Logistics Management And Strategy Competing Through The Supply Chain 3rd Edition Alan Harrison , Remko I. Van Hoek - Solutions

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1. Briefly describe the term production/operations management.
10. Describe the Pareto phenomenon and tell why it is important in problem solving.
9. Identify some of the current trends in operations management.
8. Describe the key aspects of operations management decision making.
7. Briefly describe the historical evolution of POM.
6. Compare and contrast service and manufacturing operations.
5. Provide a general description of the different types of operations.
4. Differentiate between design and operation of production systems.
3. Describe the operations function and the nature of the operations manager's job.
2. Identify the three major functional areas of organizations and describe how they interrelate.
1. Define the term production/operations management (POM).
=+Question 4 Discuss various opportunities for Google to differentiate itself in the context o
=+Question 3 Reflect upon these potential strategic alternatives and choose the dominant one.
=+Question 2 Based on this analysis, derive strategic opportunities of action and critical success factors for the management of Google. Name present success factors of Google.
=+Question 1 Discuss Google’s initial situation by means of the SWOT analysis with regard to Google’s current financial circumstances. What kind of problem statement can be deduced?
=+3. Name the characteristics of integration strategies! What does “reconfiguration”mean in this context?
=+2. What are the drivers and catalysts of cross-media? Name six different drivers!
=+1. What are the typical manifestations of cross-media and how do they depend on the media channels?
=+3. What are market presence strategies, and which can you name?
=+2. What importance do strategic alliances in the media industry have? Name examples of successful alliances!
=+1. Do different globalization and localization advantages exist for media companies?
=+• Where, how, why, and when are the products to be bought abroad?
=+• What does the usage of these products abroad look like?
=+• Who are the buyers/users of the products abroad?
=+4. The connection basic business model is increasingly gaining in importance!Which are the major social media platforms that you can hereby mention as examples?
=+3. Which basic business model does the E-entertainment special business model pertain to?
=+. What are the basic business models on the Internet and how are their revenues systematized on the Internet?
=+1. What constitutes the value chain of the Internet media? Please state examples for each stage!
=+3. Do differences in profitability exist within the different business models in the video game industry? State possible reasons?
=+2. The value chains in the game software and game console hardware industry have certain things in common. Which ones are relevant for a cooperative or rather integrated success?
=+1. Point out the range of services by means of an example of the video and computer game industry! Also distinguish between the online and offline range of services!
=+3. Explain a few differences between the business models of the music publishing houses and the record producer.
=+2. How can the revenue model of the music industry be described?
=+1. Of what is the value chain in the music industry composed?
=+3. Why is the advertising market so critical for the success of private radio stations?
=+2. Explain the manufacturing model of radio management!
=+1. Describe the value chain of radio enterprises! What core functions must be taken into consideration in the area of program structuring and packaging?
=+3. Explain the interactions in the TV market!
=+2. What are the TV suppliers’ cost structure and revenue structure? Give reasons for the high content production costs!
=+1. What are the TV industry’s product types? Give examples of pay-per-view and direct-response-television!
=+4. Explain the value chain of the movie industry! What can you say about the twofold differentiation of the movie utilization?
=+3. Which various elements of the range of services are used in the movie industry?
=+2. What trends can be seen in the movie theater, DVD, and Blu-ray segments?
=+1. How can the process of movie utilization be described?
=+How are the first copy costs and distribution costs comprised?
=+4. What factors are crucial in the cost and revenue structure of the book industry?
=+3. What are the core assets and core competencies that book publishers must have in order to secure long-term success? Put the value chain of book publishers into order!
=+2. What different types of products exist in the book industry?
=+1. What are the effects of changed consumer behavior on the development prospects of the book industry?
=+3. Which stages does the value chain of newspapers and magazines comprise? Give examples!
=+2. Explain the interactions in the newspaper and magazine market!
=+1. Describe the product range in the press sector!
=+3. Which factors do influence the procurement management?
=+2. What sales policy instruments are important in the media sector?
=+. What are the stages of the situation analysis? Explain this stages!
=+3. Draw the submodels of an integrated business model!
=+2. What are the core assets and core competencies in media enterprises?
=+1. Describe the value chain of the media industry!
=+3. How are the media markets delineated from each other, and what interdependence structures do they have?
=+2. What does medial convergence mean and what repercussions does it have for the media landscape?
=+1. What are the product specifications of media products?
=+3. What are the characteristics of media enterprises?
=+2. How does the traditional use of the media differ from media use in the age of the Internet?
=+1. Name four development stages of media and communication applications in the time 1931–1985!
Suggesthowthefourchangeareasdiscussedinthischapterapplytoourmodelofthesupply network (Figure 1.2) and to the integration of demand and supply shown in Figure 1.7.
by defining supply chain management as ‘Planning and controlling all of the business processes that link together partners in a supply chain in order to serve the needs of the end-customer’. How will leading-edge developments covered in this chapter contribute to this vision?
We started out in Chapter
What reasons need to be considered for discontinuing and continuing skus?
What reasons for and against product proliferations might different functions use?
Can you suggest additional integrative mechanisms along the axes of the alignment compass?
Can you provide examples of how functional agendas might clash, leading to challenges in supply chain initiatives?
understand ways of approaching implementation in four major change areas.
understand improved ways in which supply chains may compete in the marketplace;
understand key issues in four key areas that will affect the way supply chains of the future will be structured;
list key issues in managing the transition towards future state supply chains.
identify how management of the supply chains of the future will be affected by the advance of new structures and approaches to aligning the organisation, external partners and management development;
collect together four major changes that are impacting on supply chain strategies;
‘Supply chain relationships don’t mean anything. At the end of the day, it depends entirely on who has the most power. It’s the big boys in the supply chain who decide just how much of a relationship there’s going to be.’Discuss the implications of this statement.
Consider the use of partnerships with customers to improve competitiveness. Discuss this within a group scenario using the following guidelines:a Make a list of companies in your chosen company’s industry known to undertake supplier development. This should include all its customers and other
Use the template shown in Figure 8.9 to help describe what had happened to the relationship between ChemCo and WheatCo.
Analyse strengths and weaknesses of the Italian shoe district logistics model.
The supplier association described above eventually collapsed. What factors do you think might have led to this collapse?
Summarise the advantages and risks to suppliers who want to achieve ‘tier 0.5’ status.
understand ways of approaching implementation issues.
understand the benefits and challenges of operating supply chain partnerships;
understand the range of alternative inter-company relationships;
describe the implications for suppliers of entering into partnerships.
describe the spectrum of supply relationships;
introduce a range of options for buyer–supplier relationships;
Explain the thinking behind quick response (QR) logistics. How could QR help a retailer to plan and control product lines for a new fashion season?
‘You can talk collaboration as much as you like: at the end of the day, it’s a raw struggle for power, and the retailers are winning hands down.’ Discuss the relative merits of the factors in forming supply chain relationships (section 8.6) from both the suppliers’(manufacturers) and
Compare and contrast the aims of ECR and CPFR. Does CPFR represent a more advanced set of logistics concepts?
In the Procter & Gamble case study (Case study 8.2), the advice is to cut down on the number of skus on offer in order to improve replenishment. Is this integration or defeatism?
What is the purpose of integration in the supply chain, and why should it lead to valueadded from the end-customer perspective?
per cent price reduction in the next two years)?
The level of pressure: how far does the customer place pressure for improvement on the supplier to avoid complacency (e.g.
Managing research and development: does the customer impose new designs and have the supplier follow instructions? Does the supplier become involved in new product development? Is the supplier expected to design and develop the complete product for the next model?
ppm defects) set by the customer? Is the supplier responsible for quality of incoming goods and warranty of the parts in service?
Managing product quality: does the customer help the supplier to improve process capability? Are aggressive targets (e.g.
Price negotiations: are price reductions imposed by the buyer subject to game playing by both parties, the result of joint continuous improvement projects, etc.?

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Logistics Management And Strategy Competing Through The Supply Chain 3rd Edition Alan Harrison , Remko I. Van Hoek - Solutions

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