What might not be considered as a strategically beneficial reason why a company may enter into strategicpartnerships or cooperative arrangements with key suppliers, distributors, or makers of complementaryproducts?○ to improve supply chain efficiency○ to expedite the development of promising new technologies or products○ to enable greater opportunities for employee advancement○ to improve access to new markets○ to overcome disadvantages of small production volumes that limit scale economies and low production costs The principal advantages of strategic alliances over vertical integration or horizontal mergers/acquisitionsareO the facilitation of best practices, more production capacity, and relevant synergistic savings.○ the transactional and relational concept of operating practices and competencies.potential profitability of the alliance and related experience-curve economics.O material additions to a company's technological capabilities, strengthening of the firm's competitive position, andboosting of its profitability.○ resource pooling and risk sharing, more adaptive response capabilities, and greater speed of deployment.

Production management is the aspect that deals with all the activities and functions of the…

Answered: What might not be considered as a…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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A company's strategic options for internally performed value chain activities do not include: A) implementing the use of best practices, particularly for high-cost activities. B) switching to activity-based costing. C) investing in productivity-enhancing, cost-saving technological improvements. D) revamping its value chain to eliminate or bypass some cost-producing activities (particularly low value-added activities). E) outsourcing the performance of high-cost activities to vendors that can perform them more cheaply.
When formulating corporate strategy, managers must make the decisions about the stages of the industry value chain to participate in. O True O False
Figures derived from a ratio analysis of a firm need to be evaluated against the past performance of the firm to understand its current health. True or False
Strategies for proactive demand management would not include O a. offering products or services with countercyclical demand patterns. O b. using subcontracting to meet unexpected high demand levels. O c. O d. shifting demand into other time periods. partnering with suppliers to reduce information distortion along the supply chain.
Identify and describe an American firm of your choice that is challenged in its production operations to support its basic business needs to manufacture a high-quality product, safely, within budget, and on schedule. Its operations management is characterized by a culture that supports the vision and mission statements. This business problem (its production operations) includes a mismanaged supply chain, massive overtime wage payouts to make up for lost time injuries, increasing turnover and no shows at the work site, and where there is a spike in customer complaints resulting in business loss and narrowing profit margins. As a decision maker, what action plan would you recommend to the senior leadership of the organization to take it from its current conditions to bring it closer to its ideal operating conditions (to become a company known for zero-defects, excellence in supply chain management, customer satisfaction, safe and reliable high-quality products, value to the customer,…
Exactly what is meant by the expression "the producer-consumer dilemma"? Provide an example of how it may be found in the software of an operating system.
Which of the following statements about competitive priorities is TRUE? O A good delivery time is less than five days, irrespective of the industry under consideration. O Firms producing customized products would prioritize low cost and consistent quality. World class firms would equally emphasize all nine dimensions of competitive priorities. Firms emphasizing volume flexibility would have slack capacity and hold large inventories in order to be effective.
A proposed model for the effect of entrepreneurship on total quality management implementation: an applied study on dairy and juice manufacturing companies in Egypt

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