tag:blogger.com,1999:blog-12907911494518028392024-03-06T12:02:10.819-08:00Supply Chain ManagementMirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.comBlogger13125tag:blogger.com,1999:blog-1290791149451802839.post-24648338428645795532010-05-23T05:04:00.000-07:002010-05-23T05:04:23.700-07:00KPI's for Supply Chain Excellence...................<strong>Coming Soon.......................</strong>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-6629924621332353842010-05-23T04:51:00.000-07:002010-05-23T04:57:15.730-07:00Passion or Purpose<div style="color: #330000; text-align: justify;"><span style="font-size: large;"><span style="color: #38761d;">Dear friends welcome to scmpk that is your own blogg. The holy purpose of my blogg is to provide all information regarding supply chain management & Strategies in Pakistan and rest of the world. Where did this concept come from? What are the good practices in supply chain management and emerging strategies. How information technology transform the entire supply chain. How can you transform your business in uncertain environment by implementing a competitive tool like supply chain? Why and how this concept becomes major competitive weapon for 21st century business success? All information which are important for understanding Supply chain management will be provides in easy and precise means that will definitely motivates you to pursue your career in supply chain management.</span></span></div>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-45033303632830012562009-05-27T02:59:00.000-07:002010-05-23T04:46:05.045-07:00Seven Steps To RFID Sanity<style>
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<div class="MsoNormal" style="text-align: justify;"><span style="font-family: "Georgia", "Times New Roman", serif;"><span style="color: black;">RFID clarity is best achieved through action. Once you have completed the analysis phase, the only way to learn the true value of RFID is to start testing the technology in a desired application. Follow these simple steps for a more successful implementation:</span></span></div><div class="MsoNormal" style="text-align: justify;"><style>
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</style> </div><div class="MsoNormal" style="font-weight: bold; line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Step 1: </span></span></div><div class="MsoNormal" style="line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Understand your visibility requirements. What items do you want to read? Where? How often? From what distance?</span></span></div><div class="MsoNormal" style="font-weight: bold; line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Step 2: </span></span></div><div class="MsoNormal" style="line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Query other end users about recommendations for trials. What to do? How to do it? Recommended technologies? There are many experienced end users who are willing to share their knowledge.</span></span></div><div class="MsoNormal" style="font-weight: bold; line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Step 3: </span></span></div><div class="MsoNormal" style="line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Move into the action phase in a real-world setting. Put tags on things, and set up readers at the points you seek enhanced visibility – outside of the lab environment.</span></span></div><div class="MsoNormal" style="font-weight: bold; line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Step 4: </span></span></div><div class="MsoNormal" style="line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Evaluate technical performance. Do you get reliable reads? Does it properly update your application?</span></span></div><div class="MsoNormal" style="font-weight: bold; line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Step 5: </span></span></div><div class="MsoNormal" style="line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Assess the economic benefits. Is it better than what you are currently doing?</span></span></div><div class="MsoNormal" style="font-weight: bold; line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Step 6: </span></span></div><div class="MsoNormal" style="line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Understand the impact. How does the technology affect business processes? Are there integration issues with enterprise systems?</span></span></div><div class="MsoNormal" style="font-weight: bold; line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Step 7: </span></span></div><div class="MsoNormal" style="line-height: 150%; text-align: justify;"><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: black;">Make a decision. Decide whether or not to move forward with a larger scale implementation; refine the trial using different processes, technologies, items and/or read points; or cease activity.</span></span></div>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-91288991981137071472009-05-24T04:13:00.001-07:002009-06-12T04:47:13.097-07:00RFID based E-toll system introduced on Pakistan Motorways<div style="text-align: justify; color: rgb(0, 0, 0);"><span style="color: rgb(0, 0, 0);"><span class="Apple-style-span" style="font-size:small;"></span></span><span style="font-family:georgia;">Pakistan now joins the list of growing countries where RFID (Radio Frequency Identification) based electronic toll collection is in use. For now it has been introduced on Peshawar - Islamabad M1 and Islamabad - Lahore M2 Motorways. This technology allows the vehicles to pass through toll booths without stopping and toll amount is automatically deducted from the money account on record.</span><br /><br /><span style="color: rgb(0, 0, 0);"><span class="Apple-style-span" style="font-size:small;"><div style="text-align: left;"><span class="Apple-style-span" style="font-weight: bold;"><span class="Apple-style-span" style="color: rgb(255, 102, 0);"><span class="Apple-style-span" style="font-size:medium;">How the system works.</span></span></span></div></span></span><br /><span style="color: rgb(0, 0, 0);font-family:georgia;" ><span class="Apple-style-span" style="font-size:small;">An RFID tag (transponder) is now available free-of-cost to motorists using Lahore, Islamabad and Peshawar toll plazas. This tag is attached to a car’s wind shield. News appearing to this effect in Dawn of November 7, 2007 says:“Those who want to secure the RFID tag will be required to submit full particulars about their person, details of bank account and some other information. The NHA (National Highway Authority) staff posted at the plazas for selling of the tag will register all such details in their system.”On toll plazas, RFID Readers with antennas have been installed. When a vehicle approaches a toll plaza, the RFID Reader Antenna communicates wirelessly with the RFID tag located in the vehicle wind shield. At highway speeds (in excess of 100 kmph), the system identifies the car and charges the correct amount of toll to the bank account on record. The system which is installed in Pakistan, a vehicle will still have to stop at a booth but no human transaction between the vehicle occupants and toll booth operator is needed.</span></span><br /><span style="color: rgb(153, 0, 0); font-weight: bold;font-size:100%;" ><span class="Apple-style-span">Benefits of RFID</span></span><br /><span style="color: rgb(0, 0, 0);"><span class="Apple-style-span" style="font-size:small;"></span></span><span style="font-family:georgia;">The potential benefits of RFID virtually limitless, RFID is an old technology which transform in a new approach which provides superfluous benefit to every types of organization. I believe it is definitely a step in positive direction.</span><br /><span style="color: rgb(0, 0, 0);"><ol><li>It will reduce waiting lines at toll booths and save fuel.</li><li>Enhance the security of vehicles in term of stealing and other means.</li><li>A very interesting feature of the new system is that the required amount would be electronically deducted from the bank account of the motorist. </li><li>E-toll will also have a fast tracking system installed which will detect wrong information givers. As such, in case there is no amount in the account of the person concerned the NHA electronic system will recognize it and signal stop by flashing the red light and the bar would not be lifted.”It appears in the news that after initial deployment at Lahore, Islamabad and Peshawar toll plazas, the system will be extended to all toll plazas located on the motorways M1, M2 and M3.</li></ol></span><span style="color: rgb(0, 0, 0);"><span class="Apple-style-span" style="font-size:small;"></span></span>The electronic toll system in Pakistan has been introduced by NHA (National Highway Authority) in collaboration with NADRA (National Database and Registration Authority).<br />Update:News update appears in Jang. It shows 10210 vehicles have so far registered for the RFID tagged E-toll system on Pakistan Motorway Network<br /><br /></div>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com1tag:blogger.com,1999:blog-1290791149451802839.post-44160301290362847552009-05-24T04:04:00.000-07:002009-05-27T02:50:51.532-07:00Value of Operational Strategy<div style="text-align: justify; color: rgb(0, 0, 0); font-family: georgia;font-family:lucida grande;">The idea of operations strategy plays an important role in determining the overall long-term success of an organization. Developing an operations strategy means looking to innovative ways to add value for the customer in the goods and services that the firm produces and delivers. Value can have many meanings. Managers must therefore align the operations strategy of their firm with the strategies of other functional areas and with the firm’s overall business strategy.<span style="font-size:130%;"><br /></span>The combination of the globalization of business coupled with advances in technology has created a hyper-competitive environment in which managers must constantly be looking for new and innovative strategies to stay ahead of the competition. To properly implement these strategies, managers need to clearly understand the core capabilities of their firm and focus their resources on maintaining and improving these capabilities.<span style="font-size:130%;"><br /></span>Successful firms today are looking to develop strategies that integrate goods and services into a single product offering or “bundle of benefits,” which attempts to solve problems for customers rather than just selling those products.</div>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com2tag:blogger.com,1999:blog-1290791149451802839.post-20846841469269573162009-05-24T03:53:00.000-07:002009-05-24T04:12:31.328-07:00Supply Chain Management<p style="line-height: 150%; text-align: justify; color: rgb(153, 0, 0); font-style: italic; font-weight: bold;"><span style="font-size:130%;"><span><span style="font-size:100%;">Supply Chain Management</span></span></span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0);"><span style="font-size:85%;">Supply Chain Management synchronizes the efforts of all parties suppliers, manufacturers, distributors, dealers, customers, and so on involved in meeting a customer’s needs. The approach often relies on technology to enable seamless exchanges of information, goods and services across organizational boundaries. It forges much closer relationships among all links in the value chain in order to deliver the right products to the right places at the right times for the right costs. The goal is to establish such strong bonds of communication and trust among all parties that they can effectively function as one unit, fully aligned to streamline business processes and achieve total customer satisfaction.</span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(153, 0, 0);"><span style="font-size:130%;"><span style="font-weight: bold;">Methodology</span></span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0);"><span style="font-size:85%;">Companies typically implement Supply Chain Management in four stages:</span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0);"><span style="font-size:130%;">•<span style="font-weight: bold;"> <span style="font-style: italic; color: rgb(0, 0, 153);">Stage I</span></span> </span><span style="font-size:85%;">seeks to increase the level of trust among vital links in the supply chain. Managers learn to treat former adversaries as valuable partners. This stage often leads to longer-term commitments with preferred partners;</span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0);"><span style="font-size:130%;">• <span style="font-weight: bold; font-style: italic; color: rgb(0, 0, 153);">Stage II</span> </span><span style="font-size:85%;">increases the exchange of information. It creates more accurate, up-to-date knowledge of demand forecasts, inventory levels, capacity utilization, production schedules, delivery dates and other data that could help supply chain partners to improve performance;</span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0);"><span style="font-size:130%;">• <span style="font-style: italic; color: rgb(0, 0, 153); font-weight: bold;">Stage III</span> </span><span style="font-size:85%;">expands efforts to manage the supply chain as one overall process rather than dozens of independent functions. It leverages the core competencies of each player, automates information exchange, changes management processes and incentive systems, eliminates unproductive activities, improves forecasting, reduces inventory levels, cuts cycle times and involves customers more deeply in the Supply Chain Management process;</span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0);"><span style="font-size:130%;">• <span style="font-weight: bold; font-style: italic; color: rgb(0, 0, 153);">Stage IV</span> </span><span style="font-size:85%;">identifies and implements radical ideas to completely transform the supply chain and deliver customer value in unprecedented ways.</span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 153); font-style: italic;"><span style="font-size:130%;"><span><span style="font-size:100%;"> <span style="font-weight: bold;">Common uses</span></span></span></span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0);"><span style="font-size:85%;">Recognizing that value is leaking out of the supply chain, but that only limited improvement can be achieved by any single company, managers turn to Supply Chain Management to help them deliver products and services faster, better and less expensively. Supply Chain Management capitalizes on many trends that have changed worldwide business practices, including just-in-time (JIT) inventories, electronic data interchange (EDI), outsourcing of noncore activities, supplier consolidation and globalization.</span></p><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0);"><span style="font-size:130%;"> <hr size="2" width="100%" align="center"> </span></div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0); font-weight: bold; font-style: italic;"><span style="font-size:85%;">Harvard Business Review on Supply Chain Management. Harvard Business School Press, 2006.</span></p><div style="text-align: justify; color: rgb(0, 0, 0); font-weight: bold; font-style: italic;"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0); font-weight: bold; font-style: italic;"><span style="font-size:85%;">Narayanan, V.G., and Ananth Raman. “Aligning Incentives in Supply Chains.” Harvard Business Review, November 2004.</span></p><div style="text-align: justify; color: rgb(0, 0, 0); font-weight: bold; font-style: italic;"> </div><p style="line-height: 150%; text-align: justify; color: rgb(0, 0, 0); font-weight: bold; font-style: italic;"><span style="font-size:85%;">Slone, Reuben E. “Leading a Supply Chain Turnaround.” Harvard Business Review, October 2004, pp. 114-121.</span></p>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-84277298830835326912009-05-23T03:40:00.000-07:002009-05-23T04:06:05.429-07:00Introduction to RFID<div style="text-align: justify;"> <!-- /* Font Definitions */ @font-face {font-family:Cambria; mso-font-alt:"Palatino Linotype"; mso-font-charset:0; mso-generic-font-family:roman; mso-font-pitch:variable; mso-font-signature:-1610611985 1073741899 0 0 159 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin-top:0in; margin-right:0in; margin-bottom:10.0pt; margin-left:0in; line-height:105%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:Cambria; mso-fareast-font-family:"Times New Roman"; mso-bidi-font-family:"Times New Roman"; mso-bidi-language:EN-US;} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> <span style="color: rgb(204, 0, 0);font-size:180%;" ><span style="font-weight: bold;">RFID</span></span><span style="font-size:130%;">
<br /><span style="font-size:100%;"><span style="font-size:85%;">RFID is known as silent communication or object to object communication without any physical medium. Radio Frequency Identification (RFID) is a technology that uses radio waves to identify objects and read data. Windshield tags that pay tolls, security tags for apparel and identity cards that permit access to restricted areas are three common applications. RFID tags consist of an electronic device—n</span></span></span><span style="font-size:130%;"><span style="font-size:100%;"><span style="font-size:85%;">o larger than a pinhead—containing an anten</span></span></span><span style="font-size:130%;"><span style="font-size:100%;"><span style="font-size:85%;">na and a c</span></span></span><span style="font-size:130%;"><span style="font-size:100%;"><span style="font-size:85%;">hip. Like their precursor, bar codes, they’re often employed to track and manage inventory and works in progress. But not only are RFID tags smaller, hardier, and cheaper, they can carry far richer amounts of data. Wireless scanners can read them at a distance, without a direct line of sight, and download detailed information on entire pallets of products from them instantaneously. Paired with sensors, these so-called </span></span></span><span style="font-size:130%;"><span style="font-size:100%;"><span style="font-size:85%;">smart tags can even be used to automatic</span></span></span><span style="font-size:130%;"><span style="font-size:100%;"><span style="font-size:85%;">ally monitor items’ temperature, pressure and other conditions.</span></span></span>
<br /><span style="font-size:130%;"><span style="font-size:100%;"><span style="font-size:85%;">
<br /></span></span></span><div style="text-align: center;"><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRsl_SmM9lqvUrK8IuI_1BvLbEhLwUcbPV-4TqltZmQAtj_zbDjHZ79k5Mlhc_yyD5MmU81hJ2jlUh3nAiham60Lp43-2_p8YCWQrfKAl_86HDL8S0OJEBSDqMgRUqOOrcNUoWgQymSCv-/s1600-h/Working+rfid.jpg"><img style="cursor: pointer; width: 427px; height: 252px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRsl_SmM9lqvUrK8IuI_1BvLbEhLwUcbPV-4TqltZmQAtj_zbDjHZ79k5Mlhc_yyD5MmU81hJ2jlUh3nAiham60Lp43-2_p8YCWQrfKAl_86HDL8S0OJEBSDqMgRUqOOrcNUoWgQymSCv-/s320/Working+rfid.jpg" alt="" id="BLOGGER_PHOTO_ID_5338972916275369986" border="0" /></a>
<br /></div><span style="font-style: italic; color: rgb(153, 0, 0);font-size:130%;" ><span style="font-weight: bold;">
<br />Methodology Implementing RFID</span></span>
<br /><span style="font-size:100%;">Involves these steps:
<br /></span><ol><li><span style="font-size:100%;">Determine which products or processes are suited for this technology. </span></li><li><span style="font-size:100%;">Factors to consider include the type of data to be encoded, required read range, frequency of measurements, and environmental constraints. RFID is particularly compelling if read and write capabilities are required, the tag is hidden, surface contamination is likely, or reading multiple tags simultaneously is necessary; </span></li><li><span style="font-size:100%;">Choose the timing and pace for RFID adoption, given the costs, benefits and customer mandates. Also evaluate the cost of not adopting RFID;</span></li><li><span style="font-size:100%;">Select the appropriate RFID standard and the level of integration desired with the supply chain management software;</span></li><li><span style="font-size:100%;">Roll out a pilot program, starting with the highest-value products first. Expand implementation of RFID based on customer mandates, and as cost and benefits warrant expanding the program. </span></li></ol><span style="font-size:100%;"><span style="font-weight: bold; font-style: italic; color: rgb(153, 0, 0);font-size:130%;" >RFID can be used to: </span>
<br /></span><ul><li><span style="font-size:100%;">Streamline the flow of products through the supply chain, thus reducing overall inventory levels and working capital; </span></li><li><span style="font-size:100%;">Decrease the time and expense of managing inventory, while improving the efficiency of shipping, receiving and order processing; </span></li><li><span style="font-size:100%;">Reduce labor costs, product tampering and theft; </span></li><li><span style="font-size:100%;">Improve forecasting and invoicing accuracy; </span></li><li><span style="font-size:100%;">Track parts, finished goods, and reusable containers through manufacturing and assembly processes; </span></li><li><span style="font-size:100%;">Ensure that production procedures are followed and pinpoint the source of production issues; Remotely monitor the conditions of components, products and equipment; Increase security and control access when placed on personnel badges. </span></li></ul><meta equiv="Content-Type" content="text/html; charset=utf-8"><meta name="ProgId" content="Word.Document"><meta name="Generator" content="Microsoft Word 11"><meta name="Originator" content="Microsoft Word 11"><link rel="File-List" href="file:///C:%5CDOCUME%7E1%5C06051E%7E1%5CLOCALS%7E1%5CTemp%5Cmsohtml1%5C07%5Cclip_filelist.xml"><!--[if gte mso 9]><xml> <w:worddocument> <w:view>Normal</w:View> <w:zoom>0</w:Zoom> <w:punctuationkerning/> <w:validateagainstschemas/> <w:saveifxmlinvalid>false</w:SaveIfXMLInvalid> <w:ignoremixedcontent>false</w:IgnoreMixedContent> <w:alwaysshowplaceholdertext>false</w:AlwaysShowPlaceholderText> <w:compatibility> <w:breakwrappedtables/> <w:snaptogridincell/> <w:wraptextwithpunct/> <w:useasianbreakrules/> <w:dontgrowautofit/> </w:Compatibility> <w:browserlevel>MicrosoftInternetExplorer4</w:BrowserLevel> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:latentstyles deflockedstate="false" latentstylecount="156"> <w:lsdexception locked="false" name="Default Paragraph Font"> </w:LatentStyles> </xml><![endif]--><style> <!-- /* Font Definitions */ @font-face {font-family:Tahoma; panose-1:2 11 6 4 3 5 4 4 2 4; mso-font-charset:0; mso-generic-font-family:swiss; mso-font-pitch:variable; mso-font-signature:1627421319 -2147483648 8 0 66047 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman"; mso-ansi-language:EN-GB;} p.Char, li.Char, div.Char {mso-style-name:" Char"; mso-style-link:"Default Paragraph Font"; margin-top:0in; margin-right:0in; margin-bottom:8.0pt; margin-left:0in; line-height:12.0pt; mso-line-height-rule:exactly; mso-pagination:widow-orphan; font-size:10.0pt; font-family:Tahoma; mso-fareast-font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> </style><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} </style> <![endif]--> <div style="text-align: justify;"><span style="font-size:100%;">Use of RFID technology can <span style="font-weight: bold; font-style: italic; color: rgb(255, 153, 102);">increase business productivit</span>y and reduce associated costs. To ensure that companies benefit from the advantages RFID provides it is important to understand how to adopt this technology. By analyzing current practices and procedures 8 main areas of benefit can be identified. These are:
<br /></span><ul><li><span style="font-size:100%;"> <span style="font-style: italic; color: rgb(51, 102, 255);">Improved Productivity and Cost Avoidance </span></span></li><li style="font-style: italic; color: rgb(51, 102, 255);"><span style="font-size:100%;">Decreased Cycle Time and Taking Costs Out Reduced Rework </span></li><li style="font-style: italic; color: rgb(51, 102, 255);"><span style="font-size:100%;">Reduced Business Risk & Control of Assets </span></li><li style="font-style: italic; color: rgb(51, 102, 255);"><span style="font-size:100%;"> Improved Security and Service </span></li><li style="font-style: italic; color: rgb(51, 102, 255);"><span style="font-size:100%;">Improved Utilization of Resources Increased Revenues Exception Management</span></li></ul></div> <span style="font-size:100%;"><span style="font-weight: bold; color: rgb(0, 0, 102);">Selected References:</span>
<br />www.google.com
<br /></span><meta equiv="Content-Type" content="text/html; charset=utf-8"><meta name="ProgId" content="Word.Document"><meta name="Generator" content="Microsoft Word 11"><meta name="Originator" content="Microsoft Word 11"><link rel="File-List" href="file:///C:%5CDOCUME%7E1%5C06051E%7E1%5CLOCALS%7E1%5CTemp%5Cmsohtml1%5C07%5Cclip_filelist.xml"><!--[if gte mso 9]><xml> <w:worddocument> <w:view>Normal</w:View> <w:zoom>0</w:Zoom> <w:punctuationkerning/> <w:validateagainstschemas/> <w:saveifxmlinvalid>false</w:SaveIfXMLInvalid> <w:ignoremixedcontent>false</w:IgnoreMixedContent> <w:alwaysshowplaceholdertext>false</w:AlwaysShowPlaceholderText> <w:compatibility> <w:breakwrappedtables/> <w:snaptogridincell/> <w:wraptextwithpunct/> <w:useasianbreakrules/> <w:dontgrowautofit/> </w:Compatibility> <w:browserlevel>MicrosoftInternetExplorer4</w:BrowserLevel> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:latentstyles deflockedstate="false" latentstylecount="156"> <w:lsdexception locked="false" name="Default Paragraph Font"> </w:LatentStyles> </xml><![endif]--><style> <!-- /* Font Definitions */ @font-face {font-family:Tahoma; panose-1:2 11 6 4 3 5 4 4 2 4; mso-font-charset:0; mso-generic-font-family:swiss; mso-font-pitch:variable; mso-font-signature:1627421319 -2147483648 8 0 66047 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman"; mso-ansi-language:EN-GB;} p.Char, li.Char, div.Char {mso-style-name:" Char"; mso-style-link:"Default Paragraph Font"; margin-top:0in; margin-right:0in; margin-bottom:8.0pt; margin-left:0in; line-height:12.0pt; mso-line-height-rule:exactly; mso-pagination:widow-orphan; font-size:10.0pt; font-family:Tahoma; mso-fareast-font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> </style><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} </style> <![endif]--><span style="font-size:100%;">www.rfidcentre.co.uk
<br /></span><meta equiv="Content-Type" content="text/html; charset=utf-8"><meta name="ProgId" content="Word.Document"><meta name="Generator" content="Microsoft Word 11"><meta name="Originator" content="Microsoft Word 11"><link rel="File-List" href="file:///C:%5CDOCUME%7E1%5C06051E%7E1%5CLOCALS%7E1%5CTemp%5Cmsohtml1%5C09%5Cclip_filelist.xml"><!--[if gte mso 9]><xml> <w:worddocument> <w:view>Normal</w:View> <w:zoom>0</w:Zoom> <w:punctuationkerning/> <w:validateagainstschemas/> <w:saveifxmlinvalid>false</w:SaveIfXMLInvalid> <w:ignoremixedcontent>false</w:IgnoreMixedContent> <w:alwaysshowplaceholdertext>false</w:AlwaysShowPlaceholderText> <w:compatibility> <w:breakwrappedtables/> <w:snaptogridincell/> <w:wraptextwithpunct/> <w:useasianbreakrules/> <w:dontgrowautofit/> </w:Compatibility> <w:browserlevel>MicrosoftInternetExplorer4</w:BrowserLevel> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:latentstyles deflockedstate="false" latentstylecount="156"> <w:lsdexception locked="false" name="Default Paragraph Font"> </w:LatentStyles> </xml><![endif]--><style> <!-- /* Font Definitions */ @font-face {font-family:Tahoma; panose-1:2 11 6 4 3 5 4 4 2 4; mso-font-charset:0; mso-generic-font-family:swiss; mso-font-pitch:variable; mso-font-signature:1627421319 -2147483648 8 0 66047 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman"; mso-ansi-language:EN-GB;} p.Char, li.Char, div.Char {mso-style-name:" Char"; mso-style-link:"Default Paragraph Font"; margin-top:0in; margin-right:0in; margin-bottom:8.0pt; margin-left:0in; line-height:12.0pt; mso-line-height-rule:exactly; mso-pagination:widow-orphan; font-size:10.0pt; font-family:Tahoma; mso-fareast-font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> </style><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} </style> <![endif]-->www.amrresearch.com<span style="font-size:130%;"><span style="font-size:100%;">
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<br /></span></div>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-69925740297834825082009-05-23T03:08:00.000-07:002009-05-27T02:48:33.747-07:00Agency Theory<div style="color: rgb(0, 0, 0);"><!-- /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --></div><div style="text-align: justify; color: rgb(0, 0, 0);"><span style="font-weight: bold; color: rgb(153, 0, 0);font-size:130%;" >Agency Theory:</span><br /><span style="color: rgb(0, 0, 0);font-family:lucida grande;font-size:130%;" ></span>Probes the relationship between principals and agents. Principals appoint agents to get the work done. The goals of principals usually differ from those of agents. This gives rise to the agency problem. <br /></div><br /><div style="text-align: center; color: rgb(0, 0, 0);"><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjniZk1OWadoRwZ2nFw2V4NY3LT8pS2eH8GplwTIiPXOS_8IpGOjG6GbPN_xM0bXZniE72mNgEclQsUScusoCniKcMv7H-HXJbejS92LCC7nUrLL_SbhMfLNORCM21Tz0jjHZc5h6H6Rud7/s1600-h/Principal_agent.png"><img style="cursor: pointer; width: 245px; height: 158px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjniZk1OWadoRwZ2nFw2V4NY3LT8pS2eH8GplwTIiPXOS_8IpGOjG6GbPN_xM0bXZniE72mNgEclQsUScusoCniKcMv7H-HXJbejS92LCC7nUrLL_SbhMfLNORCM21Tz0jjHZc5h6H6Rud7/s320/Principal_agent.png" alt="" id="BLOGGER_PHOTO_ID_5338960560902482834" border="0" /></a><br /></div><div style="text-align: justify; color: rgb(0, 0, 0);"><div style="text-align: justify;"><span style="color: rgb(0, 0, 0);font-family:lucida grande;font-size:130%;" ><span style="font-weight: bold; font-style: italic;">For ex</span></span><span style="color: rgb(0, 0, 0);font-family:lucida grande;font-size:130%;" ><span style="font-weight: bold; font-style: italic;">ample</span>, </span>advertisers (principals) tend to emphasize sales goals and the cost-effectiveness of marketing communications, whereas advertising agencies may be more inclined to think of creative goals and attention-getting commercials. Professors of top Business Schools would like to spend most of their time doing research and consultancy. But the owners expect these professors to spend more time with students both in the classroom and outside. Agency theory is a key concept in corporate governance. Professional managers often pursue strategies that increase their personal payoffs at the expense of shareholders. For example, they may grant themselves lavish perquisites including elegant corner offices, corporate jets, large staffs, and extravagant retirement programs. Managers also often tend to pursue growth at the cost of profitability. Shareholders generally want to maximize earnings, as it results in stock appreciation. Since managers are typically compensated more for sales than earnings growth, they tend to be enthusiastic about strategies like mergers and acquisitions even when this enthusiasm is not really justified. Managers may also pursue diversification opportunities that are not necessarily in line with the company’s best interests. In other cases, managers may become complacent and allow things to drift. They may avoid risk since they feel they are more likely to be fired for failure, than for mediocre performance. Executives may be far less entrepreneurial than they should be. They may not make the bold moves that the situation demands. One way to tackle the agency problem is to align the interests of managers with those of owners by using appropriate incentives such as stock option and executive bonus plans. But ironically enough, these schemes may also tempt managers to act against the best interests of the firm. For example, they may manipulate the financial statements to increase earnings artificially.<span style="color: rgb(0, 0, 0);font-family:lucida grande;font-size:130%;" ></span><br /></div><span style="color: rgb(0, 0, 0);font-family:lucida grande;font-size:130%;" ><span style="font-weight: bold; font-style: italic; color: rgb(102, 0, 0);">Application of Agency Theory:</span><br /></span><ul><li>Risk Management</li><li>Supply Chain Management</li><li>Incentive Management</li><li>Logistics Management</li></ul><span style="color: rgb(0, 0, 0);font-family:lucida grande;" ><br /></span></div>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-6128399335743473822009-05-21T01:06:00.000-07:002009-05-21T01:11:19.177-07:00Note On Lean Manufacturing:<div style="text-align: justify; color: rgb(0, 0, 0);"><meta equiv="Content-Type" content="text/html; charset=utf-8"><meta name="ProgId" content="Word.Document"><meta name="Generator" content="Microsoft Word 11"><meta name="Originator" content="Microsoft Word 11"><link rel="File-List" href="file:///C:%5CDOCUME%7E1%5C06051E%7E1%5CLOCALS%7E1%5CTemp%5Cmsohtml1%5C01%5Cclip_filelist.xml"><!--[if gte mso 9]><xml> <w:worddocument> <w:view>Normal</w:View> <w:zoom>0</w:Zoom> <w:punctuationkerning/> <w:validateagainstschemas/> <w:saveifxmlinvalid>false</w:SaveIfXMLInvalid> <w:ignoremixedcontent>false</w:IgnoreMixedContent> <w:alwaysshowplaceholdertext>false</w:AlwaysShowPlaceholderText> <w:compatibility> <w:breakwrappedtables/> <w:snaptogridincell/> <w:wraptextwithpunct/> <w:useasianbreakrules/> <w:dontgrowautofit/> </w:Compatibility> <w:browserlevel>MicrosoftInternetExplorer4</w:BrowserLevel> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:latentstyles deflockedstate="false" latentstylecount="156"> </w:LatentStyles> </xml><![endif]--><style> <!-- /* Font Definitions */ @font-face {font-family:Wingdings; 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font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} </style> <![endif]--><span style="font-size: 11pt;" lang="EN">Lean manufacturing</span><span style="font-size: 11pt;" lang="EN"> is a management philosophy which focuses on reduction of the seven wastes (Over-production, Waiting time, Transportation, Processing, Inventory, Motion and Scrap) in manufactured products. By eliminating waste (<a href="http://en.wikipedia.org/wiki/Muda" title="Muda">muda</a>), quality is improved, production time is reduced and cost is reduced. Lean "tools" include constant process analysis (<a href="http://en.wikipedia.org/wiki/Kaizen" title="Kaizen">kaizen</a>), "pull" production (Kanban) and mistake-proofing (<a href="http://en.wikipedia.org/wiki/Poka_yoke" title="Poka yoke">poka yoke</a>). Lean manufacturing is relentlessly focused on eliminating inventory.<o:p></o:p></span><span style="font-size: 11pt;" lang="EN">
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<br /><span style="color: rgb(0, 0, 153); font-style: italic; font-weight: bold;">The key lean manufacturing principles include:</span><o:p style="color: rgb(0, 0, 153); font-style: italic; font-weight: bold;"></o:p></span><span style="font-size: 11pt;" lang="EN">
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<br /></span><ul><li><span style="font-size: 11pt;" lang="EN">Perfect first-time quality - quest for zero defects, revealing & solving problems at the source <o:p></o:p></span></li><li><span style="font-size: 11pt;" lang="EN">Waste minimization – eliminating all activities that do not add value & safety nets, maximize use of scarce resources (capital, people and land) <o:p></o:p></span></li><li><span style="font-size: 11pt;" lang="EN">Continuous improvement – reducing costs, improving quality, increasing productivity and information sharing <o:p></o:p></span></li><li><span style="font-size: 11pt;" lang="EN">Pull processing – pulling products from the consumer end, not pushing from the production end <o:p></o:p></span></li><li><span style="font-size: 11pt;" lang="EN">Flexibility –producing different mixes or greater diversity of products quickly, without sacrificing efficiency at lower volumes of production <o:p></o:p></span></li><li><span style="font-size: 11pt;" lang="EN">Building and maintaining a long term relationship with suppliers through collaborative risk sharing, cost sharing and information sharing arrangements. <o:p></o:p></span></li></ul><span style="font-size: 11pt;" lang="EN">
<br />Lean thinking is a broader concept, compared to lean manufacturing. It is basically about getting the right things, to the right place, at the right time, in the right quantity while minimizing waste and waiting time and being flexible and open to change. </span><span style="font-size: 11pt;">A term coined by <span style="">James P. Womack and Daniel T. Jones, lean thinking </span>provides a way to specify value, sequence value-creating actions in the best way, conduct these activities without interruption whenever someone requests them, and perform them more and more effectively. Lean thinking means doing more and more with less and less resources while providing customers with exactly what they want.<o:p></o:p></span><span style="font-size: 11pt;">
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<br /></span><ul><li><span style="font-size: 11pt;">Lean thinking is the antidote to muda. Muda means “waste,” specifically any human activity which absorbs resources but creates no value:</span></li><li><span style="font-size: 11pt;">mistakes which require rectification, <o:p></o:p></span></li><li><span style="font-size: 11pt;">production of items no one wants, </span></li><li><span style="font-size: 11pt;">processing steps which aren’t actually needed, <o:p></o:p></span></li><li><span style="font-size: 11pt;">movement of employees and transport of goods from one place to another without any purpose, <o:p></o:p></span></li><li><span style="font-size: 11pt;">groups of people remaining idle because an upstream activity has not delivered on time, <o:p></o:p></span></li><li><span style="font-size: 11pt;">Goods and services which don’t meet the needs of the customer.<o:p></o:p></span></li></ul><!--[if !supportLists]--><!--[endif]--><!--[endif]--><span style="font-size: 11pt;"><o:p>
<br /></o:p>Lean thinking also improves job satisfaction by providing immediate feedback to employees on their efforts to convert muda into value. Unlike process re engineering, it provides a way to create new work rather than simply downsize in the name of efficiency.<o:p></o:p></span></div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div><div style="text-align: justify; color: rgb(0, 0, 0);"> </div> Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-66668962084996478132009-05-21T01:03:00.000-07:002009-05-27T02:56:05.545-07:00Personal Effectiveness:<div style="text-align: justify;"><span style="color: rgb(0, 0, 0);font-family:lucida grande;font-size:130%;" ><span style="color: rgb(51, 0, 153);font-size:180%;" ><span style="font-weight: bold;">Personal Effectiveness:</span></span></span><br /><span style="color: rgb(0, 0, 0);font-size:85%;" ><span style="font-family: georgia;">Possibly, the most well known model, Stephen Covey’s seven habits provide a simple-to-understand-and-use framework of personal effectiveness.</span></span><br /><br /><br /></div><div style="text-align: center;"><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgqXaORYqW0NQoEz1W8LUlPMqQHyD8E4zk09SQRgVNUnso_KhwCiqfbuRecNnIvm4K0lcsnnobX3mMDGcIiYVBkEBjQkCX6i0HvvBo-ExYRnSwFglq2uIC9FZdlHQUpi0chvMEsTTEAcNQf/s1600-h/ipeart1.jpg"><img style="cursor: pointer; width: 323px; height: 297px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgqXaORYqW0NQoEz1W8LUlPMqQHyD8E4zk09SQRgVNUnso_KhwCiqfbuRecNnIvm4K0lcsnnobX3mMDGcIiYVBkEBjQkCX6i0HvvBo-ExYRnSwFglq2uIC9FZdlHQUpi0chvMEsTTEAcNQf/s320/ipeart1.jpg" alt="" id="BLOGGER_PHOTO_ID_5338975632092886530" border="0" /></a><br /></div><span style="color: rgb(0, 0, 0);font-family:lucida grande;font-size:130%;" ><br /><br /></span><ul style="color: rgb(0, 0, 0); text-align: justify;"><li><span style="color: rgb(102, 0, 0);font-family:lucida grande;font-size:130%;" ><span style="font-weight: bold; color: rgb(102, 0, 0);">Be Proactive:</span> </span><span style="font-size:85%;"><span style="font-weight: bold;">P</span>eople are responsible for their own choices and have the freedom to make decisions based on principles and values rather than on moods or conditions.</span></li><li><span style="font-weight: bold;font-family:lucida grande;font-size:130%;" ><span style="color: rgb(102, 0, 0);">Begin with the end in mind: </span></span><span style="font-weight: bold;">I</span><span style="font-size:85%;">ndividuals, families, teams and organizations must have a clear purpose in mind. They must identify and commit themselves to the principles, relationships and purposes that matter most to them.</span></li><li><span style="color: rgb(102, 0, 0);font-family:lucida grande;font-size:130%;" ><span style="font-weight: bold; color: rgb(102, 0, 0);">Put First Things First:</span> </span><span style="font-weight: bold;">P</span><span style="font-size:85%;">utting first things first means focusing on the most important priorities. Whatever the circumstances, living and being driven by values and key principles is important.</span></li><li><span style=";font-family:lucida grande;font-size:130%;" ><span style="font-weight: bold; color: rgb(102, 0, 0);">Think win-win: </span></span><span style="font-size:85%;"><span style="font-weight: bold;">T</span>hinking win-win is a frame of mind and heart that seeks mutual benefit and mutual respect in all interactions. Instead of thinking selfishly or like a loser, people should learn to think in terms of “we”, not “me”.</span></li><li><span style=";font-family:lucida grande;font-size:130%;" ><span style="font-weight: bold; color: rgb(102, 0, 0);">Seek first to understand</span><span style="color: rgb(102, 0, 0);">:</span> </span><span style="font-size:85%;"><span style="font-weight: bold;">t</span>hen to be understood: Listening with the intent to understand others is the essence of communication and relationship building. Opportunities to speak openly and to be understood come much more naturally and easily. Seeking to understand takes consideration; seeking to be understood takes courage. Both consideration and courage are important.</span></li><li><span style=";font-family:lucida grande;font-size:130%;" ><span style="font-weight: bold; color: rgb(0, 0, 102);"><span style="color: rgb(102, 0, 0);">Synergize:</span> </span></span><span style="font-size:85%;"><span style="font-weight: bold;">S</span>ynergize means realizing that a third way is better than each party can come up with individually. It’s the fruit of respecting, valuing and even celebrating one another’s differences. It’s about solving problems, seizing opportunities and working out differences. Synergy is also the key to any effective team or relationship.</span></li><li><span style="color: rgb(102, 0, 0);font-family:lucida grande;font-size:130%;" ><span style="color: rgb(255, 102, 0); font-weight: bold;"></span></span><span style="color: rgb(102, 0, 0);font-size:130%;" ><span style="font-weight: bold;">Sharpen the saw:</span></span><span style="color: rgb(102, 0, 0);font-family:lucida grande;font-size:130%;" ><span style="color: rgb(255, 102, 0);"> </span></span><span style="font-size:85%;"><span style="font-weight: bold;">S</span>harpening the saw means constant renewal in the four basic areas of life: physical, social/emotional, mental and spiritual. </span></li></ul><span style="font-weight: bold;"></span>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-49843489668884434492009-05-21T00:52:00.000-07:002009-05-23T03:23:41.307-07:00Supply Chain Management<span style="font-size:130%;"><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi3YM3pGDgb0TU_LEB-cV5aoKy5MsvzKES21mxu98R7r0EOt1mVlmgpxzlHKID2IQlTNLRTINeYKFfCxXc_yDYaHcP43Qw8Z7I9vGNa66uKNf8F1Sr4LNDflq03_TiEXXlVbnw0DXxjXYk1/s1600-h/Picture1.png"><img style="margin: 0px auto 10px; display: block; text-align: center; cursor: pointer; width: 320px; height: 64px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi3YM3pGDgb0TU_LEB-cV5aoKy5MsvzKES21mxu98R7r0EOt1mVlmgpxzlHKID2IQlTNLRTINeYKFfCxXc_yDYaHcP43Qw8Z7I9vGNa66uKNf8F1Sr4LNDflq03_TiEXXlVbnw0DXxjXYk1/s320/Picture1.png" alt="" id="BLOGGER_PHOTO_ID_5338182236086256866" border="0" /></a>
<br /></span><meta equiv="Content-Type" content="text/html; charset=utf-8"><meta name="ProgId" content="Word.Document"><meta name="Generator" content="Microsoft Word 11"><meta name="Originator" content="Microsoft Word 11"><link rel="File-List" href="file:///C:%5CDOCUME%7E1%5C06051E%7E1%5CLOCALS%7E1%5CTemp%5Cmsohtml1%5C01%5Cclip_filelist.xml"><!--[if gte mso 9]><xml> <w:worddocument> <w:view>Normal</w:View> <w:zoom>0</w:Zoom> <w:punctuationkerning/> <w:validateagainstschemas/> <w:saveifxmlinvalid>false</w:SaveIfXMLInvalid> <w:ignoremixedcontent>false</w:IgnoreMixedContent> <w:alwaysshowplaceholdertext>false</w:AlwaysShowPlaceholderText> <w:compatibility> <w:breakwrappedtables/> <w:snaptogridincell/> <w:wraptextwithpunct/> <w:useasianbreakrules/> <w:dontgrowautofit/> </w:Compatibility> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:latentstyles deflockedstate="false" latentstylecount="156"> </w:LatentStyles> </xml><![endif]--><style> <!-- /* Font Definitions */ @font-face {font-family:Calibri; mso-font-alt:"Century Gothic"; mso-font-charset:0; mso-generic-font-family:swiss; mso-font-pitch:variable; mso-font-signature:-1610611985 1073750139 0 0 159 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin-top:0in; margin-right:0in; margin-bottom:10.0pt; margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:Calibri; mso-fareast-font-family:"Times New Roman"; mso-bidi-font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> </style><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} </style> <![endif]--> <ul style="color: rgb(0, 0, 0);font-family:lucida grande;"><li><span style="font-size:130%;">Supply chain management is an extension of logistics management</span></li></ul><div style="text-align: justify; font-family: lucida grande; color: rgb(0, 0, 0);"> </div><ul style="color: rgb(0, 0, 0);font-family:lucida grande;"><li><span style="font-size:130%;">Supply Chain Management is the next step in business revolution</span></li></ul><div style="text-align: justify; font-family: lucida grande; color: rgb(0, 0, 0);"> </div><ul style="color: rgb(0, 0, 0);font-family:lucida grande;"><li><span style="font-size:130%;">Operational management/operational research lay the foundation of supply chain management</span></li></ul><div style="text-align: justify; font-family: lucida grande; color: rgb(0, 0, 0);"> </div><ul style="color: rgb(0, 0, 0);font-family:lucida grande;"><li><span style="font-size:130%;">One of the most significant changes in the paradigm of modern business management is that individual businesses no longer compete as solely autonomous entities, but rather as supply chains.</span></li></ul><div style="text-align: justify; font-family: lucida grande; color: rgb(0, 0, 0);"> </div><ul style="color: rgb(0, 0, 0);font-family:lucida grande;"><li><span style="font-size:130%;">Business Management has entered the era of inter-network competition and the ultimate success of a single business will depend on management’s ability to integrate the company's intricate network of business relationships.</span></li></ul><div style="text-align: justify; font-family: lucida grande; color: rgb(0, 0, 0);"> </div><ul style="color: rgb(0, 0, 0);font-family:lucida grande;"><li><span style="font-size:130%;">Supply Chain is a network of organizations that are linked directly or indirectly to fulfill a customer’s request for a product or service.</span></li></ul><div style="text-align: justify; font-family: lucida grande; color: rgb(0, 0, 0);"> </div><ul style="color: rgb(0, 0, 0);font-family:lucida grande;"><li><span style="font-size:130%;">SCM is a management concept that includes a set of techniques and methods to manage and control the supply chain.</span></li></ul><div style="text-align: justify; font-family: lucida grande; color: rgb(0, 0, 0);"> </div><ul style="color: rgb(0, 0, 0);font-family:lucida grande;"><li><span style="font-size:130%;">Increasingly the management of multiple relationships across the supply chain is referred to as Supply Chain Management.</span></li></ul> <span style="font-size:130%;">
<br /></span>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-90924492581665625502009-05-21T00:48:00.000-07:002009-05-23T03:24:34.252-07:00Logistics: A Short History<ul style="font-family: lucida grande; text-align: justify; color: rgb(0, 0, 0);"><li><span style="font-size:130%;">The term logistics entered in the Military Terminology in the 18th century.</span></li><li><span style="font-size:130%;">The term received a written definition in 1905 as 'that branch of the art of war pertaining to the movement and supply of armies. But, it was not until World War - II that the term began to be used pervasively to describe the support of military forces and their equipment.</span></li><li><span style="font-size:130%;">HISTORY The term logistics migrated to the business sector in the 1960s as academicians in marketing saw potential in applying the principles of military logistics to physical distribution of consumer goods.</span></li><li><span style="font-size:130%;">Most recently, the business community began viewing logistics as a component of a larger evolving concept, supply chain management (SCM).</span></li><li><span style="font-size:130%;">Beginning in the 1970s, the word logistics crept into the lexicon of the common culture. The word is now being used with regard to supply support of activities from church picnics to the Olympics.</span></li><li><span style="font-size:130%;">Clearly, logistics as a concept and a practice has evolved over the years and is now seen as a discipline practiced in different ways and contexts.</span></li><li><span style="font-size:130%;">Logistics means different things to different people. Even professionals in the field differ as to what logistics actually means.</span></li><li><span style="font-size:130%;">To some, logistics is managing the flow and stock of materials. To others, it is a customer support activity, a planning and engineering mechanism, or a science of calculating requirements and promoting operational capabilities. The dictionary treats logistics as purely a branch of military science. The Council of Logistics Management, now, Council of Supply Chain Management Professionals defines logistics purely in a product distribution context. The common culture of today views logistics as the underlying details of making something happen.</span></li><li><span style="font-size:130%;">All these definitions, explicitly or implicitly, have in common the concept of integrating many activities toward supporting an organizational objective. Further, all have expressed or implied a sense of meeting the material, system, or process needs of a customer.</span></li></ul>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0tag:blogger.com,1999:blog-1290791149451802839.post-45770550996818939982009-05-21T00:46:00.001-07:002009-05-21T00:48:08.034-07:00Logistics<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgT77NczipI04jx0BYJyVIHVWXydvKJelbsCCip-HyoDm1pBYwhyRWwrL-_pchVMm94PnWSQmQhDQkP8SC938qJPtU7nEQRLwsrufVEWJ-XxOGu6gSQgYNj-vnvk6QxEQElz5hVio15FSc5/s1600-h/Presentation1.jpg"><img style="margin: 0px auto 10px; display: block; text-align: center; cursor: pointer; width: 400px; height: 300px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgT77NczipI04jx0BYJyVIHVWXydvKJelbsCCip-HyoDm1pBYwhyRWwrL-_pchVMm94PnWSQmQhDQkP8SC938qJPtU7nEQRLwsrufVEWJ-XxOGu6gSQgYNj-vnvk6QxEQElz5hVio15FSc5/s400/Presentation1.jpg" alt="" id="BLOGGER_PHOTO_ID_5338180752464372722" border="0" /></a>Mirza Muhammad Qayyum Baighttp://www.blogger.com/profile/13435908484910345918noreply@blogger.com0