The Strengths And Weaknesses Of Swot Analysis

The Strengths And Weaknesses Of Swot Analysis This store which was known as Block Quayle, and was later abbreviated to BQ. This main store later developed and spread across the UK; by 1979 there were 26 stores in United Kingdom. During this period, the first of the co-founders already left the business. They both left the business in 1976 and 1982 respectively. BQ sprung up very well during this period through business combination methods which include mergers, acquisitions and expansions. In 1980, BQ bought over the Scottish company Dodge City, and was itself acquired by F. W. Woolworth Company. F. W. Woolworths UK subsidiary (Woolworth) and BQ were bought, two years later, by Paternoster, who are now known as Kingfisher plc and are still BQs parent company. OBJECTIVE The objective of this project is to produce a proposal on a new project that an organisation is about to start. The following are the objectives to be achieved: The title and nature of the project. The business case and tangible outcomes of the project. Competitive advantage of the organisation. 1.1 THE TITLE AND NATURE OF THE PROJECT BQ is planning an expansionary project which is the establishment of five (5) more stores in the Republic of Ireland. This will bring the number of its stores in Ireland to fourteen (14). These stores as planned would be in the central areas and in the interior so as to meet the needs of its customers and also bringing the store closer to the customers. This project would involve a huge finance base as it is a project expected to be completed within one (1) year. The management is looking into the various ways of getting finance to carry out this project in order to improve the services of the company. THE BUSINESS CASE AND TANGIBLE OUTCOMES OF THE PROJECT The start of project management starts from the construction industry. This day there are quite a lot of project management requirements which are even more outside the construction industry as project needs cut across every business segments. Current construction firms now uses a new model of project management, using visual equipments and software to help in managing the movement of materials delivery and consumption alongside equipment usage. This project will bring about numerous benefits in addition to the existing benefits of and in the organisation. Amongst this includes: Increase in profitability. Shareholders wealth would increase and there would be more income to put in for more dividend and expansionary development in the company. Value of shares may increase as there would be more sales. Creation of job opportunities. Achieving the objectives, goals and vision of the organisation. A better local environment An increase in access to quality local spaces An increase in people actively involved in a practical environmental project An improvement in partnership between support organisations, communities and authorities. 1.2 OVERVIEW OF THE PROJECT PROPOSAL BQ is planning an expansionary project which is the establishment of five (5) more stores in the Republic of Ireland. This will bring the number of its stores in Ireland to fourteen (14). These stores as planned would be in the central areas and in the interior so as to meet the needs of its customers and also bringing the store closer to the customers. To effectively analyze the viability of the project, B Q need to examine its SWOT (strengths, weaknesses, opportunities and threats) and also using PORTERS FIVE FORCES to examine the success of the project. SWOT ANALYSIS OF BQ SWOT is a tool which is used in strategic and marketing analysis of a business. It can be used to confirm the level of readiness and conformity between the organisations strategies and its business environment, and to find ways in which the organisation can utilize its strengths to checkmate its weaknesses while it uses its opportunities to checkmate its threats (Adams, 2005). Strengths Strength determines the capability of an organization. The strengths of BQ lie in its ability to provide the desired goods of its customers at relatively cheap prices and at the same time quality goods. BQ is widely known for the quality goods it sells to various customers. Weaknesses This determines a companys weaknesses. This should be not only from its own point of view, but also more importantly, from those of the customers. BQ has received quite a lot of complaints from customers about the prices of its goods which according to the company is as result of the quality of the materials used in the production. However, compared to some of its competitors it still has a better bargain price for its products. Opportunities Opportunities are everywhere, such as the changes in technology, government policy, social patterns, and so on. Opportunities for BQ lie in the structure of the general market segment and its environment. The world market and individual with corporate needs enormous for BQ to see and utilise the opportunities at its disposal. Having the financial strength and the backup of major stakeholders to open up more branches in strategic locations is an opportunity to the organisation is another sense of opportunity for BQ. Threats Threats expresses the weaknesses and incapacitation of an organization. It entails those fears which the company may be nursing and which could affect the company haphazardly. Parts of BQs threat is their competitors in the market that can win over some of their customers. Also here is the threat from suppliers and others. PORTERS FIVE FORCES ANALYSIS Five Forces Analysis will help BQ to contrast a competitive environment. It has likeness with other tools for environmental analysis, such as PESTLE analysis, but tends to focus on the single, stand alone, business or SBU (Strategic Business Unit) rather than a single product or range of products. Bargaining Power of Suppliers The term suppliers include all sources for inputs that are required so as to provide goods or services. Supplier bargaining power is likely to be high in BQ when: In such situations, BQ will face a high pressure on margins from their suppliers. The relationship to powerful suppliers can potentially reduce strategic options for the organization. Bargaining Power of Customers Customers of BQ bargaining power is likely to be high when there are substitutes to the products in the market, much more when the substitutes are of more or same quality than that of BQ. Threat of New Entrants BQ will also keep up threat of new retailers in the store. Every moment in the market there comes in new set of sellers which definitely will share the market with the existing sellers in the market. Threat of Substitutes Consumers all have different taste and can change from the use of one item to the other. Substituted items definitely will cause a loophole in the market which have been dropped, therefore, BQ may face the challenge of its products being substituted for another. Competitive Rivalry between Existing Players Michael Porter (2005) also explained that in a monopolistic or general open market where there exist many sellers especially of the same product there would exist rivalry which can affect the market sales and profitability at the other end. 1.3 COMPETITIVE ADVANTAGE OF THE ORGANISATION This is seen as the benefit a company has over its rivals in the market which can be with its ability to outshine its competitors in the market/industry. BQ have a competitive advantage when it has the strength or ability to overturn its rivals in getting the face of customers. This applies to both services and products. Michael Porter (Theory of Management) (1990) explains that, though not all nations are at the peak of competition, the home nation which shapes the competitive advantage is the starting point for a firms competitive advantage and also from which it must be upheld. Therefore, BQ has a lot of competitive advantages which made it a leader in the market. It should be take in account that competitive advantage can be checked to one of three forms: Superior resources, superior skills and superior positions. TASK 2 2.0 INTRODUCTION Project Management is about organising and managing resources in a form that they deliver the desired mind to complete a project within the agreed scope, quality, and time and cost constraints. It covers the planning, monitoring and control of the project as well as the motivation of those involved in order to achieve the project objectives as set. Each project is expected to have a Project Manager to maintain project progress and integrate stakeholders to make sure that the risk of failure is reduced and also to intimate the m on the progress of the project. As a successful project manager you must be able to visualize the project from beginning to ending and to have the ability to ensure that this vision is achieved. The following are the methodologies which can be used in common principles to manage a project development: Define the project detail Involve the right people Estimate the resources, time and costs Break the project into manageable sections Define how change will be managed Agree on performance/acceptance criteria OBJECTIVES This task is to cover some areas in this project which are as listed below: To identify all resources required for the project and the benefits to the organisation. To identify all costs associated with the project. To set up a budget for the project. To carryout costs benefit analysis for the project. Staff development and training costs. 2.1 REPORT FROM: Management Consultant TO: Board of Directors/Management DATE: 22nd July, 2010. SUBJECT: RESOURCES REQUIRED FOR THE PROJECT ESTABLISHMENT INTRODUCTION BQ with its quest to satisfy all their customers by bringing services closer to them has decided to build more stores in the Republic of Ireland as this will also improve the profitability of the entire business. This is a project which will definitely require the company to establish a technical committee on the work to be done as this will require a large sum of investment for the success of the project. The budget show that the total sum  £15 million would be required. However, to furnish the stores with the items for sale would be handled by the procurement department and so the cost for this transaction is not included. The analysis of the  £15m cost plan (budget) is as follows:  £ Contract sum ( £2.5m x 5 stores) 12,500,000 Planning service cost (for the 5 stores) 1,500,000 Training cost (recruitment retraining of existing staff) 500,000 Other related cost 500,000 15,000,000 SOURCES OF RESOURCES The resources that would be required as clearly stated above would be financed by partly bank borrowing and partly using part of the banks investment income from the reserve. Noteworthy is the fact that the contract sum as mentioned above would be paid to a building contractor. The amount specified above represent the contract sum quoted by the building contractor. The training cost would be paid to PWC consultants for the training which will be in two phases; one for the new recruits that would start work in the new stores after the completion and some of the present staffs that would be transferred to the new sites. The training cost is as follows:  £ Facilitators (one year contract) 400,000 Refreshments (1 week) 20,000 Training materials 10,000 Accommodation for trainees (Scheduled quarterly) 50,000 Transportation expenses 20,000 500,000 COST BENEFIT ANALYSIS A cost benefit analysis is done to determine how well, or how poorly, a planned action will turn out and how this would be applicable to BQ. Although a cost benefit analysis can be used for almost anything, it is most commonly done on financial issues. Since the cost benefit analysis relies on the plus or minus of financial issues concerning a project to determine a net result. A cost benefit analysis finds, quantifies, and adds all the positive factors. These are the benefits. Then it identifies, quantifies, and subtracts all the negatives, the costs. The difference between the two indicates whether the planned action is advisable. The real trick to doing a cost benefit analysis well is making sure you include all the costs and all the benefits and properly quantify them. To achieve this, I will use the pay back period to check the time the project would pay back as there is a policy in the company that any investment that would not be recouped within the first five years of establishment will not be seen as being viable. The inflows are projected inflows for the new stores as a group i.e. the stores would be analysed collectively not individually. Year Cash flow Balance  £  £ 0 (15,000,000) (15,000,000) 1 2,500,000 (13,000,000) 2 3,175,000 (9,825,000) 3 5,220,000 (4,605,000) 4 6,725,000 5 6,875,000 3 + 4,605,000 = 3 + 0.685 6,725,000 = 3years, 7 months. From the above, the project would have a pay back period of less than 4 years which according to the policy of the company, the project is seen to be viable as the pay back period is less than 5 years. 2.2 STAFF TRAINING AND DEVELOPMENT Want to keep members of staff motivated about learning new ideas, the quality and variety of the employee training provided is major for motivation for consideration. Whatever the reason for conducting an employee training session, there is need to develop the employee training within the framework of a comprehensive, ongoing, and consistent employee training program. This quality employee training program is essential to keep the staff motivated about learning new concepts and your department profitable which definitely will help in the new outlets to be built by BQ. This training will serve the new and existing members of staff. Beneficial Components of Employee Training Skills To make a complete training of employees either new or existing staffs, there need be a balance with the companys expectation about the employer and the expectations of the employees. This training will give a detailed understanding on how and what the company is all about, individual and general expectation of both parties at the short and long run. New Hire Training This has to do with training of new recruits in the organization. They are new employees that need to understand the basis, rules and norms of the organization, either with or without previous experience in a related job exposure. On the Job Training Many organizations make good use of this system to train staffs. On the job training is so essential and can be seen as a continuous system of training for employees. During the course of the job, new styles of work are being learnt which help to progress more on the job being carried out. This involves the supervisory and the operational level of work. Managers go round during the course of work or work colleagues who are more experienced are used to train the especially the new recruits. (http://humanresources.about.com/od/coachingmentorin1/a/trainmotivation.htm) However, for this project, the type of training that would be used is contracted to PWC consultants. This is to prepare the staff ready for the new stores when they are completed in the Republic of Ireland. The training cost has been analysed above. TASK 3 3.0 INTRODUCTION Implementing strategy needs more strength and it requires effort for a lot of organizations, knowledge from emotional feedbacks on time during the implementation process, which shows the impact of any force placed alongside the quest for the use of strategy which would lead or give the basis for the realization of strategy for proper implementation. Many businesses fail to achieve strategic objectives of the organization as highlighted at the planning stage of the company because they do not successfully attach operations with goals. Effective communication among all stakeholders is critical in jumping this critical issue. The performance gap drawn between strategy creation and benefit realization is frequently a companys inability to put in place the strategies they define. Potential hazards may be grouped into four basic categories: Clarification, Communication, Alignment and Measurement. The above mentioned issues would be discussed alongside the milestones to be put in place to achieve the implementation of this project by BQ in the Republic of Ireland. Thus must emphasis would also be laid on the involvement of stakeholders in the achievement of this project. OBJECTIVES Use suitable tools and techniques to plan the implementation of the chosen project: Develop a milestone for the project. Analyse the involvement of stakeholders in the implementation of the project. Develop a set of measure that would enable you monitor and evaluate progress of the project and ensure relevant feedback procedures have been put in place to inform stakeholders of the projects progress. 3.1 MILESTONE FORT THE DEVELOPMENT OF 5 STORES IN THE REPUBLIC OF IRELAND BY BQ. Many managers during the course of project management would think projects would be near completion from information given to then by subordinates and or people working with then and only to find that project over-runs by weeks or even months more than expected. This is because the last part of the work takes longer than planned. If youve ever been in this situation and have been affected by this disturbing situation, then, youll know why experienced managers carefully monitor how actual completion dates checked against planned completion dates at certain milestones within projects. This gives the managers room to take corrective action, or manage peoples expectations appropriately, and this is where Project Milestone Reporting becomes evidently important. A real life milestone is a table that tells you how far you are from a certain point so you know how far you have come, or how much effort you have to put so as to reach your realization goal. Project Milestones perform exactly this role in a project plan. They mark significant events, deliverables or interdependencies that need to be monitored to keep the project on track. Project Milestone Reports show you what has been achieved and what else needs to be done to successfully complete your project. The milestone for this project is reflected in the table below: ISSUES EXPLANATIONS The project in focus The project in focus is the construction of five (5) more stores for BQ strategically in the Republic of Ireland. Construction site. Development plan has been received in respect of the construction from the government for the development which will be at strategic locations in the country. Quality measures The quality of materials to be used for the construction is standard checked and guaranteed materials for the building. Target date The project is expected to span through twelve months as it is handled by the same contractor and would be time effective during the construction. The above represents the milestone that would serve as guide to the construction of the projects. However, the stakeholders of the company would also be involved in the development stage. This can also be represented using the Gantt Chart. ISSUE EXPLANATIONS 2010 2011 JAN.- JUNE. JUL.-DEC. JAN.- JUNE. JUL.-DEC. The project in focus Construction of five (5) more stores for in the Republic of Ireland. construction site Development plan has been received in respect of the construction from the government for the development which will be at strategic locations in the country. Quality measure The quality of materials to be used for the construction is standard checked and guaranteed materials for the building. Target date The project is expected to span through twelve months as it is handled by the same contractor and would be time effective during the construction. 3.2 STAKEHOLDERS INVOLVEMENT IN THE PROJECT A stakeholder is someone who has something to gain or lose in the result of a planning of process or project or business. These are known as interest groups and which have a powerful bearing on the outcomes of business dealings. It finds normally beneficial for research projects to analyse the needs and concerns of different stakeholders, particularly when these projects are set out to achieve a particular goal. Stakeholders, who have high interest and high power with the project, are the organisations or the people are generally fully engage with it. At the time of policy change or new campaign these people are target. Decision makers are on top of power list which are normally member of government. After that there are opinion leader whose opinion matters. This creates pyramid which known as influence map. Stakeholders with low power but high interest need to be updated all the time, and if they are properly organised they form coalition which can lobby for change. If these people are satisfied they are the main supporter at the time of policy change. If time and resources permits, detailed analysis can be carried out which give detail knowledge of (i) the nature of the power and its position and (ii) the interests that give it that position. By doing this one can get the better t understanding of the project that why people take certain stands and how they can work together. The final stage is to create a strategy for how to involve different stakeholders in a one project, how to distribute information which is useful to them, and maintaining a relationship with them. Identify who will make each contact and how, what message they will communicate and how they will do the follow-up and most importantly who will do that that how they will do. The diagram above represents the level of the stakeholders of BQ. The following are the major stakeholders of the company: The investors (shareholders) The customers The suppliers The creditors/debtors The government The competitors These represent the summary or compressed version of the companys stakeholders. All the stakeholders would be kept abreast of the happenings in the organisation so as to be able to achieve a successful implementation of the project. 3.3 PROJECT IMPLENTATION Most projects share a common life cycle as seen in the project of BQ. Define (1. Initiation) 2. PLAN The project IMPLEMENTATION (3. Executing) (4. Controlling) MONITOR ADJUST EVALUATE (5. Closing) CELEBRATE (Source:http://informationr.net/ir/8-1/paper144.html) Monitoring As the project managers of BQ will start this project, they will need to develop a work schedule for the many activities that would be done and would be expected to monitor the project from the start i.e. the initiation period down to the completion of the project as this will aid the success of the project. Managers of BQ need to check the time table written or built for this project so as to have a good grip on the monitoring of the project. They also have to consider the budget and the resources available for the completion of the project. In order to have a successful project monitoring the following should be considered: The use of the set up note for the project to monitor the growth of the project. Checking on the plan time table regularly. Quality must be checked and emphasized on. Progress should be checked on a regular basis. The full involvement of managers and project supervisors. The project time table should be followed regularly to avoid drift from the original plan. Changes during the construction should be communicated to the members of the team. Reasons why project should be monitored: To check planned work to actual work done. To know level of job completion. To know the quality of work done. Compare budgeted cost to actual spending. To check on attitude of everyone involved in the project. To know the level of commitment given in by team members. Ways to express the project development events Formal and informal Formal: Reports Level of job completion form/reports should be completed by all those involved so that progress and problems that occurred during the project work can be identified on time. Audits are used mostly to identify these issues when they arise. Project review meetings Meetings should be carried out by the managers and the project managers with the management so that periodic review could be carried out on the project so as to know the level of job completed and the requirements needed by the rest of the area not completed in the building of the project. Informal: Interaction with the members involved in the building project. Involvement of the other stakeholders of the company. Strict observation during the project design. Reports and guidelines for small and large projects to be used for the BQ project: Action Daily Weekly Monthly Quarterly Informal interaction with members Small Large Staff interaction with managers Both Meeting to review project Small Large Level of work report Small Large Project audit Large Team development practice Both Final report to the directors/mgt. Both SIMPLE FORMS TO CREATE USEFUL REPORTS (THE FINAL REPORT) The final report is a form of writing that deals on the whole history of the building work carried out during the designated period of time. This has to do with keeping of record of the initial stage build ups, every action that took place during the course of the project and the final report. Schedule on informal meeting with key players is important as to know their opinions and ask them about the project and what they would do next time. The final report of the project can be written using the form format written below: Summary of the project to include revisions to the original project plan Summary of major successes achieved. Analysis of planned requirements to actual achieved. Final financial analysis considering the difference that exists. Evaluation of administrative and management issues. Team performance should also be included in the report. Any other issue that require further investigation Recommendations on the project which can be used as a guide for the future. Acknowledgement of all those involved in the project work. CONCLUSION Project development is important and requires the development of end-to-end concepts for The construction of any project especially the construction of the stores for BQ in the Republic of Ireland which is part of the developmental plans of the company and as this will improve the profitability stage of the company. The reason for asset management is to maintain a ful set of investments, properties and fund which will in turn help in maximising the wealth of the shareholder. In property management, the duty of improving the status of the company so as to achieve profits for the business which would be carried on in the building as expected to be done by the management of BQ. This is a big organisation that has a great investment and any further investment that would be made would require the involvement of its major stakeholders. The extension would definitely call for an improvement in the state and status of BQ in the Republic of Ireland and as well the profitability of the company as a whole.

Ratio Analysis on Spinning Industry Ltd

Profile of Apex Textile Complex Apex Spinning & Knitting Mills Limited Apex Lingerie Limited Apex Textile Printing Mills Limited Apex Yarn Dyeing Limited    Contact persons:    Zahur Ahmed PhD, Managing Director; [email  protected] com Shahriar Ahmed, Director Operations; [email  protected] com    Marketing & Merchandizing For knitwear: Ershad Ullah Khan, GM; [email  protected] com MD. Mushahed Alam, Manager; [email  protected] com Belal Hossain, Manager; [email  protected] com , For Lingerie and Underwear: Shahnaz Begum Zharna (Ms), AGM; [email  protected] om Nasima Begum (Ms), AGM; [email  protected] com Apex Holdings Limited Head office: Rupayan Golden Age (5th & 6th Floor) 99 Gulshan Avenue, Dhaka 1212, Bangladesh Telephone: 880-2-9883358 Fax: +880-2-8810850 or 9861685 WWW. apexknitting. com; apexlingerie. com; apextextileprinting. com Factory: Mouza: Chandora, P. O. : Shafipur, District: Gazipur Profile of the Textile Complex of Apex  Holdings Introduction: Apex Textile Complex consists of four 100% export oriented textile and Garment manufacturing enterprises under the management of Apex Holdings Limited (AHL).Over the years the companies under AHL have built an enviable reputation of being a reliable vendor of consistent high quality, on time delivery and compliance with international labor laws & environmental standards. Companies under AHL have been supplying textiles to several large retail chains in the European Union and north America for the last 20 years and enjoy prominent status with them. Our reputation is based on the simple philosophy that â€Å"consistent high quality, on-time delivery and competitive price are the essence of long term relationship in export business†. The Textile complex is made up of 1.Apex Spinning & Knitting Mills Limited; year of establishment 1991 Vertical operation, Fabric to garments; 2 . 2 – 2 . 3 million pcs/month knit-garments 2. Apex Lingerie Limited; year of establishment 1999 Vertical operation, Fabric to garments; 1. 8 – 2. 0 million pcs/month bra 3. Apex Textile Printing Mills Limited; year of establishment 2006 Vertical operation, Fabric to garments; 1. 0 – 1. 2 million pcs/month knit-garments and 3. 4 to 3. 6 million pcs/month of underwear (men’s & ladies) 4. Apex Yarn Dyeing Limited; year of establishment 2003 Cotton, polyester & nylon yarn dyeing as well as sewing and embroidery threadsThe AHL textile complex is located in a 17 acre fully owned compound, 35 km from Dhaka international airport on Dhaka-Tangail highway. The different units are housed in separate built spaces consisting of about 100,000 square meters. The complex is equipped with prime power (15 MW), steam (45 T/hr), Thermo boiler (75 million BTU), Hot water (from waste heat), Compressed air (2500 cuM/hour), Process water treatment (8. 0 million liter/day), and effluent treatment (8. 0 million liters/day). Along with the production facilities, the complex has a c linic attended by doctors and nurses, childcare facilities.Both these are for workers at free of cost. In addition, there is a large dining area and a subsidized canteen for the workers. 1. Apex Spinning & Knitting Mills Limited Apex Spinning & Knitting Mills Limited (ASKML) is a fully vertical setup to manufacture high quality Knit-garments for Children, Ladies and Men’s, using inhouse fabrics. ASKML is equipped to produce a wide range of solid dyed fabrics and all-over printed fabrics (reactive, disperse, acid and pigments) using a variety of designs provided by the buyer and/or from ASKML’s own design department.The fabric can be circular knit or warp knit, 100% cotton, polyester, nylon or various blends, with or without elastane, yarn dyed or solid dyed, all from in-house source. The 42 sewing lines are equipped to produce garments starting from the basic Page 2 of Profile of the Textile Complex of Apex  Holdings   children’s items to ladies / menâ€℠¢s hooded sport jackets based on designs and specifications and accessories as required by the buyer. The total production capacity of the ASKML is 2. 2 to 2. million pieces per month, as shown below, with sufficient flexibility to allow 25-40% additional capacity of any one of the items. Infants Pcs / month Children’s Pcs / month 1,500,000 – 1,600,000 Ladies Pcs / month 200,000 – 250,000 400,000 – 450,000 2. Apex Lingerie Limited Apex Lingerie Limited (ALL) has been setup as a fully vertical operation for the sole purpose of manufacturing high quality brassiere. ALL specializes in brassieres using mostly in house fabrics, narrow fabrics ( elastics) etc.Apex Lingerie Limited produces a wide range of styles and designs using a variety of fabrics, lace and accessories based on customer’s requirement. The plant is fully equipped to produce high quality molded and non-molded bra, with or without pad, with or without under-wire and bra with traditional seams. The total production capacity of the ALL for the different types of bra is 1. 8 to 2. 0 million pieces of bra per month. The production facility is sufficiently flexible to allow 15-20% additional capacity of any of the items.Sports Bra Pcs/month Girls Bra Pcs/month 500,000- 550,000 Ladies Bra; standard Pcs/month 600,000- 650,000 Ladies Bra; fashion Pcs/month 300,000- 350,000 400,000- 450,000 3. Apex Textile Printing Mills Limited Apex Textile Printing Mills Limited (ATPML) is a fully vertical setup to manufacture high quality Knit-garments and both ladies & men’s underwear using in-house fabrics. High quality knit-garments for infant and children are manufactured in one floor. In the separate two floors men’s and ladies underwear and others intimate apparels are made.Both the sewing floors use in-house fabrics and components manufactured within the Apex textile complex. The plant is equipped with facilities to produce garments starting from the infant sleep sac k / body suits to ladies / men’s hooded sport jackets, based on designs, fabrics and accessories as required by the buyer. The garments can be from basic to complicated cut & sew, with placement prints, embroidery or both. Page 3 of Profile of the Textile Complex of Apex  Holdings   The production capacity of the knitwear section of ATPML is about 1. 0 to 1. million pieces per month of knit garments and that of the underwear floors are about 3. 4 to 3. 6 million pieces per month. The two tables below shows the capacities of the 3 floors in ATPML. The capacities of different types of knit-garment, with sufficient flexibility to allow 25-40% additional capacity of any one of the items. Infants Pcs / month Children’s Pcs / month 400,000 – 450,000 Ladies apparel Pcs / month 300,000 – 350,000 300,000 – 400,000 The table below shows the sewing capacities of underwear in ATPML. Children’s underwear Pcs / month 600,000 – 700,000Ladies und erwear Pcs / month 1,200,000 – 1,250,000 Man’s underwear Pcs / month 1,600,000 – 1,650,000 Facilities within Apex Textile complex: Apex textile complex is the combination of these 3 vertical operations, from fabrics to garment factories along with Apex Yarn Dyeing Mills limited. Most of the fabrics and other materials for the garments are produced within the Textile complex. Items like lace, under-wires, ring-slide and some special components are imported. Hangers, poly-bags, printed individual boxes, woven labels etc are locally available. 1. Garment-making:Each of the three garments factories; ASKML (knitwear), ALL (Bra) & ATPML (underwear & knitwear) have separate and complete set-ups for garment manufacturing, starting from design- sample-pattern to garment finishing. 1. a. Sample, Pattern and design department: The department in each of the garment manufacturing units is equipped with CAD (Lectra and/or Garber) systems and between 60 to 80 sewing machines t o produce samples according to buyer’s specifications and /or Apex’s own designs (see page XX). All samples are fitted on appropriate fitting-forms and on live models before sending to the buyers.From digitized patterns, all production markers are produced with optimum efficiency. Page 4 of Profile of the Textile Complex of Apex  Holdings Sections of sample, pattern & design department 1. b. Cutting department: The cutting department for each of the sewing floors is equipped with fabric inspection, 8 to 12 cutting tables, straight knife, band knife and stripe fabric pilling or lace pilling setups. The capacities of each cutting departments are carefully matched with the respective sewing capacities, between 60,000 to 100,000 pieces each day. All cut pieces are checked and are prepared into bundles of 20 to 40 pieces.The bundle baskets are sent to the sewing section. Before cutting 100% of the fabrics are inspected and laid for sufficient time on cutting tables for re laxation. Sections of the cutting floor Page 5 of Profile of the Textile Complex of Apex  Holdings   1. c. Sewing department: All the sewing floors are equipped with modern apparel machineries and attachments. The mechanical department is fully equipped with specialized attachment making within facilities. The lines are laid out in a manner to allow 100% inspection of the garments during production. Sewing floor 1. d.Finishing department: Completed garments in size lots are cleaned of loose threads, dust etc in vacuum suction device, as required. Subsequently, the garments are transferred into an enclosed humidity controlled (air conditioned) room, where, for the Bra and underwear, the garments are inspected and for the knitwear’s, the garments are finished with steam iron on vacuum tables. After putting all packaging accessories each piece is checked with needle detector before packing for shipment. For all orders, internal AQL is determined before buyer’s inspect ion. Page 6 of Profile of the Textile Complex of Apex  HoldingsSections of the finishing floor Another section of the finishing floor 1. e. Molding & Laminating: Apex Lingerie Limited mainly uses the molding & laminating facility. This section is equipped with foam molding, elastic fabric molding, rigid fabric molding, die-cutting (for both foam & fabric) and fabric-fabric, foam-fabric, fiber fill-fabric Laminating machinery. Foam molding Capacity: 52,000 pairs/day and fabric molding capacity: 70,000 pairs/day. Foam & fabric molding section 1. f. Hook & eye tape making: Apex Lingerie Limited mainly uses the hook & eye tape making facility.This section is equipped with fully computerized machinery to Page 7 of Profile of the Textile Complex of Apex  Holdings   produce both hook tape and eye tapes of up to 4 rows. The Hook & eye capacity is about 80,000 pieces/day. Hook & eye making setup 2. Fabrics: A large variety of wide fabrics (circular knit & warp knit), using a wide range of fibers, 100% cotton, polyester, nylon, various blends, micro-fibers with or without spandex and yarn dyed or solid dyed fabrics are produced exclusively for the garments units within the textile complex. 2. a. Wide Fabrics:Circular knit fabrics: There are a total of 145 circular knitting machines, most of the machines are equipped with Spandex attachments and have extra-gauge cylinders. Circular knit fabrics can be solid dyed or yarn dyed, with or without Spandex; Total Capacity 3 5,000 Kg / day Single Jersey / Pique: Capacity/day:16,500 Kg Interlock / drop needle: Capacity/day: 6,000 Kg Rib / drop needle rib: Capacity/day: 6,000 Kg Engineering stripe (up to 6 colors): Capacity/ day: 1,500 Kg 3 thread fleece: Capacity/day: 5,000 Kg Sections of circular knitting departmentPage 8 of Profile of the Textile Complex of Apex  Holdings Warp knit fabrics: Solid dyed or yarn dyed, with or without Spandex Tricot: Double tricot, Charmeuse, mesh, honeycomb, velour, diamond tulle etc (from rigid to 30 % elastane); Capacity: 150,000 meters / month Raschel: powernet, satinette, slee knit, one way stretch fabric etc (from 5% to 35 % elastane); Capacity: 70,000 meters / month Simplex; Various types of Simplex fabrics (up to 35% elastane) Capacity : 24,000 meters to 30,000 meters / month Elastane warping, rigid yarn warping and warp knitting sectionsFlat knit fabrics: Solid dyed or yarn dyed Collars / cuffs (SHIMA SEIKI); Capacity: 6,000 sets / day Fabrics for styling Flat knitting section 2. b. Dyeing & finishing facilities for wide fabrics: Dyeing machines are suitable for cotton, spandex cotton, polyamide, polyester, viscose, and various blends; Capacity 55,000 Kg / day Page 9 of Profile of the Textile Complex of Apex  Holdings   14 sample dyeing machines which can produce 40 different sample fabrics in every day. This department is equipped with both open width & tubular finishing machinery. Fabric finishing section is equipped with stenter / open-wid th dryer, tubular-dryer / Tumble dryer / open-width compactor / tubular compactor etc suitable for enzyme finish, silicone finish or any specialized finish (e. g. , Teflon coating, antimicrobial coating etc); Capacity; 50,000 Kg / day. In addition to all the options for the chemical finishing, the department has sued- / peach-finishing machines for mechanical finishes. Capacity: 5,000 Kg/day. For Fleece fabrics, the finishing section is equipped with raising machines, brushing machine and searing machine. Capacity: 10,000 Kg/day.Part of the dyeing department showing a section of the sample dyeing Sections of the dye-finishing Page 10 of Profile of the Textile Complex of Apex  Holdings 2. c. Printed Fabrics: The printing section can produce about 50,000 meters/day of printed fabrics, with either reactive, disperse, acid or pigment dyes. The All Over Printing (AOP) section is equipped with:    †¢ One 12 colors Rotary screen printing setup for knit fabrics with a capacity of about 25,000 meters/day. AND One 12 colors Flat-Bed printing setup for knit fabrics with a capacity of about 22,000 meters/day.Loop steamer / polymerizer / after print washing Digital engraving Computerized design preparation Fully equipped sample & strike off preparation Color kitchen Screen preparation, sample printing †¢ †¢ †¢ †¢ †¢ †¢ †¢ Screen preparation, sample printing and 12 color rotary screen printing Page 11 of Profile of the Textile Complex of Apex  Holdings 12 color Flat -bed printing Machine    2. d. Narrow fabrics: The narrow fabrics section is equipped with all the necessary machinery to produce a wide range of elastic and non-elastic fabrics. Rubber covering (double covering): Capacity: 1200 Kg /day Spandex covering (single covering): Capacity: 540 Kg / day Needle looms (without jacquard): Capacity: 3 50,000 meters / day Needle looms (Jacquard): Capacity: 50,000 meters/day Crochet: Capacity: 60,000 meters / day Narrow fa brics dyeing: Capacity: 350,000 meters / day Label printing: Capacity: 200,000 labels / day Narrow fabric weaving, knitting & dyeing Page 12 of Profile of the Textile Complex of Apex  Holdings   3. Yarn dyeing Dyed yarn; cotton, polyester & nylon: Capacity: 13,000 to 15,000 Kg/day Sewing and embroidery threads; Spun polyester, filament polyester / nylon / viscose: Capacity: 45,000 cones / day . Embroidery: Yarn dyeing, winding & spooling Capacity 15,000 pieces/ day Solid Embroidery: 9 color machines Applique Embroidery on print Sequence / cording / boring Embroidery section 5. Placement printing: Capacity: 60,000 to 100,000 pieces / day in up to 6 colors Pigment / Discharge print Puff / Rubber print Page 13 of Profile of the Textile Complex of Apex  Holdings   Glitter / Flock print Stone attachment Foil printing / metallic shine High density printing Photo print Sections of Placement printing department 6. Pad printing & label printing:In keeping with the need of the market, Apex has setup the facilities to print labels on label tapes as well as printing labels (particularly care labels on bra and underwear) on the body of the garments, using both pad printing machines or using transfer print labels. 7. Washing plant: Capacity 25,000 pcs garment / day The washing plant is equipped to wash knit garments with various additives, enzymes during wash and also during the drying cycle. Page 14 of Profile of the Textile Complex of Apex  Holdings Section of the garment washing plant 8. Packaging & Store:All garments are fully inspected & packaged before inspection by buyer or buyer’s agent. A large area is allocated for the proper storage of the boxes before shipment. Packaging area and storage 9. Quality control & Textile testing In addition to the modern machinery & equipments, Apex has constantly worked with a wide range of technical experts from Japan, Philippines, Hong Kong and Sri Lanka to improve the working and quality control pro cedure. Sewing technicians work constantly with the operators and supervisor to upgrade the quality standards and optimize efficiency. QA department personnel conducts inspection of fabric, cutting, molding, bundle preparation and 100% garment quality inspection and recording at all stages of production. Fabric weight (density), yarn count & composition Spectral color matching Color Fastness to wash, Rub, light etc Shrinkage and other dimensional stability Extension and Modulus etc Page 15 of Profile of the Textile Complex of Apex  Holdings Section of laboratory, Spectral equipment and OEKO-TEX certificate In addition, regular testing of yarn, fabrics etc are conducted at our wellequipped lab, accredited by H&M. 0. Product Development and Fashion Design Department: For the last several years, Apex’s product development team has been working with various buyers to develop new fabrics, prints, narrow fabrics, embellishments’ etc to create new fashion garments for the export market. Based on this experience, in 2010 Apex setup a new independent department for this purpose, staffed by Textile engineers, fashion designers and a complete sample sewing section. The textile engineers in conjunction with the R&D and fabrics departments develop new fabrics, elastics, prints and other embellishments.Fashion designers use these to develop fashion products for the various export market. This has proven to be very useful to the buyers from USA and Europe and many of them are routinely using this facility. 11. Conformity with International Labour & Environmental Standards: Our operations are conducted with awareness for environmental safeguard and we deem it a s our obligation to prevent pollution by complying with relevant environmental legislations. Apex is one of the country’s very first textiles knit composite industries to have its own Effluent Treatment Plant (ETP) with a daily capacity of 8 million liters/day.Apex Textile complex fully trea ts all factory effluent before releasing into the environment. All the factories within the complex are fully compliant with and or certified by; WRAP certified OEKO-TEX Standard 100 OE (Organic Exchange Certificate) GSV / CTPAT approved Fare Trade ISO 9000 2001 SEDEX Code of Conduct required by major retail stores of the world, e. g. , H&M, Maidenform, Hanes Brands Inc, Vanity Fair, JC Penney, Target, Lindex, Sear-Kmart, Fruit of the loom, Walmart, The Children Place etcWe follow ethical employment practices and adhere to applicable state, National and International laws on labor employment. We provide a clean, safe and healthy environment, adopt fair labor practices, reward them with wages without any discrimination and we do not interfere in their freedom of association and personal    Page 16 of Profile of the Textile Complex of Apex  Holdings   freedom. In addition, we have the Child care center accommodate with 90 children providing food, nursing etc. 12. Buyers of Apex Textile Complex: Our buyers of Knitwear are; H&M, Zara, The Morrison, Oshkosh/Caters, Sainsbury, V a n i t y F a i r .Children Place, O’stin, Buyers of Bra are : Maidenform, H&M, George UK, Vanity Fair, Matalan, Hunkemoller, Charlott, Sears, Next, JC Penney, Kohls, Target, Lindex, Kappahl . Buyers of Underwear are : H&M, George UK, Lindex, Kappahl, DB Apparels, Hema, Next, Pi erre Cardin , 2xist. 13. Delivery time and other Commercial issues Typically an order can be made ready for shipment in 30-90 days depending on approvals of the buyer. Prior to the confirmation of an order, order details and buyer’s desired delivery dates are sent to the PPIC (Production Planning and Inventory Control) department.Upon receiving the export Letter of Credit or Contract, Apex’s merchandizing and commercial department issues purchase orders for the required raw materials. After supplier confirmation of shipment date(s), PPIC department confirms production plans. The pro duction management team, PPIC department, and QAD coordinate the production and the commercial department oversees the export and documentation. 14. How to execute a new order To start business with any of the factories of Apex Textile Complex, you or your representative can visit our factory to see our production facilities, products and compliance issues, or have the factory audited.In addition, you can send us any of the following along with the sizes & colors you want and target date(s) for the shipment(s). A sample of the item(s) you want. OR A sketch of the item(s) you want with complete measurement chart. OR You can ask us to send you samples from our own collections Our merchandizing department will give you our costing(s) and send counter sample(s) as soon as possible with and options of shipment dates. Page 17 of

The effects of low socioeconomic status

Socioeconomic position is one of the cardinal factors act uponing pupil larning results. First to understand the ground ‘s why socio economic sciences position effects pupil accomplishment, it must be foremost defined. Many researches have defined socioeconomic position in many different ways nevertheless for the intent of this paper I will be utilizing the definition by Chapman and Ryan ( 2005, pp 497-498 ) ; â€Å" In Australia socioeconomic position is measured on wealth defined by place postal reference, household wealth, personal assets and parents educational background † . However this is equivocal as it does non take into history other variables such as existent place ownership, alternate ZIP code abode, full ownership of place and assets, portion portfolios, household heritage pecuniary liquid financess and personal pick. Cary ( 2011 ) states that there are two chief grounds why socioeconomic position influences pupils outcomes. This includes both educational an d socio cultural grounds. Based on the literature this paper will analyze these factors and how they play a major function in act uponing pupils larning result in schools. Does pupil ‘s place postal reference, household wealth, personal assets and parent ‘s educational background have an consequence on pupil larning results? The reply to this inquiry is rather ill-defined. This is because we have to take into history that non all people who reside in a low socioeconomic country are working category people. For illustration some people may take to populate in a low socioeconomic country but are really in-between category households. However it does influence pupils larning because societal category and socioeconomic position are correlated. We can non state nevertheless that all pupils populating in a low socioeconomic country are of working category nevertheless the literature argues that bulk of pupils who live in low socioeconomic countries do non make every bit good in school than pupils from a higher socioeconomic country. With that in head, the first educational ground to why socioeconomic position may act upon pupil acquisition is that of support inequalities. There has been a monolithic argument as to whether increased support in schools really improves student results. The survey reported by Ryan and Watson ( 2004 ) concluded that increased authorities support for private schools have been used to better quality of larning experiences of pupils which was measured by improved pupil instructors ratios. This means that there was a immense displacement of parents directing their kids from public schools to private schools. This shows the inequality of support within authorities and private sectors. For farther scrutiny of this factor, in the 2011 Australian Education Union Schools funding entry, it discusses how support within schools have an consequence on pupil larning results. The widening spreads between schools as proven by the turning unfairness in larning results and societal isolation between schools and pupils are a direct consequence of support agreements which have conveyed increasing sums of support to private schools over the last several decennaries, with immense rushs to the wealthier private schools instead than schools with legion deprived pupils, which is largely public schools ( Australian Education Union, 2011 ) . Teacher outlook is another educational ground. Sadly many instructors in schools today lower their outlooks of pupils based on their socioeconomic position. They automatically assume that pupils who have low socioeconomic position wo n't make good in school because many are absent from school or have behavioural jobs. This can be closely linked to pupil ‘s place life. Comber ( 1997 ) argues that instructors continue to keep shortage positions of some pupils. That is, some instructors hold lower outlooks for pupils from low socio-economic backgrounds, believing that these pupils have less larning possible than their more advantaged equals, or that background factors will needfully detain their acquisition ( Ruge, 1999 ) . Teachers need to be aware about pupil ‘s backgrounds and non automatically have a stereotyped position because this can impact their instruction which will hold an consequence on pupil ‘s acquisition. There are besides socio cultural grounds as to why SES influences pupil results. The first ground is pupil ‘s place environment. Students who come from low socioeconomic backgrounds are normally said to be disadvantaged. These disadvantages are â€Å" by and large associated with factors such as low-quality life environments, mobility, household unemployment or underemployment, deficiency of entree to resources that encourage larning such as books and pre-school plans and hapless wellness and societal favoritism † ( Department of Education and Early on Childhood Development, 2006, p 1 ) . These fortunes are linked with â€Å" hapless attending, lower keeping rates, less preparedness for schooling and poorer mean results at school † ( Department of Education and Early on Childhood Development, 2006, pp 1 ) . The section of instruction and early childhood development besides talks about the grounds why pupils from low socioeconomic backgrounds frequently have less successful outcomes. One result they focus on is literacy and numeracy. Research shows that pupils who come from low SES households normally do n't make every bit good in literacy and numeracy. They may come to school less organised and come from a household who do n't needfully take much involvement in their schooling or may non hold clip due to work committednesss ( Department of Education and Early on Childhood Development, 2006 ) . Therefore all of these factors play a function in finding how good pupils do in school. Another factor which influences pupil result is parent educational background. Eagle ( 1989 ) argued that parental engagement in instruction is less frequent in households with low SES. Parental instruction has been said to hold been closely linked to pupils larning results. A low SES family may non supply kids with experiences which will assist them with verbal and written linguistic communication for illustration reading to them and besides numeracy which will help them with their acquisition ( Centre for Community Child Heath, 2002 ) . Furthermore Baker and Stevenson ( 1986 ) suggest that overall ; parents from higher socioeconomic backgrounds are more likely to be involved in schooling than parents of lower socioeconomic position. A higher instruction degree of parents is positively associated with a greater inclination for them to recommend for their kids ‘s arrangement in higher instruction classs and actively pull off their kids ‘s instruction ( Baker & A ; Stevenson, 1986 ) . Whereas, parents from lower socioeconomic backgrounds face many more barriers to involvement, including work state of affairss, deficiency of resources, transit troubles, and emphasis due to populating in deprived vicinities. Besides from a socio cultural point of position mismatch between school and household can hold an consequence on pupil acquisition. This may include linguistic communication, values and certain behavior. This can by and large estrange kids and lead to take down ego regard and motive ; nevertheless this varies with each kid. Many jobs which pupils from low socioeconomic backgrounds face are normally because what the pupils learn in the schoolroom does non associate to their experiences outside of school. Students who are more privileged obtain learning attacks which come of course to them because of their normal mundane engagements. ( Department of Education and Early on Childhood Development, 2006 ) . Students from low socio-economic backgrounds frequently do n't acquire this chance. Furthermore statistics have shown that pupils from low socioeconomic backgrounds do non ever make their full potency in their acquisition. The Erebus Report conducted by the New South Wales Department of Education in 2005 comparisons findings and statistics of pupils larning results who come from a low socioeconomic background and pupils from a high socioeconomic background. One illustration they give is reading comprehension and mathematics. The findings revealed that within the same school, a pupil who comes from a higher socio-economic group will accomplish better trial consequences than a pupil from a lower socio-economic group ( NSW Department of Education and Training, 2005 ) . It besides provides comparings between both high and low SES with pupil ‘s absences from school and the survey showed that pupils with low SES had higher figure of yearss absent from school ( NSW Department of Education and Training, 2005 ) . This could besides be a ground why pupils are non making their full potency. Ainley ( 2003 ) discusses farther analyses of the Longitudinal Surveys of Australian Youth informations in footings of the factors that impact on Equivalent Tertiary Entrance Ranks. Ainley ( 2003 ) found that the 3rd most of import influence on third entryway public presentation was pupil ‘s socioeconomic background which was measured by parental instruction, wealth and occupational position. Students, whose parents are professionals, achieve higher third entryway tonss. The other two former variables were pupil ‘s anterior public presentation and school attended nevertheless it is non hard to see that socioeconomic factors besides impact these variables ( Ainley, 2003 ) . In decision this paper has argued based on the literature that pupils from low socioeconomic are disadvantaged in facets of their acquisition due to certain factors act uponing these results. These factors include both educational and socio cultural grounds. Whereas research has shown that pupils from higher socioeconomic are inclined to make good in school because they have the appropriate financess to back up pupil larning. It is the schools duty to appreciate these state of affairss and the influences it may hold on pupils larning and pupils enthusiastic attack to stay learning and to turn to these issues consequently ( Department of Education and Early on Childhood Development, 2006 ) .Mention:Ainley, J. ( 2003 ) . Early literacy and numeracy achievement influences ENTER tonss. ACER Research Highlights, 2003, p. 8-9. Australian Education Union. ( 2011 ) . Schools Funding Review Submission. Retrieved on 20 March 2011 from: hypertext transfer protocol: //www.aeufederal.org.au/Publications/2011/Schoolfundreviewsub.pdf Baker, D.P. , & A ; Stevenson, D.L. ( 1986 ) . Mothers ‘ schemes for kids ‘s school accomplishment: Pull offing the passage to high school. Sociology of Education, 59, 156-166. Cary, L. ( 2011 ) . Social Class and Education. EDU231 Schools in context talk. Murdoch University. Perth: WA. Centre for Community Child Heath. ( 2002 ) . A Reappraisal of the Early Childhood Literature. Retrieved on 20 March 2011 from: hypertext transfer protocol: //fahcsia.gov.au/sa/families/pubs/early_childhood/Documents/early_childhood.pdf Chapman, B. & A ; Ryan, C. ( 2005 ) . The entree deductions of income-contingent charges for higher instruction: lessons from Australia. Economicss of Education Review 24. Science Direct. National University, Canberra, ACT 0200, Australia. ( pp.491-512 ) . Comber, B. ( 1997 ) . Literacy, poorness and schooling: Working against shortage equations. English in Australia. Department of Education and Early on Childhood Development. ( 2006 ) . Understanding the Needs of Students from Low Socio-Economic Backgrounds. Retrieved on 20 February 2011 from hypertext transfer protocol: //www.education.vic.gov.au/management/schooloperations/equity/disadvantage.htm Eagle, E. ( 1989 ) . Socioeconomic position, household construction and parental engagement: the correlatives of accomplishment. ( ERIC Document Reproduction Service No. ED307 332 ) . NSW Department of Education and Training. ( 2005 ) . Review of the recent Literature on Socioeconomic Status and Learning. Retrieved on 20 February 2011 from: hypertext transfer protocol: //www.lowsesschools.nsw.edu.au/resources/ErebusReport.pdf Ruge, J. ( 1999 ) . Raising outlooks: Achieving quality instruction for all. Retrieved on 31 March 2011 from hypertext transfer protocol: //www.lowsesschools.nsw.edu.au/wcb content/uploads/psp/file/Raising_Expectations.pdf Ryan, C & A ; Watson, L. ( 2004 ) . The Drift Towards Private Schools in Australia: Understanding its characteristics. Discussion paper No. 479. Centre for Economic Policy and Research, The Australian National University.

Process Flow Supply Chain Management - 1528 Words

Running head: PROCESS FLOW: SUPPLY CHAIN MANAGEMENT PROCESS FLOW: SUPPLY CHAIN MANAGEMENT AND ELECTRONIC DATA INTERCHANGE (EDI) Clifford Butler Operation Management November 1, 2009 Table of Contents Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 The Internet-based supply chain system for mass customized markets†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 The role of electronic data interchange (EDI) and the Internet in supply chain integration..†¦...5 Why do the mass customization of demands warrant a new business model†¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 The LEAP communication infrastructure, analyze how EDI integrates into the process flow...6 The necessity of a high degree of EDI presence in the Supply Chain†¦show more content†¦According to Reid and Sanders (2007) e-commerce are defined as the use of the internet and the Web to transact business. Over the years, EDI has become the most common method of using computer-to-computer links to exchange data between supply chain partners in a standardized format (Reid and Sanders, 2007). This integration of EDI in supply chain system has created many benefits for companies around the world. Some of these benefits have been outlined by Reid and Sanders (2007) which include but not limited to, qquick transfer of information, reduced paperwork administration, and improved data accuracy tracking capability (pg. 105). Ghiassia and Spera (2003) have made a great case in describing how the use of internet base supply chain systems can only be profitable if it seamlessly integrates front and back-end Web operations. For example, Ghiassia and Spera (2003) provided in thei r case study, â€Å"If, however, an e-commerce solution that accepts orders from customers does not also automatically transmit them to the back-end supply chain or enterprise resource planning (ERP) application responsible for processing requests, the solution is largely unprofitable and inefficient† or the other way around. This is an excellent example of how many companies fail today when they try to incorporate EDI and internet supply chain into their overall operations without fullyShow MoreRelatedCompetitive Supply Chain Relationship Management Essay1416 Words   |  6 PagesCOMPETITIVE SUPPLY CHAIN RELATIONSHIP MANAGEMENT PRACTICES IN ORGANIZATIONS PRACTICES THROUGH COMPETITIVE PRIORITIES. 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