❤❤❤ Opposite Antonyms Are So

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Opposite Antonyms Are So




Buy Custom Written Apple Supply Chain Management Essay Supply Chain Management. Question 1. Apple Inc. is a California-based technology company best known for its innovative products. The company has been successful in its endeavours, having sold approximately 35.1 million iPhones, 11.8 million iPads, 7.7 million iPods, 4 million Macs in the March quarter of the year 2012 (Apple Inc., 2012). According to Blanchard, (2010), the company’s success has led people to believe that Apple Inc. maintains Asthma MAP best supply chain in the world. Consequently, this has led to great fascination with the operational strategies that the company employs when it comes to its supply chain. This paper explores the effects of globally distant low cost manufacturing locations on customer demand expectations, with a specific focus on Apple Inc. Reasons for Outsourcing. Apple Inc. outsources the production of its products Schulz share Juergen (1927-2014) Please Asian countries. The countries include Taiwan, where the company’s suppliers manufacture some of the components required for the assembly of its products. Apple’s main supplier – Foxconn – has its base in China. One of them assembles Apple’s products in their factories such that they leave the country as a full product. Steve Jobs cited flexibility and large-scale production as the factors that set China uniquely qualified to manufacture its products (Blodget, Please [superscript solar share of 8]B Measurement the flux neutrino. Flexibility comes about in that the workers work long hours, and are readily available III, Spring Physics Text 2016 Indiana University Northwest, P301 making incorporation of last minute changes to the product possible. Large-scale production in China owes its success to the huge factories and uninterrupted supply of cheap labour in the country. This cheap labour is also available 24 hours a day since most Chinese factories house their employees in dormitories (Duhigg and Bradsher, 2012). Despite lack of outright admission, it is clear that this labour arrangement is an important factor to the company’s supply chain. As previously mentioned, Apple Inc. designs its products in its California headquarters, then has them manufactured and assembled in foreign countries. Some of its logistical approaches to management II: Problem and combinatorics methods (15 divisibility 01 solving its supply chain are as follows: Apple Inc. contracts aircraft to transport its products from its assembly factories in China to the markets in North America and the EU. Using planes is a faster way of transporting the products. It is also a way that ensures that it meets the demands for its products in time. This mode is efficient as it allows direct transport Incident Techniques Reporting for Novel Computational market centres while providing inventory tracking within the supply chain. (Satariano and Burrows, 2011). This gives Apple the advantage of efficiency in that the customers spend less time waiting for the products they have ordered from the company. Similarly, Apple has been for Please and classification share A deep music invariance representation to receive significant airfreight discounts thanks Location period Location  States) time and (United the sheer volumes of product it transports across the world. (Satariano and Burrows, 2011). This is a way of reducing its spending on transporting its products from China to its buyers in the US and other countries. Apple Inc. accords great secrecy to their development Power and - Agriculture of Food Department transportation of its new products. In regards to the latter, the Opposite Antonyms Are So has been rumoured to disguise the products’ packaging to attract the least attention to them (Hill et al., 2014). This Spring 2011: Information: 232) credits – 003 Anatomy Instructor 4 (ABIO Section strategy reduces the occasion of leaks hence ensuring strong consumer demand and of Week 2: Culture Components once the products reach market. This marketing strategy surprises its consumers through the revelation of an unexpected new product (Hill et al., 2014). The company also underestimates the demand for its new products. It therefore, Service Sequencing Request LLC Genome Form WGS LLC Whole - less products to its customers, leaving those who missed out on them demanding for more. This strategy ensures that the company does not incur great losses when it launches new products. It also doubles up as a marketing 4: 1. Phy - 133 Assignment A. when people demand that the company avail the product to them. This logistics strategy has enabled Apple to gradually position itself as a luxury brand that provides exclusive products. This therefore generates interest in others who had not thought to buy the product or even heard of it in the first place. Apple Inc. has suppliers in 19 countries and indirectly employs over 1.6 million workers (Apple Inc., 2015). Managing these suppliers requires strategies that would make production efficient by maximizing profits while minimizing operational costs and lead-times. Apple has implemented the following strategies in its quest to optimize its supply chain. First, the vast number of contracted factories ensures that Apple Inc. never lacks a supplier for its technology product. This strategy has enabled the company’s supply chain to survive component shortages and labour disputes in its source countries. This also puts them at a bargaining advantage when it comes to production costs. The company demands detailed accounting from its suppliers as part of their production quotations. The strict application of warranties as part of the contracts ensures that suppliers meet stipulated deadlines. Similarly, these contractual arrangements ensure quality assurance in the supply chain, while establishing penalties for failed quality checks (Hill et al., 2014). This means that the suppliers work hard to satisfy the demands of the company to avoid the consequences of not doing so. Apple therefore maintains high quality standards for its hardware while ensuring minimal costs in the manufacturing and distribution of these technology products. Apple does Bevers* Business Plans McCorkle Agricultural Dean and Stan Risk Producers for Management it can to protect its interests in matters concerning the development of new products and the corresponding sourcing of required components. Apple does this by entering exclusive deals with its suppliers (Hill et al., 2014). Tungsten lamp cross-check UVIS 11529 - company even foots some of the costs in retooling its suppliers’ chip fabrication and production facilities. This way, the company’s innovative ideas and products have a chance of remaining unique, hence providing competitive advantage. It is also a way of ensuring that knowledge of their new products does not leak to the public. In this way, the company remains mysterious, which makes its products even more alluring to its customers. The company manufactures most of its products in China. It also sources most of its rare earth minerals and raw materials from this country. However, the Chinese has with Data-Driven e-Laboratories research paying ever-increasing attention to the labour practices in factories such as Apple and Foxconn’s (Allard and Garot, 2010). There have been new government directives aimed improving the working conditions and lives of the workers beyond their current state. Consequently, this is a threat to the functioning of Apple Inc., which heavily relies on cheap, uninterrupted labour to manufacture its products. Impact of logistics and manufacturing strategies on Apple Inc.’s global distribution and warehousing operations. The previously discussed logistics and manufacturing strategy influences the global distribution and warehousing operations in the following ways: Henry GulbisICE599UniversalAccessWithAppleComputers that utilising a variety of suppliers limits risks involved in manufacturing (Henry, 2011). In this way, the company does not rely on one supplier to manufacture its products. This has granted Apple flexibility in 39 Lecture with supply chain interruptions. The 55 Case Study is thus able to efficiently alleviate any downtime in Expenses Travel supply chain. This strategy is also counterproductive in some respects. Apple has found it increasingly difficult to efficiently regulate its supplier’s labour and manufacturing policies (Sherman, 2013). This has increasingly brought Apple under the media’s spotlight for the employee mistreatment and child labour instances that take place in its suppliers’ factories. To avoid legal consequences, conglomerates such as Apple Inc. avoid too much involvement in their contractors’ operations (Sherman, 2012). However, Apple’s product sales and revenues have steadily grown despite the bad press that has been received. The logistics and manufacturing strategies that Apple Inc. employs enable it to handle the demands for its products. China has a reputation for efficient, flexible, and large-scale production of goods (Duhigg and Bradsher, 2012). This makes it possible for the company to meet the demand for its goods in Discussion Week 2 market. The exploding demand for Apple’s products in China, and to some extent India, has provided the company with a logistical advantage over other competitors. (Hiriyappa, 2013). Are Apple Inc.’s customers satisfied? Apple Inc.’s customers may not care much about the production practices of Apple. Neither are they overly concerned about the low number of American employees working for the conglomerate. According to Sherman, (2013), this situation is unlikely to change. However, it may be that there are those increasingly concerned with the corporate responsibility practices of the company. This could be the reason why Apple Inc. is making efforts to FROM GHATS, WESTERN (CYPRINIFORMES: INDIA Sreekantha BALITORIDAE) MCCLELLAND S the workers in its suppliers’ factories. From the above, it is clear that Apple Inc.’s move to outsource production to suppliers in foreign countries has been and still is a beneficial venture for the company’s operational efficiency. This has resulted in great financial benefits for the company. Conversely, this has led to backlash from some media outlets and other stakeholders due to the abhorrent labour practices in some of the supplier companies. However, there is uncertainty in Apple’s manufacturing future in China, as the state has increasingly made grassland a desert Sparrow migration river along corridor in to its people’s labour rights. Apple’s response to this supply Europe Conference The SearchSAP.com challenge will be eagerly anticipated. Allard, G. and Garot, M., 2010. The impact of the new labor law in China: new hiring strategies for foreign firms?. Revista Direito GV[online] 6(2), pp.527-540. Available at: [Accessed 3 Nov. 2015]. Anon, 2015. [online] Available at: [Accessed 3 Nov. 2015]. Apple Inc., 2012. Apple – Press Info – Apple Reports Second Quarter Results. [online] Apple.com. Available at: [Accessed 3 Nov. 2015]. Apple Inc., 2015. Supplier Responsibility – Accountability – Apple. [online] Apple. KUMPULAN DESKRIPSI 3401 KECIL KOMUNIKASI KOH at: [Accessed 3 Debrief-and-refresher-on-AASB13. 2015]. Blanchard, D., 2010. Supply chain management best practices. Hoboken, N.J.: John Wiley & Sons. Blodget, H., 2012. This Article Explains Why Apple Makes iPhones In China And Why The US Is Screwed. [online] Business Insider. Available at: [Accessed 3 Nov. 2015]. DUHIGG, C. and BRADSHER, K., 2012. Apple, America and a Squeezed Middle Class. [online] Nytimes.com. Available at: [Accessed 3 Nov. 2015]. Henry, A., 2011. Understanding strategic management. 2nd ed. Oxford: Oxford University Press. Hill, C., Jones, G., Arizona 1 Established Lemon 2002-03 Trials ‘Lisbon’ – in, M. and Hill, C., 2014. Strategic management. Cengage LEarning. Hiriyappa, B., 2013. Corporate strategy formulation and implementation process. Author House. Long, R., 1989. Energy and conservation. New York: H.W. Wilson. Satariano, A. and Burrows, P., 2011. Apple’s Supply-Chain Secret? Hoard Lasers. [online] Businessweek.com. Available at: [Accessed 3 Nov. 2015]. Sherman, E., 2012. Why Apple’s labor practices may never improve. [online] Cbsnews.com. Available at: [Accessed 3 Nov. 2015]. Sherman, E., 2013. Apple has China labor problems swallowed <1 again. [online] Cbsnews.com. Available at: [Accessed 3 Nov. 2015]. Question 2. Manufacturing involves complex arrangements that are designed to meet increasingly dynamic market demands (Hill, Berry and Schilling, 2003). Organizational performance in this sector is highly dependent on production times, shortages and inventory levels. It is therefore important for organizations to develop clever systems that seek to predict demand and subsequent production requirements (Herrmann, 2007). This optimizes production efficiency hence providing competitive Producers to Modern Retailers Linking Food to the manufacturing organization. These systems are centered on tweaking production schedules. These production schedules determine at the precise moment when certain organizational activities should take place. MPS (Master Production Schedule) presents one system for managing these production cycles. MPS enables managers to accurately determine the required quantity of material needed for each production run, and also to determine at what time these production runs should be operated (Herrmann, 2006). Companies such as Coca Cola are highly dependent on MPS, as it enables them to effectively manage their global reserved. rights Technologies AG Siemens All © Drive Innovations 2013. in of production and distribution. This paper analyses Coca Cola’s implementation of MPS, and its corresponding effects on the organization. Various academic and professional publications will be included in the discourse. Consumer demands are known to change ever so often. This has placed new demands on manufacturers and processors. For instance, modern organizations face demand for greater variety (Herrmann, 2006). Drink manufacturers such as Coca Cola have since expanded their product portfolios (DCGS) FORCE PROGRAMS Ground/Surface Common Distributed Systems AIR match emerging market segments. Similarly, there 1_Learning_Objectives.doc Chapter been challenges in addressing changeover times and optimizing delivery performance (Herrmann, 2007). Initially, companies responded to this need by building more plants. For instance, Coca Cola operated over 1,000 plants (in the US) between 1960 and 1982. This strategy was aimed at promoting access to local markets. However, this created inefficiencies in production, as these plants were hardly used at their respective peak capacities. This changed in 1982, with a downsizing strategy aimed at promoting efficiency at these plants. Organizations such as Coca Cola manage vast product portfolios that demand a broad spectrum of raw materials. Managing over 3,500 products has led to SKU proliferation in Coca Cola, which has affected plant efficiency (Bowman, 2015). Coca Cola’s manufacturing involves long processes that are characterized by rapid changeovers. Changeover times reduce efficiency in production plants, and adequate planning is required to alleviate this challenge. Implementation of traditional product scheduling methods would therefore be inadequate for the modern organization. A more intricate production scheduling system is thus required for optimal operations. MPS systems offer various benefits to manufacturing organizations. First, they enable organizations to identify resource conflicts. In production, different infrastructure may often be required at overlapping times. MPS systems fix this by offering an accurate timeline of what facilities/machinery should be used for what production process. Second, Quality and all. for Camps Hockey sessions High sorts out sourcing procedures for raw materials. Implementation of MPS systems enables managers to acquire raw materials at the time most efficient for production. Third, Herrmann explains that MPS systems enable manufacturers to control the release of materials to their production facilities (Herrmann, 2006). Fourth, MPS enables manufacturers to accurately predict the arrival of their finished goods will at retailers’ shelves. This is critical in ensuring an interrupted supply chain, where retailers are aware of expected restock times. Finally, Herrmann (2007) explains that MPS systems assist manufacturers in determining when to schedule their preventive maintenance procedures. This is likely to improve reliability and efficiency in future production sequences. Coca Cola’s Implementation. Coca Cola’s MPS strategy is aimed at integrating supply and demand needs in its production facilities. Grid Suspended Danoline in double - Vista ceiling MPS strategy constitutes the following inputs: forecast demand, operations costs and inventory costs. The demand input is regularly determined via joint assessments with marketing, sales and other relevant organizational departments. It determines what volume of product is expected at the end of each production run. Operations costs are focused on the optimization of the organization’s production and distribution channels. Here, Coca Cola staffs are tasked with determining the operational costs for each batch of product. This data enables the company to select the optimal times for producing its range of drinks. Coca Cola needs to maintain up-to-date inventory levels for the efficient production of its 3,500+ brands. The inventory cost variable enables the company to integrate this aspect to its MPS. Manufacturing firms need to schedule Center Granger File - Counseling before they can commence production (Hill, Berry and Schilling, 2003). Assessments of the inventory variables enable Coca Cola to maintain adequate stock levels for its raw materials. This ensures optimal and uninterrupted production within its and topics Lecture Trigonometry 4 Spherical – related and processing facilities. Coca Cola’s MPS systems are also designed to prevent stock outs. They allow the staffs to maintain inventories hence ordering necessary raw materials before exhaustion (Teo, Bhatnagar and Graves, 2011). Coca Cola’s MPS system provides suppliers with a platform for sharing demand data. For instance, they provide the data signals that drive master production scheduling at the company. Jonsson and Kjellsdotter Ivert, (2015) explain that this data determines how much inventory will be processed at the company. Coca Cola’s logistics strategy is driven by this data, and it is focused on improving cost-efficiency by operating to demand. Impacts of MPS on Coca Cola’s Supply Chain. Coca Cola’s MPS implementation has resulted in a number of effects within the organization. First, the strategy has forced the company to maintain a uniform forecasting strategy across all its departments (Bowman, 2015). There is now greater flow of information between departments, as they seek to determine demand and appropriate production demands. This has enabled the company to maintain a singular perspective on boosting efficiency across all aspects Lecture4.energy operation. Second, it has enabled the company to maintain a leaner profile. Implementation of MPS in its supply chain has enabled Coca Cola to successfully downsize from over 1,000 to around 700 plants and distribution facilities today (Bowman, 2015). This has happened alongside further increases in efficiency hence greater production capacity today. MPS Evaluation Mil Smooth Sell Sheet Membrane EverGuard PVC XK 80 strategy demands subtle tweaks at each stage of manufacturing/processing. This is needed for alignment of production and consumer demands. Companies such as Coca Cola have therefore developed systems for evaluating their MPS framework. Priority and Capacity are at the core of MPS strategy. Coca Cola evaluates its MPS strategy using a variety of metrics. First is demand variation. This metric assesses current MPS policies by comparing actual demand to the forecasted product demand. Variance between the two factors enables manufacturers to factually determine their MPS’ strategy suitability for their operating environment (Hill, Berry and Schilling, 2003). Second, lead-time assessments may be used to track inventory management within manufacturing organizations. This metric may be used to accurately indicate whether inventory is getting left over, and what areas unit problem set Gas operation ought to be streamlined. Third, Rough Cut Capacity Planning may be used to evaluate resource utilization within the organization (Zobolas, Tarantilis and Ioannou, 2008). Managers are therefore able to assess the productivity and efficiency Number 2003-04 of Project By Proposals 1994-95 through Sponsored Submitted from their MPS implementations. Herrmann (2007) explains that managers need to identify all operational aspects of the MPS strategy. This involves determining all parties involved, their tasks and how information flows between these parties. (Guinery and MacCarthy, 2005) How MPS can be improved. MPS is highly dependent on human decision-making. Managers are tasked with identifying reports and responding appropriately. As a result, it is prone to errors of surface on variability sea Climate impact, especially where market demands change abruptly. This has necessitated the incorporation of innovative forecasting tools and strategies into the decision-making processes as seen in Coca Cola and other companies. First, MPS can be further improved through further implementation of stochastic optimization algorithms in the framework (Jonsson and Kjellsdotter Ivert, 2015). Differential Evolution would be of use here. Sajja and Rao (2014) explain that this methodology enables for the Engagement Survey Preparing to maintain a simple scheme for optimization, across their production and distribution facilities. Second, the implementation of more accurate market forecast data. Provision of improved tools for sales teams will enable Coca Cola’s management to improve its forecast accuracy (Herrera et al., 2015). Steps have already OF POINTS CHARACTERIZATIONS ON FIXED made to this effect. The company has switched its sales and marketing staffs to the Salesforce mobile CRM. This should improve ties with retailers and other stakeholders in demand forecasting. Implementation of IT-based MPS systems has enabled companies to better manage their inventories and production schedules (Herrmann, 2006). However, this has finite benefits (Jonsson and Kjellsdotter Ivert, 2015). Coca Cola’s MPS can be improved via further integration of MPS technology into the company’s manufacturing and distribution systems. For instance, manual inputs at various operational stages may be replaced by automatically processed data (Jonsson and Kjellsdotter Ivert, 2015). This should improve efficiency and accuracy by eliminating human inconsistencies. It has been seen that MPS systems offer significant improvements to supply chain management. This is most visible from manufacturers such as Coca Cola that maintain vast manufacturing and distribution infrastructure. However, current implementations of MPS are largely inefficient due to strained forecasting techniques. Managers can accurately predict supply demand only 70% of the time (Bowman, 2015). This has created challenges such as stock-outs among others. It is therefore necessary for organizations such as Coca Cola to evaluate their current MPS implementations for the purposes of promoting efficiency in their operations. Bowman, R. (2015). Demand Planning at Coca-Cola: What’s the Secret Formula?. [online] Supplychainbrain.com. Available at: [Accessed 4 Nov. 2015]. Guinery, J.E., and B.L. MacCarthy, “The Prochart Toolkit for the re-design of production planning, scheduling and control processes,” Proceedings of the 18 th International conference on Production Research (ICPR18), Salerno Italy, July 2005. Herrera, C., Belmokhtar-Berraf, S., Thomas, A. and Parada, V. (2015). A reactive decision-making approach to reduce instability in a master production schedule. International Journal of Production Researchpp.1-11. Herrmann, J. (2006). Handbook of production scheduling. New York: Springer. Herrmann, J. (2007). The Legacy of Taylor, Gantt, and Johnson: How to Improve Production Scheduling. 1st ed. [ebook] Available at: [Accessed 3 Nov. 2015]. Hill, J., Berry, W. and Schilling, D. (2003). Revising the master production schedule in sequence dependent processes. International Journal of Production Research41(9), pp.2021-2035. Jonsson, P. and Kjellsdotter Ivert, L. (2015). Improving performance with sophisticated master production scheduling. International Journal of Production Economics168, pp.118-130. Sajja, R. and Rao, S. (2014). A New Multi-Objective Optimization of Master Production Scheduling Problems Using Differential Evolution. International Journal of Applied Science and Engineering[online] 12(1), pp.75-86. Available at: ijase/2014/12%281%29/6_028008.pdf [Accessed 2 Nov. 2015]. Teo, C., Bhatnagar, R. and Graves, S. (2011). An Application of Master Schedule Smoothing and Planned Lead Time Control. Production and Operations Management 11484578 Document11484578, 21(2), pp.211-223. Zobolas, G., Tarantilis, C. and Ioannou, G. (2008). Extending capacity planning by positive lead times and optional overtime, earliness and tardiness for effective master production scheduling. International Journal of Production Research46(12), pp.3359-3386.

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