Describe a recent professional or academic experience in which you have taken an active leadership role and the impact it had on your organization.
One of the things I like most about the company I work for now is the organizational culture. We work in teams in a supportive environment that encourages creative thinking. My supervisors have a transformational leadership style that has rubbed off on me, helping me overcome my initial shyness. When I was given the opportunity to be in charge of the Nestle account, I knew it was my time to shine. In fact, my supervisor said exactly that when she handed over leadership of the project to me. It was the first time I was appointed team leader. My supervisor placed her trust and confidence in me, and through this experience I have been able to properly delegate responsibilities to other team members in ways that have led to tangible results and happy clients.
Nestle approached us for a needs assessment. They were upgrading two analytics systems simultaneously, something that I thought would be too ambitious. Several other members of the team thought as much, too, and we pondered the predicament. Our supervisor was adamant that we were not to argue with the client and simply figure out a way to meet Nestle’s needs. Thus challenged from the outset, I thought positively and brainstormed all day and night about possible solutions. Putting myself in the client’s shoes, I understood Nestle’s need for implementing these technological changes as quickly as possible. Every second counts, from their perspective. As a numbers person, though, I needed to run some initial assessments on their overall recent performance in certain key strategic areas. I also knew than Devon, one of the members of our team, had trouble accepting to any idea unless there were numbers involved. So for his sake as well as my own, I ran some initial number crunching. Finally, we had some hard data. I did a lot of this work in my own free time,...
Supply Chain Management True or False: Coca-Cola's Experience with Inventory Forecasting Supports the Principles Set Forth by CPFR In a one-word clear stand: true. The Collaborative Planning, Forecasting & Replenishment (CPFR®) System promoted by the Voluntary Interindustry Commerce Solutions (VICS) Association (Voluntary Interindustry Commerce Solutions Association, 2011) was piloted between Wal-Mart and Warner-Lambert in April 1996 (Purpura, 1997). Their CPFR collaboration allowed Wal-Mart and Warner-Lambert to jointly evaluate the supply chain in process, particularly regarding
Second, greater education about the values and benefit of this approach to managing projects needs to be completed (Brady, Maylor, 2010). Third, the inertia and lack of motivation to change needs to be quantified and shown to managers to see how their lack of commitment and urgency are hurting their businesses. All of these factors center on the value of time and its precious nature as a resource (Brady,
This shift in responsibility that a payoff can force over time needs to be dealt with from a business process management and change management standpoint over the long-term (Jacobs, Chase, 2010). By concentrating on the unique requirements and needs of the internal stakeholders, payoff analysis can be profitable and productive over the long-term. References: Juan Alberto Aragon-Correa, & Enrique a Rubio-Lopez. (2007). Proactive Corporate Environmental Strategies: Myths and Misunderstandings. Long-Range Planning,
G. Reza Nasiri, Hamid Davoudpour, & Behrooz Karimi. (2010). The impact of integrated analysis on supply chain management: a coordinated approach for inventory control policy. Supply Chain Management, 15(4), 277-289. Link: http://www.emeraldinsight.com/journals.htm?articleid=1865246&show=pdf The concept of the demand-driven supply network (DDSN) and its implications on inventory control and management are discussed in this analysis, along with examples being shown of how these objectives can be achieved despite uncertainty in key markets. This analysis
This dynamic is more than an experience effect or network effect, as it is multiplicative across the many members of the supplier network, in effect creating an entirely new platform for sharing knowledge and information. The reliance on analytics for creating the necessary integration links and platforms for decision making also dominate this phase of maturity in any supply chain network (Wang, Huang, Dismukes, 2004). With the findings that what
The benefits of this strategy however is that it provides HP with quick response to local market requirements, and alleviates the need for taking between 4 and 5 weeks to ship printers from Vancouver to Europe. Conclusions What is the most realistic, prudent and viable alternative is to first attack those processes that are broken and that in turn are causing so much confusion in the company today. These include forecasting,
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