 May respectively). Students in their groups will present their ‘Technology Case Study’ key findings.
Please take note of the following points to assist you with preparing your presentations:
Presentations are 15 mins followed by a 5 min Q/A (total time per group is 20 mins)
Each member must participate
Slides are to be brief and used as a cue
Feel free to be creative
Peer marking will be practiced to ensure fairness
Expectation: A brief on the company followed by brief findings of the technology implemented, motivation, benefits, drawbacks, risks etc
*
Points 3-7
Assignments and Presentation – Refer to Assignment Details plus course guide
Belbin exercise
Attendance – compulsory for your maximum benefit
Lectures
Monday 17.30 20.30 Room: 08 09 043
Thursday 17.30 20.30 Room: 70 03 11
*
Presentation
Group based (max 4 members)
Case study development
Company selection for case study
Ongoing task and presentation in week 11 and 12
Required (snapshot of your case assignment)
critical analysis of organisations e-procurement practices
Incorporation of theory, models and frameworks where necessary
Aligned with specific chapters of the text
Course guide and assignment details to be noted
To be done in 15 minutes (synergy, cohesive, entertaining, exciting, recall etc) plus 5 min Q and A
Belbin exercise
Each week (Friday evening starting week 2), team leaders are to email the lecturer a one page minute document (Cc all other team players) containing the following items:
Current status of the case study
Questions investigated so far
Approaches undertaken
Meetings held with group members
Expectations and roles and responsibilities of members
Difficulties encountered
Advice sought
My role in all of this!
Attendance
Is compulsory
Materials – LMS
In class discussions
Proposed structure:
Evening classes
Start 5.30pm
Break 7pm-7.20pm
Start 7.20-8.20pm
Wrap up- last 10 minutes
Lectures and various activities
See LMS materials and announcements
Capability Development
At the conclusion of this course, you will develop the following
capabilities:
Ability to apply the knowledge and skills obtained to study further concepts in eProcurement, eMarkets, SCM and business;
Ability to communicate and interpret ideas related to the principles of eProcurement in a business environment;
Ability to critically analyse business practices and processes, incorporating the Internet into business practices;
Ability to expand analytical knowledge of the global business IT environment; &
Ability to recognise the changing needs of customers and the resulting impact on resources.
INTE1208 - eProcurement and Supply Chain Technologies
*
INTE1208 - eProcurement and Supply Chain Technologies
Learning Outcomes
At the end of this course, you will:
Possess a general understanding of the development and nature of B2B eBusiness;
Understand the enabling infrastructure and its applications in B2B exchanges;
Understand eProcurement and other strategic opportunities made possible by B2B eBusiness;
Grasp the role of intermediaries such as net market makers, in eProcurement;
Understand the eBusiness environment, change management issues, human resource, technological and organisational issues pertinent to B2B eBusiness;
Possess an understanding of the role of supply chain management and the importance of forward and reverse logistics in eBusiness.
INTE1208 - eProcurement and Supply Chain Technologies
*
INTE1208 - eProcurement and Supply Chain Technologies
Unit Topics
*
Week Week Beginning Topic
Week 01 29/02/2016 Introduction to the course and assessment
Introduction to B2B e-Business
Chapter 1
Week 02 07/03/2016 e-Business Infrastructure and B2B e-Marketplaces
Chapter 2-3
Week 03 14/03/2016 Introduction to Supply Chain Management
Chapter 6
Week 04 21/03/2016
28/04/2016 e-Procurement 1
Chapter 7 – E-procurement
23-30 March Mid-Semester Break
Week 05 04/04/2016 Recap session
Assessment One - Multiple-choice and Short Answer Test
Week 06 11/04/2016 e-Procurement 2
Chapter 9 – Customer Relationship Management
Week 07 18/04/2016 Bar-coding and RFID (Guest Speaker from GS1 Australia) Refer to Chap 6
Assessment Two (a) Due: Technology Case Study
Week 08 25/04/2016 An understanding of EDI and VMI technologies
(Poster exercise using a series of journal articles)
Week 09 02/05/2016 Knowledge Management and Big Data benefits
Chapter 10
Week 10 09/05/2016 e-Environment and Future of Procurement
Week 11 16/05/2016 Assessment Two (b): Technology Presentation
Week 12 23/05/2016 Assessment Two (b): Technology Presentation
Assessment Three distributed 1pm 27/05/2016 - due 11:59pm 10/06/2016
Introduction
With the person next to you:
What is their name?
What was their latest purchase?
How was this purchase made?
INTE1208 - eProcurement and Supply Chain Technologies
*
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Topic 1
Introduction to eCommerce and eBusiness
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
This Lecture
A GENERAL OVERVIEW
Why am I studying eCommerce/eBusiness?
What is eCommerce?
The Development of eCommerce
Fundamentals
Some Definitions
Electronic Commerce Terms
The Dimensions of eCommerce
Supply Chain Management
Business Models
Electronic Markets
Electronic Exchanges
Inter-organisational Information Systems
Electronic Data Interchange (EDI)
The Internet and the World Wide Web
Trends and Expectations
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Objectives
At the completion of this topic you should be able to:
Define electronic commerce and electronic business
Differentiate eCommerce and eBusiness
Describe the various categories of eBusiness.
Describe and discuss the content and framework of eBusiness.
Describe the major types of eBusiness transactions.
Describe the digital revolution as a driver of eBusiness.
Describe the business environment as a driver of eBusiness.
Describe the benefits of eBusiness to organizations, consumers, and society.
Describe the limitations of eBusiness.
Describe the contribution of eBusiness to organizations responding to environmental pressures.
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Managerial Issues
Is it real?
Why is B2B e-commerce so attractive?
There are so many eBusiness failures—how can one avoid them?
How do we transform our organization into a digital one?
How should we evaluate the magnitude of business pressures and technological advancement?
What should be my company’s strategy toward eBusiness?
What are the top challenges of eBusiness?
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Why am I studying eCommerce/eBusiness?
Real business issues:
Increasing competition
Customer loyalty
Reducing product lifecycle
Increased demand volatility
The current inventory-centric approach is not working…
…A demand-driven strategy is required:
Ability to respond to constantly changing customer expectations; adapt production/distribution continuously to demand; connect entire supply chain in real time.
A major challenge companies face over the next five years
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Why am I studying eCommerce/eBusiness?
Success requires work process transformation as well as technology transformation.
Information flows need to be open, free, standards-based and in context.
Overall costs must continue to decrease (technological advancements and development http://www.mooreslaw.org/ , increasing competition, infrastructure development, ease of doing businesses etc.).
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Interesting Australian Grocery Industry numbers
Revenue $88.1bn
Mature industry
Market Share
Woolworths Ltd 40.2\% (Woolworths, Safeway, Thomas Dux) (Est 1924, 872 stores)
Wesfarmers Limited 33.5\% (Coles, Bi-Lo) (Est 1914, 762 stores)
Metcash Limited 9.0\% (IGA, Supa IGA) (1400 stores)
ALDI Stores Supermarkets Pty Ltd 8.1\% (Est 2001, >300 stores)
Costco 1.2\% (Est 2009, 7 stores)
Recent consumer trends – Switch to Private labels, organic products popular and lower in price, bulk buys (Costco), new shopping experience, variety and offer, online purchases (more investment in technology by supermarkets)
Future – disposable income, family size, time conscious shoppers
(Ibis, 2015)
Cannot afford to have breakdowns in their supply chain - communication or deliveries
INTE1208 - eProcurement and Supply Chain Technologies
*
eBusiness opportunities
Reach
Over 1 billion users globally
Connect to millions of products
Richness
Detailed product information on 20 billion + pages indexed by Google. Blogs, videos, feeds…
Personalized messages for users
Affiliation
Partnerships are key in the networked economy
INTE1208 - eProcurement and Supply Chain Technologies
*
*
*
INTE1208 - eProcurement and Supply Chain Technologies
*
What is eCommerce?
Does eCommerce = Internet/Web?
eCommerce is more than just the Internet
eCommerce, put simply, is doing business using electronic means of communication
The primary focus of this course is the use of eCommerce in business–to-business (B2B) relationships — a major use of eCommerce that often goes unseen.
INTE1208 - eProcurement and Supply Chain Technologies
*
*
INTE1208 - eProcurement and Supply Chain Technologies
*
Electronic Commerce:
Definitions and Concepts
Electronic Commerce (EC)
The process of buying, selling, or exchanging products, services, or information via computer networks
Examples:
Buying books online (transactional)
Selecting a car online (informational)
Interacting with brand online (relationship building/experiential)
Asking a customer service query
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Electronic Business:
Definitions and Concepts
Electronic Business (eBusiness)
A broader definition of electronic commerce that includes not just the buying and selling of goods and services, but also servicing customers, collaborating with business partners, and conducting electronic transactions within an organization
Examples:
Purchasing from suppliers (e-procurement)
A company intranet
Supplying partners with information through an extranet
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Three definitions of the relationship between e-commerce and e-business
INTE1208 - eProcurement and Supply Chain Technologies
*
*
*
INTE1208 - eProcurement and Supply Chain Technologies
*
E-business is…
An organisation using electronic media to ONLY sell direct to its customers
An organisation using electronic media to ONLY purchase from its suppliers
The use of electronic communications for all business processes
None of the above
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
E-commerce is…
Any electronically mediated transaction between an organisation and its stakeholders
An organisation using electronic media to ONLY purchase from its suppliers
An organisation using electronic media to ONLY sell direct to its customers
None of the above
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
A Framework for eBusiness Applications
Business
Consumer
Government
Business
Government
phone, e-mail, fax, e-forms, EDI
phone, e-mail, fax,
e-forms, smart cards
phone, e-mail,
fax, e-forms
phone, e-mail,
fax, e-forms
smart cards
phone, e-mail, EDI, e-forms, fax, smart cards, barcodes
purchasing/tendering
Consumer
INTE1208 - eProcurement and Supply Chain Technologies
*
*
*
Electronic Business:
Definitions and Concepts
eBusiness organizations Class Examples
brick-and-mortar organizations
Old-economy organizations (corporations) that perform most of their business off-line, selling physical products by means of physical agents
virtual (pure-play) organizations
Organizations that conduct their business activities solely online
click-and-mortar (click-and-brick) organizations
Organizations that conduct some e-commerce activities, but do their primary business in the physical world
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Electronic Business:
Definitions and Concepts
Where eBusiness is conducted
electronic market (e-marketplace)
An online marketplace where buyers and sellers meet to exchange goods, services, money, or information
interorganizational information systems (IOSs)
Communications system that allows routine transaction processing and information flow between two or more organizations
intraorganizational information systems
Communication systems that enable e-commerce activities to go on within individual organizations
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
B2B and B2C characteristics
Characteristic B2C B2B
Proportion of adopters with access Low to medium High to very high
Complexity of buying decisions Relatively simple – individual and influencers More complex – buying process involves users, specifiers, buyers, etc.
Channel Relatively simple – direct or from retailer More complex, direct or via wholesaler, agent or distributor
Purchasing characteristics Low value, high volume or high value, low volume. May be high involvement Similar volume/value. May be high Involvement. Repeat orders (rebuys) more common
Product characteristic Often standardized items Standardized items or bespoke for Sale
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Buy-side vs Sell-side eBusiness
Buy-side eBusiness refers to transactions to procure resources needed by an organization from its suppliers.
Sell-side eBusiness refers to transactions involved with selling products to an organization’s customers.
An eBusiness transaction between organizations can be considered from two perspectives: sell-side from the perspective of the selling organization and buy-side from the perspective of the buying organization.
INTE1208 - eProcurement and Supply Chain Technologies
*
INTE1208 - eProcurement and Supply Chain Technologies
Figure 1.2 The distinction between buy-side and sell-side e-commerce
*
*
*
INTE1208 - eProcurement and Supply Chain Technologies
*
Fundamentals: Supply Chain Management
The coordination of all supply activities of an organization from its suppliers and partners to its customers.
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Fundamentals – Electronic Data Interchange (EDI)
Electronic Data Interchange (EDI) is the application-to-application exchange of business documents via computers is a standard electronic messaging format, where companies engaged in EDI (trading partners) transmit ‘electronic versions’ of purchase orders, invoices and payments rather than use of (snail) mail or fax.
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Fundamentals – Electronic Data Interchange (EDI)
Computer
Application
(eg MRP II)
Company A (Customer)
Company B (Supplier)
Network
(eg VAN or Internet)
EDI
Software
Computer
Application
(eg order
processing)
EDI
Software
File Format 1
Standardised
Format
File Format 2
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
The most common used online service in most countries is…
Legally streaming movies
Reading books
Booking tickets online
E-mail
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
An example of a communications benefit from creating an e-commerce website:
Lower paper costs needed for marketing and fewer staff needed in contact centre
More rapid response to customer enquiries
Tracking of number of customers using different parts of site
None of the above
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
The impact of Internet on business
Andy Grove, Chairman of Intel, one of the early adopters of e-commerce, has made a meteorological analogy with the Internet. He says:
Is the Internet a typhoon force, a ten times force, or is it a bit of wind? Or is it a force that fundamentally alters our business?
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Business Environment Drives eBusiness
Reductions in Cycle Time and Time-to-Market
Shortening the time it takes for a business to complete a productive activity from its beginning to end
Empowerment of Employees
EC allows the decentralization of decision making and authority via empowerment and distributed systems, but simultaneously supports a centralized control
Supply Chain Improvements
EC can help reduce supply chain delays, reduce inventories, and eliminate other inefficiencies
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Business Environment Drives eBusiness
Mass Customization: Make-to-Order in Large Quantities
Production of large quantities of customized items
Intrabusiness: From Sales Force Automation to Inventory Control / Knowledge Management (KM)
The process of creating or capturing knowledge, storing and protecting it, updating and maintaining it, and using it
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
The Internet’s impact on you
How many of you have purchased something on the Internet in the last 6 months?
How many times have you used the Internet as an information source, before buying offline?
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Popularity of online purchases
Source: The Internet Monitor, BMRB, November (www.bmrb.co.uk)
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Benefits of eBusiness
Global Reach
Cost Reduction
Supply Chain Improvements
Extended Hours
Customization
New Business Models
Vendors’ Specialization
Rapid Time-to-Market
Lower Communication Costs
Efficient Procurement
Improved Customer Relations
Up-to-Date Company Material
No City Business Permits and Fees
Other Benefits
Benefits to Organizations
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Benefits of eBusiness
Ubiquity
More Products and Services
Customized Products and Services
Cheaper Products and Services
Instant Delivery
Information Availability
Participation in Auctions
Electronic Communities
No Sales Tax
Benefits to Consumers
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Benefits of eBusiness
Benefits to Society
Telecommuting
Higher Standard of Living
Homeland Security
Hope for the Poor
Availability of Public Services
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Drivers for eBusiness
Figure 1.6 Attitudes to benefits of online technologies
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Barriers to development of online technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
*
*
INTE1208 - eProcurement and Supply Chain Technologies
*
Which is the greatest value of global e-commerce transactions?
Business-to-consumer
Business-to-business
Consumer-to-business
Consumer-to-consumer
None of the above
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Trends and Expectations
Trends fuelling eBusiness:
Combination of computers and networking
Increased digitising of text, graphics, audio, video
Advances in data compression, security
Popularity of the Web
Deregulation of telecommunications industries
Globalisation of marketplaces, competitive forces
Virtualisation of businesses, communities
Breaking down physical boundaries
INTE1208 - eProcurement and Supply Chain Technologies
*
*
INTE1208 - eProcurement and Supply Chain Technologies
*
Summary
Definition of eBusiness and description of its various categories.
The content and framework of eBusiness.
The major types of eBusiness transactions.
The role of the digital revolution.
The role of the business environment as an eBusiness driver.
The major eBusiness business models.
Benefits of eBusiness to organizations, consumers, and society.
Limitations of eBusiness.
Contribution to organizations responding to environmental changes.
INTE1208 - eProcurement and Supply Chain Technologies
INTE1208 - eProcurement and Supply Chain Technologies
*
Prepare in class LAST 10 MINS
• Introductions, exchange of emails and phone details etc.
• Groups to be finalised (Rule: Max 4 members from various backgrounds to ensure balance)
• Company case to be selected
• Each member to be allocated a task
• A one page minute to be submitted at the end of week 2 to the coordinator on the following: Group name and ID, Cases selected (brief description), Motivation, Method for data collection, Timeline for results and write-up, activity allocation
INTE1208 - eProcurement and Supply Chain Technologies
CATEGORIES
Economics
Nursing
Applied Sciences
Psychology
Science
Management
Computer Science
Human Resource Management
Accounting
Information Systems
English
Anatomy
Operations Management
Sociology
Literature
Education
Business & Finance
Marketing
Engineering
Statistics
Biology
Political Science
Reading
History
Financial markets
Philosophy
Mathematics
Law
Criminal
Architecture and Design
Government
Social Science
World history
Chemistry
Humanities
Business Finance
Writing
Programming
Telecommunications Engineering
Geography
Physics
Spanish
ach
e. Embedded Entrepreneurship
f. Three Social Entrepreneurship Models
g. Social-Founder Identity
h. Micros-enterprise Development
Outcomes
Subset 2. Indigenous Entrepreneurship Approaches (Outside of Canada)
a. Indigenous Australian Entrepreneurs Exami
Calculus
(people influence of
others) processes that you perceived occurs in this specific Institution Select one of the forms of stratification highlighted (focus on inter the intersectionalities
of these three) to reflect and analyze the potential ways these (
American history
Pharmacology
Ancient history
. Also
Numerical analysis
Environmental science
Electrical Engineering
Precalculus
Physiology
Civil Engineering
Electronic Engineering
ness Horizons
Algebra
Geology
Physical chemistry
nt
When considering both O
lassrooms
Civil
Probability
ions
Identify a specific consumer product that you or your family have used for quite some time. This might be a branded smartphone (if you have used several versions over the years)
or the court to consider in its deliberations. Locard’s exchange principle argues that during the commission of a crime
Chemical Engineering
Ecology
aragraphs (meaning 25 sentences or more). Your assignment may be more than 5 paragraphs but not less.
INSTRUCTIONS:
To access the FNU Online Library for journals and articles you can go the FNU library link here:
https://www.fnu.edu/library/
In order to
n that draws upon the theoretical reading to explain and contextualize the design choices. Be sure to directly quote or paraphrase the reading
ce to the vaccine. Your campaign must educate and inform the audience on the benefits but also create for safe and open dialogue. A key metric of your campaign will be the direct increase in numbers.
Key outcomes: The approach that you take must be clear
Mechanical Engineering
Organic chemistry
Geometry
nment
Topic
You will need to pick one topic for your project (5 pts)
Literature search
You will need to perform a literature search for your topic
Geophysics
you been involved with a company doing a redesign of business processes
Communication on Customer Relations. Discuss how two-way communication on social media channels impacts businesses both positively and negatively. Provide any personal examples from your experience
od pressure and hypertension via a community-wide intervention that targets the problem across the lifespan (i.e. includes all ages).
Develop a community-wide intervention to reduce elevated blood pressure and hypertension in the State of Alabama that in
in body of the report
Conclusions
References (8 References Minimum)
*** Words count = 2000 words.
*** In-Text Citations and References using Harvard style.
*** In Task section I’ve chose (Economic issues in overseas contracting)"
Electromagnetism
w or quality improvement; it was just all part of good nursing care. The goal for quality improvement is to monitor patient outcomes using statistics for comparison to standards of care for different diseases
e a 1 to 2 slide Microsoft PowerPoint presentation on the different models of case management. Include speaker notes... .....Describe three different models of case management.
visual representations of information. They can include numbers
SSAY
ame workbook for all 3 milestones. You do not need to download a new copy for Milestones 2 or 3. When you submit Milestone 3
pages):
Provide a description of an existing intervention in Canada
making the appropriate buying decisions in an ethical and professional manner.
Topic: Purchasing and Technology
You read about blockchain ledger technology. Now do some additional research out on the Internet and share your URL with the rest of the class
be aware of which features their competitors are opting to include so the product development teams can design similar or enhanced features to attract more of the market. The more unique
low (The Top Health Industry Trends to Watch in 2015) to assist you with this discussion.
https://youtu.be/fRym_jyuBc0
Next year the $2.8 trillion U.S. healthcare industry will finally begin to look and feel more like the rest of the business wo
evidence-based primary care curriculum. Throughout your nurse practitioner program
Vignette
Understanding Gender Fluidity
Providing Inclusive Quality Care
Affirming Clinical Encounters
Conclusion
References
Nurse Practitioner Knowledge
Mechanics
and word limit is unit as a guide only.
The assessment may be re-attempted on two further occasions (maximum three attempts in total). All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-su
Trigonometry
Article writing
Other
5. June 29
After the components sending to the manufacturing house
1. In 1972 the Furman v. Georgia case resulted in a decision that would put action into motion. Furman was originally sentenced to death because of a murder he committed in Georgia but the court debated whether or not this was a violation of his 8th amend
One of the first conflicts that would need to be investigated would be whether the human service professional followed the responsibility to client ethical standard. While developing a relationship with client it is important to clarify that if danger or
Ethical behavior is a critical topic in the workplace because the impact of it can make or break a business
No matter which type of health care organization
With a direct sale
During the pandemic
Computers are being used to monitor the spread of outbreaks in different areas of the world and with this record
3. Furman v. Georgia is a U.S Supreme Court case that resolves around the Eighth Amendments ban on cruel and unsual punishment in death penalty cases. The Furman v. Georgia case was based on Furman being convicted of murder in Georgia. Furman was caught i
One major ethical conflict that may arise in my investigation is the Responsibility to Client in both Standard 3 and Standard 4 of the Ethical Standards for Human Service Professionals (2015). Making sure we do not disclose information without consent ev
4. Identify two examples of real world problems that you have observed in your personal
Summary & Evaluation: Reference & 188. Academic Search Ultimate
Ethics
We can mention at least one example of how the violation of ethical standards can be prevented. Many organizations promote ethical self-regulation by creating moral codes to help direct their business activities
*DDB is used for the first three years
For example
The inbound logistics for William Instrument refer to purchase components from various electronic firms. During the purchase process William need to consider the quality and price of the components. In this case
4. A U.S. Supreme Court case known as Furman v. Georgia (1972) is a landmark case that involved Eighth Amendment’s ban of unusual and cruel punishment in death penalty cases (Furman v. Georgia (1972)
With covid coming into place
In my opinion
with
Not necessarily all home buyers are the same! When you choose to work with we buy ugly houses Baltimore & nationwide USA
The ability to view ourselves from an unbiased perspective allows us to critically assess our personal strengths and weaknesses. This is an important step in the process of finding the right resources for our personal learning style. Ego and pride can be
· By Day 1 of this week
While you must form your answers to the questions below from our assigned reading material
CliftonLarsonAllen LLP (2013)
5 The family dynamic is awkward at first since the most outgoing and straight forward person in the family in Linda
Urien
The most important benefit of my statistical analysis would be the accuracy with which I interpret the data. The greatest obstacle
From a similar but larger point of view
4 In order to get the entire family to come back for another session I would suggest coming in on a day the restaurant is not open
When seeking to identify a patient’s health condition
After viewing the you tube videos on prayer
Your paper must be at least two pages in length (not counting the title and reference pages)
The word assimilate is negative to me. I believe everyone should learn about a country that they are going to live in. It doesnt mean that they have to believe that everything in America is better than where they came from. It means that they care enough
Data collection
Single Subject Chris is a social worker in a geriatric case management program located in a midsize Northeastern town. She has an MSW and is part of a team of case managers that likes to continuously improve on its practice. The team is currently using an
I would start off with Linda on repeating her options for the child and going over what she is feeling with each option. I would want to find out what she is afraid of. I would avoid asking her any “why” questions because I want her to be in the here an
Summarize the advantages and disadvantages of using an Internet site as means of collecting data for psychological research (Comp 2.1) 25.0\% Summarization of the advantages and disadvantages of using an Internet site as means of collecting data for psych
Identify the type of research used in a chosen study
Compose a 1
Optics
effect relationship becomes more difficult—as the researcher cannot enact total control of another person even in an experimental environment. Social workers serve clients in highly complex real-world environments. Clients often implement recommended inte
I think knowing more about you will allow you to be able to choose the right resources
Be 4 pages in length
soft MB-920 dumps review and documentation and high-quality listing pdf MB-920 braindumps also recommended and approved by Microsoft experts. The practical test
g
One thing you will need to do in college is learn how to find and use references. References support your ideas. College-level work must be supported by research. You are expected to do that for this paper. You will research
Elaborate on any potential confounds or ethical concerns while participating in the psychological study 20.0\% Elaboration on any potential confounds or ethical concerns while participating in the psychological study is missing. Elaboration on any potenti
3 The first thing I would do in the family’s first session is develop a genogram of the family to get an idea of all the individuals who play a major role in Linda’s life. After establishing where each member is in relation to the family
A Health in All Policies approach
Note: The requirements outlined below correspond to the grading criteria in the scoring guide. At a minimum
Chen
Read Connecting Communities and Complexity: A Case Study in Creating the Conditions for Transformational Change
Read Reflections on Cultural Humility
Read A Basic Guide to ABCD Community Organizing
Use the bolded black section and sub-section titles below to organize your paper. For each section
Losinski forwarded the article on a priority basis to Mary Scott
Losinksi wanted details on use of the ED at CGH. He asked the administrative resident