Introduction to the Company: Atokowa Advantage is the leading provider of offices supplies and custom printing. The company headquarter is located in Melbourne, Australia. The company has established its presence all over Australia, including Perth, Adelaide, Brisbane, Canberra and Newcastle, Sydney…
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After deciding to go into retirement, Lachlan Atokowa handed over the reins of the business to his eldest son Jonathan Atokowa, who, like his father, was very passionate about the business. Both of them shared the passion to try out the latest technology: Lachlan Atokowa decided to test Xerox 914, Jonathan Atokowa decided to added Commodore 64 and the IBM PC 5100 into the business’s product portfolio. Today, a business that started in a garage has escalated into complex network business processes. Too many parties are now associated with the business, bring along different set of variables into the business environment. Organizational Structure: The company has four different departments which are governing the operations of the business. These four departments are: Retail Operations, Purchasing and Supply chain, Marketing and Human Resource Management and last but not the least the Finance Departments. Each of these departments is headed by a company director who reports directly to the chief executive officer. Under each director are his personnel which are responsible for the functioning of the department. The following table describes the titles which come under each function: Retail Operations Purchasing and Supply chain Marketing and Human Resource Management Finance Director Director Director Director Area Manager Category Manager HRM Manager Company Accountant - Import Manager Training Manager Management Accountant - Warehouse Manager Marketing campaign coordinator Financial Planning Manager - General Manager In-store promotion coordinator. Purchasing and Payment Manager All the company directors are very enthusiastic about the growth of the company. They work along with their individual teams very diligently to resolve problems that are arising in their departments. However, the organisation’s directors have been unable to develop a boding force between the departments. The biggest evidence of this fact is that each department is having its own management systems, which are not linked with other systems. It this age of globalisation, the importance which is placed on information sharing by experts is immense. According to the experts, this single aspect of doing business is so important that it can decide the fate of today’s firms. In a fast paced globalised world, information sharing with key stake holders is vital for organisational success and survival (Krajewski, Ritzman, & Malhorta, 2007). And in this case the organisational departments are failing to share vital operational information with one another. This, obviously, is leading to duplication of effort, greater cost, declining productivity, redundancy and frustration in the organisation (Schemenner, 1984). Employees have to do cumbersome paperwork every day, accurate forecasting has become impossible, inventory holding cost is being incurred, wrong inventory is being maintained and above all, customers are feeling dejected. Rather than adopting an organisational model which allows the company to become nimble and flexible, so that it can compete effectively in the market place, the company has taken a structure which has made it inflexible and less than competitive (Loader, 2006). Absence of an integrated organisation wide enterprise management system is creating havoc for the company. The company is not doing accurate forecasting of demand, it has failed to satisfy customers’ needs and most importantly, it is not operating efficiently and effectively.
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(Systems and Operations Management Assignment Example | Topics and Well Written Essays - 2750 Words)
“Systems and Operations Management Assignment Example | Topics and Well Written Essays - 2750 Words”, n.d. https://studentshare.org/management/1397014-systems-and-operations-management.
Essentials in operations management: 8 3.1 Capacity planning 9 3.2 Quality 10 3.3 Inventory management 12 3.4 Supply chain management (SCM): 13 3.5 Performance management and HRM 14 4. Strategic implications for the business 15 4.1 Implications for competitiveness 16 4.2 Impact on sustainability of each organisation 17 4.3 Impact on Innovation of each organisation 17 5.
The company initially started as a consortium of small companies engaged into aircraft manufacture business. In 2001, this group was set up as a simplified joint stock company, which was owned 80% by the EADS and the remaining 20% by BAE systems. Later in October 2006, BAE sold its shares to EADS.
5 Efficient updates of Airbus information systems and operations management..……………….. 11 The role of soft systems methodology in analyzing and defining the business requirements of Airbus…………………………………………………………………………………………… 12 Introduction Today aviation leaders recognize the imperative to change, yet only a handful are equipped with the right tools and techniques to create effective change within their teams, divisions and organizations.
However, in order for Atokowa to raise up to the challenge of a much more sophisticated clientele, a more demanding market and a more competitive industry a new and better processes, attitude and corporate culture should be developed. Modernizing the infrastructure to support the demand of the new landscape is another must that should be taken into serious consideration.
Subsequently, current challenges encountered by Ninak Fireworks and models to tackle those challenges are detailed. Additionally, a mind map exploring the challenges of Ninak Fireworks is presented in the paper. TABLE OF CONTENTS Introduction 4 Strategic Importance of the Digital Economy 4 Ninak Fireworks Current Challenges 6 Ninak Fireworks Business Process Mapping 8 References 10 Introduction What is Operations Management?
The staff in any operation forms a vital resource that can be harnessed, through strategic management, for realization of goals. In operations, human resources are considered unique and important because rival organizations cannot replicate them. Other resources in operations can easily get replicated thereby reducing the competitive edge of an organization.
Businesses in different areas of operation work towards developing competitive advantage over other market players. Effective supply chain management has been continuously shown to be a viable option for manufacturing industries to improve their competitive edge and increase their overall market share.
According to Law and Kelt (2011, p.68), this is particularly attributed to the fact that modeling programs provides an effective and risk free way of experimenting and finding solutions to the operations management issues such as queuing problems in the service systems where mistakes are allowed as users can simply undo them and start all over again.
Helper (2013) noticed that initially the trend of operating in the cyber space was mainly directed towards creating an online profile in the market and this marked the beginning of the e-business and e-market place.
Therefore, the main operational concepts that will be discussed relevant to the case study include:
It will also include the above mentioned concepts to be applied on Al-Jouf International School after their concepts overview. The case study will further suggest possible
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