Swot Analysis of Indian Economy - 762 Words

SWOT Analysis of various sectors of Indian Economy. The India economy, which is the 9th largest in the world in terms of nominal GDP, can be broadly classified into three sectors: 1) Primary Sector or Agriculture Sector, which contributes about 15% to the GDP and employs around 57% of the total workforce. 2) Secondary Sector or Industry sector, which contributes about 28% to the DP and employs around 14% of the workforce. 3) Tertiary Sector or Service Sector, which contributes the maximum of 57% to the GDP and employs around 29% of the workforce. SWOT analysis of Agriculture Sector: Strengths : - * The favourable Climate and terrain of the Indian sub-continent makes it suitable for producing a variety of crops. *†¦show more content†¦Threats:- * More and more of the agricultural land is being taken up to meet with the demands of the housing and industrial sector, thereby reducing land under cultivation. * With the increase in the purchasing power of the Indians, the packaged food industry is gaining importance in the Indian market, especially in the cities and among the youth. * Some of the government policies like MGNREGA, is diverting the farm labour to other employment avenues, which could affect the agriculture adversely as it depends heavily on manual labour. * Stiff competition from the international markets, if India opens up the trade barriers in the agriculture sector. SWOT analysis of Industrial Sector: Strengths:- * With over half a billion population in the age group of 25-60 years, the industrial sector enjoys a competitive labour market. * Availability of natural resources, skilled and cheap manpower, liberal national policies provide the environment for industries to thrive. Weaknesses:- * Due to India being a democratic country and a mixed economy, the industry has to adhere too many of the protectionist policies of the government, which affects the industry adversely. * The complex labour laws and other political barriers, prevents the industries to work at the best of their efficiency, thus effecting productivity. Opportunities:- * With the rise in the incomes of the Indians, especially the Indian middleShow MoreRelatedTerm Paper649 Words   |  3 Pages | |Post Recession Recovery: Indian Context|-----do------- | |5 | |ITC e-chaupal: Strategic Advantage of |-----do------- | | | |CSR | | |7 | |Foreign Investment in Indian economy - |-----do------- | | | Read MorePresenters Notes For Slide 42052 Words   |  9 Pagesrebalancing is leading this time to entire countries coming close to collapse. Ie the PIIGS (Portugal, Ireland, Italy, Greece, Spain) *The Chinese are unable to grapple with the new challenges that come with becoming the world’s second largest economy and key driver of demand. India must use the opportunity provided by China’s and the World’s economic problems to get its own growth engines revving. It must do five things: 1. 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Site Layout Planning Ealing W5 5rf Free Essays

string(40) " to use the Regulations in our project\." Real Site Layout Map Site Layout Briefing It is important to maintain a high standard of duty, facility, resource management, in accordance to the Health and Safety CDM Regulations, in order to convey a better atmosphere for all members of staff and workers. The following will analyse all aspects of our Construction Management Project Plans, to ensure how we will create a satisfying duty of care to all members of the construction team working for the UWL Student Accommodation Project 2012/2013. Site Location University Of West London, Park Road Via St Marys Road, Ealing, W5 5RF. We will write a custom essay sample on Site Layout Planning Ealing W5 5rf or any similar topic only for you Order Now The new building will be constructed on an unused field area, and car park, belonging to the university. The construction site is bounded by protected trees, at the south side of the building, parallel to a public building (YMCA), and the boundary on the west and north side of the building, which leads to the main and side road. The projected building will be built within the white box on the Real Site Layout diagram, and Blue of the Map Site Layout diagram. Site Setup and Logistics In order to meet the CDM and Health and Safety obligations, it will be necessary to afford a fully functional and compliant temporary site accommodation arrangement as part of the site setup. Prior to commencement on site, the site setup will include perimeter site hoarding equipped with appropriate safety and way-finding signage, lighting installations, and set of gates for vehicle entrance. The perimeter safety segregation system (I. e. Heras Fencing) is to be erected and equipped with appropriate safety and way-finding signage. Clearly defined access routes will be defined both within the site and the surrounding roads and sites in accordance to the management plans and with particular attention to the segregation of pedestrians, plant and vehicle. The delivery, storage and distribution of materials will form part of this plan. Site Accommodation Welfare Facilities After having judged the situation at the site, with the documents of the feasibility report, there isn’t sufficient space to have (as promised), an accommodations site on the premises of the project. The temporary site accommodation will be located in the student car park of the University. The site accommodation will include suitable and sufficient sanitary conveniences. Supply of Water will be available through the water pumps of UWL into the rooms, toilets, sinks†¦ The room will be kept clean and tidy by the occupiers, and will be checked by a warden, so this rule isn’t breached, and is kept in an orderly condition. Adequate supply of drinking water will be put in few places as part of welfare facilities through drinking water fountains, and kitchen facilities. For Health and Safety reasons, water fountains and supply of drinking water will be marked with an appropriate signage, and sufficient number of cups will be provided. Washing Facilities will include: * A supply of clean hot and cold, or warm, water (which shall be running water so far as is reasonably practicable); * Suitable means of cleaning, such as soap, shampoo, and; * Suitable means of drying: towels, hand dryers, blow dryers. Washing Rooms will be ventilated, and given required lighting. They also will have to be kept cleaned and maintained. In order to minimise costs in welfare facilities, instead of having separate washing facilities for men and women, the multiple bathrooms will be individually shared, with an internal lock to prevent others coming in. This is more efficient as the number of males will dominate those of females. The accommodation will acquire changing rooms lockers and sufficient spacing in these facilities, especially when the workers have to wear special clothing for his/her work and duty. Work may be on-going during rain; hence, facilities for drying areas for clothes, and seating will be set up in the accommodation. Lockers will also be provided near the changing areas in order to keep work uniform, clothes that haven’t been torn during the work and personal belongings safe. Damages to these will be at the occupier’s liability, not the site officer/warden/security/manager. Rooms and Resting areas will be prepared to be satisfying to all users. The rooms will be a hostel style living accommodation for all males, and separate ndividual rooms for females. Within 4 cabins as posted on the site layout, hostel dorm for males will consist of 14 beds, 7 in each cabin, and on cabin with 5 small rooms for ladies. Premises for accommodation will be handed to those living most further away, and to those who operate and work on a 24 hour shift. Others will have to live at their own homes, and travel to the site, or find accommodation in hotels nearby, with the assis t of the construction team. Traffic Control Staff will control traffic into and out of site No Temporary light signals will be used, as it will delay public traffic times, won’t be efficiently used, and will cost more money to hire. Vehicle Movement into and out of site will occur around the Pink outline. Trucks and heavy machinery have been seen going into this outline and moving out safely and securely. Parking on Park road will be stopped until Kerrison Road, to ease movement of heavy machinery into site through Park Road, and make sure that cars do not get effected by any flying debris, which could lead into court appearances. Health and Safety Report The construction industry has the highest rate of accidents in the workforce. The diagram on the left proves data collected in 2008, which shows the multiple numbers of fatalities in the construction sector in comparison to other Work Sectors. In the production of the UWL Student Accommodation St Mary’s Road Ealing, our aim is to reduce accidents and fatalities as much as possible. Accidents are naturally occurring and unpredictable but controllable. This Health and Safety report will analyse the CDM Regulations 2007, and will in-corporate on how efficiently to use the Regulations in our project. You read "Site Layout Planning Ealing W5 5rf" in category "Essay examples" This Health and Safety Report is a part of Risk analysis, hence following according to the HS structure will reduce the for-see-able risks. Safe places of work Access movement in and out of the construction site must be safe and practical. Walking distances must be short at all working times to cut down non-productive times amongst each of the workers on the field. The rea marked in yellow is the region where staff and workers will be making most movement. During the construction periods, it is important to keep the walking distances at a minimum, not only to cut down on non-productive time, but it will reduce damages to humans by falls, trips, falling and fallen debris. As the construction process is underway, the space will become more confined and little, due to the presence of the new building, hence, it is important to take vital care when crossing the site in such a tight area, to be further aware of accidents and to respect the Health and Safety Regulations. The area does consist of enough working space for all members of the team to work in a safe manner. Good Order and Site Security Every part of the construction must be kept in good order in the means of tidiness and cleanliness. The construction site will consist of a perimeter identified by suitable signs and be so arranged that its extent is readily identifiable, and be fenced off. See also fencing in the Site Layout Report for more information about fencing around the perimeter of the site. Sharp materials, such as projected nails, must be placed in good storage areas to reduce piercing people. Other construction projects, according to the CDM Regulations, do not allow timber with projected nails on site due to the Hazard danger of such equipments, therefore our alternative advice is to keep sharp objects, and all other materials that is a potential risk if not taken care of, to be stored appropriately, and used when needed. Site Security areas have been denoted on the Site Layout Plans. These sites will operate on a 24h basis. Construction materials and recourses are a high value for money, and hence, vandalism in construction is high at a time of economical downturn. Therefore, guards will be on patrol for 24 hour on the two areas located on the Site Plan. The site security will have to control the site premises, take care of all the site equipments, watch out for theft, and vandalism on non-operational times. During Operation periods, security will have to take control of vehicle movements in and out of the building, help with vehicles turning around, and check all the staff and worker’s badges before being let onto the site. Security check and report accidents and fatalities in the Risk Assessment and Health and Safety documents. Stability of Structure It is important to make sure that any part of the structure that may become un-stable with different load bearings or high wind loads, become notified to all members of the team on site, who may be affected if un-cautioned. Foundations, buttress, and temporary supports, such as scaffolding, must be designed used, to make sure they can adapt to the calculated load bearings and impact loads, so the building can remain stable, and none of the supports fail to collapse the building or the supports itself fall from a high distance. The load bearings, wind loads, impact loads, and snow loads have been calculated by the civil engineers, will provide exact figures, as to which the contractors will abide to, and design the supports in the safest manner. Excavation During the Excavation process, it is vital that nothing collapses into the region of excavation. There must be sufficient spacing between people, pile foundations and plants on the site. Neighbouring roof-tops must be checked to make sure that during the excavation process, nothing falls from these buildings into the excavation which may cause potential hazards for this stage of construction. The most potential building that may cause an issue for such reasons is the YMCA building next to the site, and its roof top must be verified. Excavation process must be inspected at the start of the shift, followed by regular interval checking, and finally at the end of the shift. Any material trapped in the excavation will cause a high health and safety issue for the employees, and also will affect the stability of the building a few years from completion. Reports of Inspection Dates when the QS and the Health and Safety Assessor will come and inspect the work have been noted on the Microsoft Project Scheduling, underneath the notes column. The QS will assess the progress of the work and supply information to the clients to supply the company with the income. Therefore in the inspection of the QS, if the project is working under the deadline, the income and profit will be below that of the project plan. The Inspection Report will be mentioned to the person in charge of the operations of the factors that needs to be amended to satisfy that report before further work can be carried out in a safe manner. Energy Distribution Installations Energy will come from the UWL campus Ealing. If more is required, then an electricity generator will be brought onto the site (shown on the left). The generator will need to be checked and revised before usage for safety requirements. Electric cables will run safely on the site, away from danger of being but off by plants, or by congestion. Gas will be distributed to Welfasre facilities from UWL. The student Car park has been cut off from Student and UWL staff, so that they are not at risk from un-known un-told danger, which the staff of the construction unit would be aware of whilst using the facilities. How to cite Site Layout Planning Ealing W5 5rf, Essay examples

Implementation of Predictive Control Strategy

Question: Discuss about the Implementation of Predictive Control Strategy. Answer: Introduction At present, most of the business organizations are dealing with lots of data. In this context, the traditional database systems are not enough. Information systems are the most viable solution for handling the huge amount of complex data through the computer system. Actually the information system is a software program that helps to managing the operations of the organizations in customized way. The report is prepared for a company to critically discuss the application of IS/IT strategy in the organization and how it helps the organization to gain competitive advantage over the other companies in the current market. It is a difficult for the organization to choose an appropriate IT/IS strategy to align the goals of the business with the strategy. The organization need to follow some internal and external factors for the success of the organization and maintain a sustainable growth for the organization. They also need to develop a unique strategy to distinguish themselves from its competitors in order to stay ahead in the market place. Successful example of using IT/IS strategy for gaining competitive advantage The successful example for the successful implementation of IT/IS strategy in the current business process is Amazon. The company have aligned its business goals with its IS/IT strategy and thus gained a competitive advantage over other companies. Amazon started its business as a online book retailer in the year 1995 (Newcombe et al. 2015). The company received a huge response within a month selling books over 40 different countries and continued to grow its business throughout the world. The main person behind the success of Amazon was Jeff Bezos (CEO) of Amazon and he was responsible to operate with different companies. The company believed that innovation is the key to success and started implementing innovative ideas in their business to gain competitive advantage over its competitors like eBay (Peters et al. 2014). The company introduced new innovative services like Amazon locker, some new apps like Amazon flow, etc. Amazon success factor can be divided into seven components and they are as follows: Management Innovation Customer Service Execution Diversification Management- The aligning of business IT with the current business strategy helps the organization to get a better market position and it involves building business related activities that are important for the business. The employees or the IT professional are sent to different seminars and business events for gathering knowledge and the new recruitment is done on the basis of educational background and skill for the junior level IS/IT position (Rothaermel 2015). Furthermore training programs are arranged for the old employees working in the organization to improve their skills and learn about the new technology used in the business. Innovation- Amazon stands to be the most innovative company it is the innovator of the Amazon kindle app using which the user can access eBooks and read it from different geographical location. Amazon also introduce Amazon Prime service for faster delivery of products and use of drone for delivery falls under the innovation strategy of Amazon (Newcombe et al. 2015). Customer Service- Amazon have a satisfactory customer service for its customer and uses different medium to reach the customer. The customer can launch a complaint regarding the product and amazon reach the customer doorstep to solve the problem and thus it build a good relationship between the company and the customer. Execution- The working of Amazon is unique from the other online shopping websites. It has merged with different small retailers to sell a variety of products at a minimal price. Diversification- Amazon diversified its business from an online book retailer to selling electronic and house hold goods (Rothaermel 2015). The increase in the demand of the products and their satisfactory service to the customer have lead amazon grow its business throughout the world. Success factor for the companys success The success factor that lead Amazon to grow its business and take the lead position in the market is due to the hard working and management of its employees and business. The strategies are developed analyzing the current market scenario and they are aligned with the current needs of the customer. The main factor for the success of Amazon is the prediction power about the future scope in the market and aligning the information system with its business (Newcombe et al. 2015). The result of a good prediction is an increase in organizational power. Taking of decision in a centralized manner is also an important factor for the company because it involves all the higher level manager and a better decision can be taken with the involvement of all the stakeholders. If there is a change made in the strategy, procedure and organizational rules there is a need to change the software of the information system (refer to Figure 1). There is an interdependency acting on the information system and the organizational goals, here technology plays an important role in the alignment of the IS with the business approach. There is an interdependency on the kind of IS framework used for the assistance for achieving the goals (Pearlson et al., 2016). Figure 1: Change in strategy (Source: Ward and Peppard 2016) With the introduction of the information system the different marketing strategies are lined with the information system. The information system planning must be monitored to change it according to the change that may arise due to modification of strategy or change in the requirement of the organization. Unsuccessful example of using IT/IS strategy for gaining competitive advantage The unsuccessful example that implemented IS/IT strategy for gaining competitive advantage is Compaq. The company have the IS/IT strategy but not timely and it became too late for the company to recover its business process. The management of the information system is a difficult task in IS/IT management. There are many research conducted on the problem of alignment of the IS/IT strategy in the current business process of an organization (Dykman, Davis and Lamb 2013). There are three steps that can be taken as a manager for IS alignment to reach the organizational goals like improving the strategy for the implementation of the information system, integration of technology with the information system and support for the commercial vision in strategic information system initiative. Compaq failed in their business due to lack of planning and missing of the timeline when the IS/IT would be applied for the growth of the organization (Peppard, Galliers and Thorogood 2014). The company could not align the IS/IT with their business and the wrong decision taken by the executives of the company lead to a failure. The company merged with IBM and HP to produce low end systems and later on HP acquired Compaq and it was discontinued (Dykman, Davis and Lamb 2013). It face lots of struggle with its major competitor Dell it merged with different companies to grow its business but the lack of communication and RD investment also lead the company to fail in its business. Lessons learned from unsuccessful implementation The answer varies depending on the circumstances. The technological decision is derived by the strategic planning, choosing a new technology for the benefit of the organization without having a clear idea about the technology have no utilization for the organization. Huge investment is required for the implementation of new technology and if the technology is not understood by the user then the company might face a loss (Peppard, Galliers and Thorogood 2014). Thus in order to implement a new technology for the organization the organizational goals and the current position of the organization must be understood. This helps in pursuing a suitable action required for the implementation of the new technology (Dykman, Davis and Lamb 2013). Every organization, regardless what type or size, should have a strategic plan in place. The direction for making strategic decision and allocation of the resources to continue the directed strategy is defines under the strategic planning of the organiz ation (Rothaermel 2015). The main purpose of making a strategic planning for the organization is to outline the priorities of the organizational needs that would help the organization to reach its goal. It also allows the organization to collaboratively align with the organizational goals in a significant way to make a strategic idea about the organization, about the organizational goals and the change of the organization according to time (te Brmmelstroet 2013). An effective strategic planning process results in a sustainable, integrated and flexible strategic vision framework for the years ahead. The contenders should also be analyzed and focus on the upgradation capability of the organization by keeping a niche on the market. The company should also have a focus on leverage of local assets in the current market segments where the global contenders face difficulty to reach (Rothaermel 2015). The focus of the company should be on the expanding into the market related with the current business of the organiz ation. Suggestion for internal and external factors influencing success and failure of the organization There are many ways which can help the organization to successfully implement IS/IT strategy in their current business process and take it to the leading position in the market (Frahm 2016). The organization must adopt the strategy at the beginning and this helps the organization to dodge the rivalries. The company must focus on the local market and link the value chain to enter the global market scenario. The organization planning to implement IS /IT strategy should follow the following recommendation: Adoption of the technology at the early stage would help the company to gain first move advantage (Mitchell 2013). The first mover gain the advantage of offering the new technology and service to its customer and thus creating an impression on the mind of the customer. Application of information technology for gaining competitive advantage and build a customer focused business using the information technology. The business can be re-engineered to according to the current needs of the market to improve the cost, service, speed and quality (Peppard, Galliers and Thorogood 2014). Cross functional system can also be applied like ERP, SCM and CRM for making fundamental change in the business process or fixing poor design. Building an eco-system model coupled with independent network of supplier, partner, distributer and alliances (Bamberger, Biron and Meshoulam 2014). The organization should build a good business model with the stakeholders to gain competitive advantage. Implementation of the value chain in the business would help the business organization to overview the activity of the organization as a chain of process which adds value to the product and service to the customer (Rothaermel 2015). The value chain also helps the organization to find the value of the business towards its customer. Sustainability of the gained competitive advantage In order to remain in the leading market position the gain competitive advantage over the other companies in the market an organization need to constantly evolve and implement innovative strategies in their current business process (Andreev, Voronkov and Shafigullin 2013). Adapted to overwhelming situations in secured markets, the organization face more competitors than it is expected by the organization. The competitors can compete with the low cost products with same quality, innovative strategy to attract more number of customer, unique products, effective brands that have more brand value and loyalty of the customer. Regularly, the very survival of nearby organizations in developing markets is in question (Andrews et al. 2012). To maintain a long term sustainability the assets of the organization should be aligned with the characteristics of the industry. The development of the business should be done sustainable to remain in a leading position for a long term. Sustainable develo pment can be categorized into different fields like social sustainability, ecological sustainability or economic sustainability. (Grant 2016). The movement of the business should be done after analyzing the sustainability of the step taken by the organization. The business should have a corporate social responsibility that helps the organization to efficiently manage its resources and build a relation with the society and thus gaining better position in the market. The shortcomings of the rivals must be analyzed and it should be made strong in the organization to compete with the rivalries in the market. The using of organizational standards like ISO 9000 standards would also help the organization to maintain standards of the products manufactured or the service provided by the organization (Harvey and Kitson 2015). The use of ecofriendly systems and low power devices can also be helpful for a sustainable growth of the organization. The business organization must be eco efficient which includes the delivery of the products with good quality and competitively priced that supports the needs of the customer but have less impact on the environment. The sustainable development of the products also includes manufacturing of the products with minimum wastage of the raw material. With the reduction of the wastage of the raw material the organization is profited and the efficiency of the system increases (Chang 2016). Different business sectors have sta rted implementing sustainable development for their business. Thus sustainability of a business to remain in the leading position can be achieved with the sustainable development of the organization. The sustainable business practice should be applied in the business management and the organizational should be able to go beyond the traditional system (Ward and Peppard 2016). The organization should adopt new technology and innovation for aligning their business with the recent market trend and gain competitive advantage. Conclusion It can be concluded that the implementation of the IS/IT strategy in the business process of an organization can help the business to gain competitive advantage over other companies. The implementation of the IS/IT strategy should be done by the organization after a detailed analysis of the current business process of the organization and the needs for the organization to implement the strategy. There company faces different challenges regarding the management of the current resources of the organization and aligning the IS/IT strategies with the goals of the organization. References Andreev, V.A., Voronkov, A.A. and Shafigullin, L.N., 2013, March. Implementation of predictive control strategy for maintenance of fiber optic communication lines. InOptical Technologies for Telecommunications 2012(pp. 87870F-87870F). International Society for Optics and Photonics. Andrews, R., Boyne, G.A., Law, J. and Walker, R.M., 2012.Strategic management and public service performance. Palgrave Macmillan. Bamberger, P.A., Biron, M. and Meshoulam, I., 2014.Human resource strategy: Formulation, implementation, and impact. Routledge. Dykman, C.A., Davis, C.K. and Lamb, A.J., 2013. A Case of Mergers: The HP Experience.Journal of the International Academy for Case Studies,19(1), p.29. Frahm, J., 2016. Effective strategy for lean implementation under a culturally diversified environment case: Danish subsidiary in Indonesia.The TQM Journal,28(3), pp.377-389. Gollenia, L.A., 2016.Business Transformation Management Methodology. Routledge. Grant, R.M., 2016.Contemporary strategy analysis: Text and cases edition. John Wiley Sons. Harvey, G. and Kitson, A., 2015. Translating evidence into healthcare policy and practice: Single versus multi-faceted implementation strategiesis there a simple answer to a complex question?.Int J Health Policy Manag,4(3), pp.123-126. Hefner, J.L., Hilligoss, B., Knupp, A., Bournique, J., Sullivan, J., Adkins, E. and Moffatt-Bruce, S.D., 2016. Cultural Transformation After Implementation of Crew Resource Management Is It Really Possible?.American Journal of Medical Quality, p.1062860616655424. Keyes, J., 2016.Implementing the IT balanced scorecard: Aligning IT with corporate strategy. CRC Press. Mitchell, A.J., 2013. Screening for cancer-related distress: when is implementation successful and when is it unsuccessful?.Acta Oncologica,52(2), pp.216-224. Newcombe, C., Rath, T., Zhang, F., Munteanu, B., Brooker, M. and Deardeuff, M., 2015. How Amazon web services uses formal methods.Communications of the ACM,58(4), pp.66-73. Payne, A. and Frow, P., 2016. Strategy and implementation.The Marketing Book, p.439. Peppard, J., Galliers, R.D. and Thorogood, A., 2014. Information systems strategy as practice: Micro strategy and strategizing for IS.J. Strategic Inf. Sys.,23(1), pp.1-10. Rothaermel, F.T., 2015.Strategic management. McGraw-Hill. te Brmmelstroet, M., 2013. Performance of planning support systems: what is it, and how do we report on it?.Computers, Environment and Urban Systems,41, pp.299-308. Verloo, M., 2016. Mainstreaming gender equality in Europe. A critical frame analysis approach.? ? ?,117(117), pp.11-34. Ward, J. and Peppard, J., 2016.The Strategic Management of Information Systems: Building a Digital Strategy. John Wiley Sons.

Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company Essay Example

Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company Essay Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company September, 2012 Introduction The role of operations management (OM) requires a great deal of responsibility. No matter the size or type of business, the technique and knowledge applied by an operations manager when planning, organizing, staffing, leading and controlling, can make or break a company (Heizer Render, 2011). Harley-Davidson Motor Company is a prime example of a goods producing organization with a history of unstable performance and successful achievements all affected by OM role. The following paper is an overview pertaining to policies, processes, and methods of OM at Harley-Davidson and acknowledgment of how todays’ OM decisions affect HD’s future as the number one motorcycle manufacturer. Background Harley-Davidson was founded in 1903 in Milwaukee, WI, by William Harley and brothers’ Walter, William, and Arthur Davidson. In 1929, 241 U. S. motorcycle manufacturers were in business but the Depression would find only Harley-Davidson and Indian remaining, until Indian closed its doors in 1953 (H-D History, 2012). Harley-Davidson would spend the following decades in aggressive financial struggles, periods of lowly manufacturing, and relentless foreign competition. Today, Harley-Davidson is a worldly traded organization, a cherished icon, and testament to the survival of an American business. Who is HD? Harley-Davidson is known for manufacturing heavyweight motorcycles in custom, cruiser and touring models in the U. S. and now with assembly operations in India and Brazil. HD’s domestic plants are; 1) York, PA, maker of Softail models, 2) Tomahawk, WI, for saddlebags and windshields, 3) Kansas City, MO, home of Sportster ®, Dyna ®, and VSRCâ„ ¢, and 4) Menomonee Falls, WI, an 849,000 square foot powertrain facility (Factory Tours, 2012). Aside from small scale custom cycle shops in the U. S. , Harley’s primary competition manufactures overseas. The long-standing Japanese competitors of HD are Yamaha, Suzuki, and Honda. Supply Chain Characteristics Consumers intent on buying American-made can be assured Harley-Davidson still lives up to its patriotic reputation. We will write a custom essay sample on Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Even when cheaper parts are available offshore, HD’s Strategic Sourcing Program (SSP) requires use of domestic manufacturers and suppliers in most all cases, effectively preserving customer perception of HD as an American-made brand (Jesse, 2011). Manufacturing American-made motorcycles with American-made parts lends credit to a definitive supply chain characteristic of Harley-Davidson. Supply Chain Strategy A substantial percentage of Harley-Davidson’s motorcycles’ are internally produced but HD cannot survive without help from a few critical suppliers helping complete the overall production processes. Of the 6 supply-chain strategies defined in Operations Management, Heizer and Render (2011) define the use of few suppliers as a strategy for establishing long term buyer / vendor relationships which ultimately yield reliability and cost savings over time. For Harley-Davidson, hiring limited-long-term-suppliers is a major contribution to improved manufacturing consistency in its present day motorcycles. Negotiation Strategies Due to shear diversity of parts and materials required in production of a motorcycle, one can presume Harley-Davidson might prefer a combination of three collective strategies when negotiating and selecting suppliers. Cost-Based Pricing would likely be preferred when determining long term suppliers, Market-Based Pricing for optimum pricing of raw material commodities of frame construction and drivetrain components, and Competitive Bidding, primarily when pricing new HD projects. Suppliers must be familiarized with HD’s Concurrent Product and Process Delivery Methodology (CPPDM) and HD’s alignment with the Automotive Industry Action Group (AIAG) Production Part Approval Process (PPAP) to effectively validate and approve parts for use in production (Production Part Approval for Purchased Product, 2012). Basically, all Tier 1 suppliers seeking a role in the production of HD motorcycles cannot get past the front door without successful completion of HD’s PPAP. Performance Improvement of the Supply Chain Not long ago HD’s supply-chain was an imbalance of separate departments not focusing on their core competencies. Engineers were hiring suppliers when they should have been designing and while production was jeopardized by suppliers unable to meet commercial demand. Not only were purchasing and inventory costs increased as result of inadequacies but operations went from 11% of revenue in 1990 to 17. % in 1993 (Klamath, 2008). Recognizing the downward spiral, Harley switched to an integrated purchasing program complete with knowledgeable buyers, e-procurement, and strengthened supplier relationships. As of 1990, HD reduced an excessive 3,000 MRO suppliers to a concentrated group of 3 and hired a critical group of OEM suppliers for 80% of its purchases (Kamath, 2008). Consci ously eliminating suppliers has significantly improved cost, quality and timing. Maintaining Competitive Advantage Harley-Davidson does not compete on cost because a Harley almost always costs more than a competitors model. Instead, HD’s competitive advantage based on value and differentiation. Described by Heizer and Render (2011), differentiation is a product or services’ ability to achieve above expected characteristics and elevate overall consumer value be it through convenience, features and / or service related. HD differentiates itself through concentration intense concentration on their only product, making motorcycles, while competitors have since diversified into other motorized products. Aside from an all-encompassing brand and culture, Harley-Davidson creates value by implementing exceptional product quality, unique product features, and high quality service or elements people are willing to pay more for. Global Business Strategy Harley-Davidson has answered a call to global competitiveness by stretching its reach to Brazil, Asia, India and Australia. Although full production is not overseas yet, HD competitively markets highly demanded American-made units through CKD or completely-knocked-down assembly plants. The CKD assembly facilities located in Brazil and India allow HD to avoid high import tariffs and lower prices on motorcycles by 20-25 per cent therefore effectively going up against foreign competition (Miller, 2012). As for China, Japan, and Australia, each region still imports HD motorcycles via CBU (completely-built-unit) dealerships. The Asia Pacific market. Asia has become a primary region of focus for numerous global-minded companies. In 2001, the HD Asia Pacific headquarters opened in Singapore, securing Harley’s commitment to growing its Asian market. In 2010 alone, the Asia Pacific region accounted for 9. % of total sales making it critical for all functions of development and support including sales, marketing, and dealer development to be represented in its new headquarters (Harley-Davidson Motor Company, 2011). Projected numbers now indicate nearly half of Harley-Davidson’s sales will be from international markets. In 2010, international sales accounted for 35. 5 percent of total unit volume with a projection of 40% by 2014 (Harley-Davidson Motor Company, 2011). Based upon current figures, it is safe to predict HD’s strategic plans for globalization will be essential to the Company’s continued growth and competitiveness. Production Process Restructured Like most automotive manufacturers, Harley-Davidson’s production process has been assembly line-based and / or repetitive production focused for decades. With modern advancements in process technology and implementation of new labor agreements, HD is presently making changes along all production processes. Starting in Kansas City, HD’s restructuring of production processes will generate $15 million in savings by 2013, increase flexibility of seasonal production, and create the capability of adding customer preferences along the assembly process including customizations (HD-News, 2011). HD’s end result will be a more process focused strategy and ability to compete better globally. Customer Interaction When comes to production, customer interaction can often complicate things, simply because trying to meet customer demand can change a process or way of doing business. In today’s competitive environment, however, being more customer-centric is essential in gathering valuable customer input. In HD’s case, information gathered, may even be applied to the motorcycles it produces? For example, in 1993, Harley Owners Group (HOG) became a platform for obtaining customer feedback while SAP (Simple. Advanced. Powerful. ) Community Network is used more recently for pulling data from HD’s CRM program containing hundreds of customer touch points (Clark, 2011). On the surface, a HOG gathering may appear as a party for fellow Harley riders but inside is a 20 year tradition of building brand while learning what customers want. Technologies Used in Production If Harley-Davidson failed to invest in modern advances of production they find themselves incapable of keeping up with present day demand and productivity. Fortunately, HD continues to reinvest in technology having significant impact on efficiency and production. HD recently installed 100 Automated Guided Vehicles (AGVs) in York, PA, a plant normally designed for producing only Softail, to a plant now capable of adding Trike and Touring models through basic reconfiguration of assembly within days (Barrett, 2011). HD’s restructuring plan, while costly and time consuming, will put Harley-Davidson on the forefront of equipment and technology solidifying its production capability. Commitment to Quality and Excellence Building two-wheel machines creates an inherently greater risk to consumers, more so than the common automobile, making the need for quality assurance critical in every motorcycle it produces. Harley-Davidson is ISO 9001 certified and therefore requires the same of it suppliers of original equipment (OE) parts, production replacement parts, and any parts related to final products (Supplier Quality Systems Requirements, 2012). With ISO 9000 being the only internationally recognized quality standard, Harley-Davidson’s certification demonstrates a commitment to quality for both domestic and global consumers. Measuring Quality Just as Harley-Davidson meets ISO 9000 standards and requires the same of its suppliers, the same goes for measuring quality. According to Harley-Davidson’s Advanced Product Quality Planning process (APQP) a Process Flow Diagram or Flowchart is the foundation of quality measurement and Process Control Plans (which must meet AIAG requirements) become the output of APQP (Guidelines for Successful PPAP Submissions, 2012). With Total Quality Management (TQM) becoming a standard commitment by most organizations the consumer of high end products such as Harley-Davidson otorcycles can feel safer riding off the lot. Inventory Methods Assembling a motorcycle from the ground-up requires many independently demanded components, making a Material Requirement Planning (MRP) environment the ideal inventory method at Harley-Davidson. Sharing a likeness to Kanban, HD’s MRP consists of two processes; 1) Push MRP, based on ordering material consumed by planned production and sales forecasts, and 2) Pull MRP, based on ordering material used by HD, dealers, and merchants (Material Forecasting and Replenishment, 2012). Mechanisms used to indicate needed materials are Min-Max Stocking Levels, Automatic Backflush, Material Trigger Cards, and Empty Carts, Racks or Containers. HD also utilizes Supplier Managed Inventory in certain locations. ERP. When MRP-MRP II programs are working effectively many companies step into an Enterprise Resource Planning (ERP) to fully integrate of internal / external business processes, practices, and information. HD’s plans for ERP in York, PA originally scheduled for spring 2012 were pushed back after discovering more complexities with parts and handling than anticipated (Barrett, 2012). Once combined MRP-ERP are operational, HD will better align itself in retaining its position as the number one selling motorcycle nationally and globally for years ahead. Operational Planning Policies Even though Harley-Davidson’s production facilities’ share common workflow characteristics, each work environment varies in size, work flow process and overall activity. Operations managers of each location are faced with the task of labor planning and job design for achieving optimal performance and employee satisfaction. HD refers to methods for managing operational conditions as Capacity Management. Capacity Management uses the formulations of Overall Equipment Effectives (OEE) and Capacity Calculation to determine maximum rate of output a plant is able to produce under a given set of assumed operating conditions (Capacity Management, 2012). Clearly understanding operating conditions including shifts per day, number of days in the week, and employment levels allows an operations manager to create precise and accurate production plans. Lean Processes Lean operations and Just-In-Time (JIT) approaches have worked well for Harley-Davidson but success did not happen overnight. Since World War II, HD has made attempts at improvement of operational procedures and process strategies with various success but lean processes took complete precedent in the early 2000’s. In his book, The Lean Machine, former Product Development Director, Dantar Oosterwal, talks of HD doing well in 2002, but bikes were being manufactured faster than customers buying, so an opportunity to innovate on Lean principles became as apparent solution (Moving to lean product development, 2010). Results from Oosterwal’s Lean Process Development (LPD) at Harley-Davidson not only improved time to market and throughput but significantly increased quality. JIT and suppliers. Harley-Davidson’s supplier partnerships are also critical to the success of its JIT programs. Without good communication and trust between owner and supplier waste removal and improved quality would not be achieved. HD’s Material Forecasting and Replenishment program points out the fact many suppliers mistake JIT for a method of inventory reduction but HD stresses the ultimate goal of JIT is supply chain excellence (Material Forecasting and Replenishment, 2012). Conclusion From JIT to MRP, Harley-Davidson is an example of a company whose success rides on the shoulders of its operations management. What was once a struggling, U. S. -based producer of heavyweight motorcycles is now an international phenomenon with a culture and brand all its own. With today’s poor consumer confidence and high unemployment, few companies can proclaim an 11% gain in international sales in 2011 (Barrett, 2011). The success of Harley-Davidson, however, is dependent upon the leadership and strategic planning of its operations management. The OM role will continue to be challenged well past 2012 as Harley-Davidson aims for more global growth and efficient manufacturing. References Barrett, R. (2011). At Harley-davidson in york, a whole new way of doing things. Retrieved from http://www. jsonline. com/blogs/business/123454069. html Barrett, R. (2011). Harley-Davidson is changing to adapt here and globally. 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