Commoditizing the Enterprise
Management bears the fiduciary responsibility of not only correctly forecasting and planning the supply chain but also optimizing it based on industry best practices. Those best practices may include outsourcing strategies and technology solutions that streamline operations. These efforts may trend organizations toward commonality and make their supply chain resemble those of their competitors.
Using the module readings, University online library resources, and the Internet, respond to the following:
If you were in charge of making key operational decisions, would you use the approach of using industry best practices or not?
Provide reasons in support of your answer.
Give a specific example to justify your position, and then give an example that counters your argument.
In your opinion, what happens to a company’s core competencies when it divests itself of its noncore functions and outsources them?
Write your initial response in approximately 300–500 words. Apply APA standards to citation of sources.
Do the following when responding to your peers:
Read all your peers’ postings.
Comment on the following points:
Discuss your peers’ opinions on the impact on a company’s core competencies when it outsources its noncore functions.
Explain how these efforts can differentiate these firms.
Provide your point of view on your peers’ posts regarding the commoditizing of the supply chain.
Assignment 1 Grading Criteria
Justified with examples the taken stance regarding recent supply chain trends that deprive companies of their competitive advantage and showed in-depth analysis and evaluation of the subject.
Gave an appropriate counter example to the stance taken previously.
Actively contributed to the discussion by providing points of
Assignment 2: Designing Value-Based Service
As the rate of innovation increases, companies face expanding product/service lines, shorter product and service lifecycles, and more frequent product/service transitions. All of these can bring tremendous value but also pose enormous challenges and risks.
The article “The Art of Managing New Product Transitions” by Erhun, Gonclave, and Hopman from the readings for this module includes a matrix titled “Product Factors and Risk Drivers” which focuses on Intel, a company that manufactures high-tech products. Based on your readings and research, address the following issues:
Redesign the product risk factor matrix so that the factors are appropriate for a services firm that delivers traditional tax accounting and audit services. For example, among the supply risks, assume that the company relies on individuals with specific knowledge of the tax law in the jurisdictions where its clients operate, be it state, federal, or foreign.
Now, assume that the firm wants to develop a management consultancy practice. (Alternatively, you may choose to add a legal services line instead.). Create a separate new matrix that summarizes the additional risk factors for this firm launching a management consultancy or legal services line. What additional risk factors are you adding to your matrix?
Explain how the business risks differ between traditional tax and audit services and management consulting services. In your opinion, what are the three biggest risks the firm faces if it diversifies into the new service line?
Recommend whether the firm should organically grow into a consultancy service or acquire a third party to achieve new goals. Justify your recommendations.
Develop a 10-slide presentation in PowerPoint format. Apply APA standards to citation of sources..
Be sure to include the following in your presentation:
A title slide
An agenda slide
A reference slide
Headings for each section
Speaker notes to support the content in each slide
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