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The bakery is located in a large two-stored building with office and industrial premises. The premises cover bakery shop with full production line, a warehouse, a big chilled food storage space, a garage and an industrial site. It employs 50 full-time bakery employees and technical staff such as bakers, confectioners, baking apprentices, shop assistants, engineers, drivers, bakery managers and office staff. Corporate strategy of the enterprise is built upon the following principles:
Boarding House Bakery consists of bakery production line, bakery shop, storage department, sales & marketing department, management and technical departments. Success of the enterprise operations strategy depends on coordinated work and control of all departments and observance of the corporate strategy. For the custom bakery this is “a pattern of choices concerning the operations objectives and the main lines of the operations processes, their interrelationships, their technical infrastructure, and their control systems.” (Akkermans 1992, p. 6) To strengthen efficiency of the strategy special network of cooperation between the departments was created. There is a continuous interdepartmental information exchange, all violations of safety standards, cases of damages and rearrangements are being reported and introduced in the company’s database. In the evening and at the end of every week head of the departments provide Board of Directors with a brief activity report, which contains the work results, recommendations for improvement or requests for raw materials (flour, oil, bakery ingredients). It allows the director to keep production process over control and quickly amend the work of any department, if necessary.
High mobility is one of basic requirements of efficient operations strategy and logistics in bakery business. In this case, labor-intensive manual handling can hardly be avoided. Therefore the warehouse and
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The operations management has two levels including strategic as well as tactical perspectives. The strategic perspective deals with the design of the system and it is driven by strategy and competitiveness, process selection, and capacity creation. This paper analyzes how the design process is effective and efficient from an operational management perspective.
thcare, treatment and beyond. The company’s healthcare services are one of a kind. For Roche, illnesses can be detected and prevented. And for patients, treatment should be personalized. The company has been into intensive research and development and has various patented drugs for the different illnesses such as cancer, HIV and various strains of influenza.
Marketing channel teams are responsible for performing a number of tasks which includes: promotion of products, ordering, risk sharing, payment collection, collection of information, title taking and transfer, and financing of inventories (Kotler & Keller, 2005).
It was established in the year 1992 with an operating capital of 90,000 CNY. Keda mainly attempts to offer innovative products to its customers with the purpose of enhancing their level of dependency and consistency as well as to retain its market share among other competitors (Richard Ivey School of Business, “Keda’s SAP Implementation”).
In this case the objective to get a certificate of ISO standards becomes almost unsolvable. It should be stated that in order for and organization to demonstrate the effective implementation of its quality management system it must develop more documents than just documented procedures1.
Johnny Bennett was the founder and is the current president of the company, He used to produce only cable assemblies in his garage and coupled with great objectives and ambition, he managed to establish his company which is currently supplying auto parts to over 90 stores