Atlas Copco Craelius har vid årsskiftet 2011-2012 genomfört en flytt av större delar avlagret då en ökad produktion med tiden har medfört att lagret blivit för litet.Hanteringen av ankommande gods och plock av artiklar till monteringen har inteutvecklats i samma takt som företaget och är därför i behov av modernisering. Idagsläget placeras allt ankommande gods på gården och registrerades sedan i turordningi affärssystemet Movex. Detta sätt att arbeta medför att då det kommer stora volymerankommande gods tar det lång tid innan allt registreras. Atlas Copco Craelius har pgaav detta arbetssätt ingen möjlighet att veta vilka artiklar som finns bland det gods somblir stående i väntan på att läggas in i lager och registreras. Därför vill Atlas CopcoCraelius ta fram ett nytt arbetssätt som gör det möjligt att veta vad som har kommit såfort som möjligt för att sedan kunna lagerlägga och registrera i turordning.På grund av sättet som lagret har arbetat har det inte funnits några möjligheter att mätahur lång tid det tar att lägga in ankommande gods eller hur lång tid det tar från att ettplock kommer ut till lagret tills det att plocket levereras till monteringen. Atlas CopcoCraelius är därför i behov av att implementera nya arbetssätt som gör det möjligt attinför KPI:er (Key Performance Indicator) .Arbetet är fokuserat på att förbättra flödet genom lagret till produktionen genom att tafram nya arbetssätt och KPI:er för godsmottagningen och produktionsteknikerna somansvarar för plocken samt för plockarna. Arbetet har delats in i tre faser för att skapa entydlig struktur. Dessa faser är dokumentation av nuläget, benchmarking med andraföretag samt framtagning av nya arbetssätt och KPI:er.När dokumentationen i första fasen blivit klar och därmed kan fungera som en bas förbenchmarking utfördes studiebesök och dokumentering på två andra företag för attkunna undersöka vilka områden som var i behov av förbättring genom benchmarking.Denna benchmarking ligger sedan tillsammans med idéer och önskemål från anställdatill grund för utformandet av de nya arbetsrutinerna som denna rapport presenterar.

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<p>Business has globalized rapidly during the last decades. Distances between point of origin and point of consumption have increased as a result of globalization. Today’s increased distances mean that companies require faster logistic responses. Air transportation is preferred because it’s worldwide lead-time, of just 1-2 day, fulfill business expectations. However, transportation operation costs have risen dramatically and there are growing concerns about the high CO₂ emission levels associated with air transportation. These issues have recently become a point of focus for most globalized companies.</p><p>Currently, Atlas Copco Rock Drills AB, in Örebro is mostly using air transportation for their inbound logistics flow from North America <em>Shared Distribution Center </em>(SDC). In this thesis, sea transportation is surveyed to asses it’s suitability as a replacement in both economic and environmental terms. The formulated questions are:</p><p>(1) For which items can SDC use sea transportation instead of air transportation at the lowest cost and with the lowest risk?</p><p>(2) How much can SDC reduce their CO2 emission with the new setup? Does it comply with the ”environmental targets” of Atlas Copco Rock Drills AB?</p><p>(3) How would SDC make decisions about suitable transportation setups for additional items in the future?</p><p>When the transportation method is changed from air to sea more than one of the total logistics costs are affected. In reflection of the longer lead-times connected with sea transportation warehousing costs will increase. Therefore, when researching the ”lowest cost” we must consider the lowest total logistics cost. Extended lead-times also decrease the companies’ capability for flexibility; additionally, there will be heightened risk in connection with product life cycles. The possible environmental effects of sea transportation are considered carefully before an item’s transportation method change is suggested to the company. All calculations of CO₂ emissions have been done in accordance with <em>Nätverk </em><em><em></em></em><em><em>för Transporter och Miljö ’s (Network for Transporter and Environment) (NTM) formula </em></em>in order to reach a credible result. The findings are compared with the company’s environmental policy. An excel model has been developed to calculate results for extra items which may be added to the product range in the future.</p><p>As a result of the research analysis it has been shown possible to reduce total logistic cost up to, 33%, 3.247.000 SEK. By changing transportation mode, the CO₂ emission levels for transportation per item for these can even be reduced by up to 97%. Additionally, the excel model can be used internally to implement future changes.</p>

Business has globalized rapidly during the last decades. Distances between point of origin and point of consumption have increased as a result of globalization. Today’s increased distances mean that companies require faster logistic responses. Air transportation is preferred because it’s worldwide lead-time, of just 1-2 day, fulfill business expectations. However, transportation operation costs have risen dramatically and there are growing concerns about the high CO2 emission levels associated with air transportation. These issues have recently become a point of focus for most globalized companies. Currently, Atlas Copco Rock Drills AB, in Örebro is mostly using air transportation for their inbound logistics flow from North America Shared Distribution Center (SDC). In this thesis, sea transportation is surveyed to asses it’s suitability as a replacement in both economic and environmental terms. The formulated questions are: (1) For which items can SDC use sea transportation instead of air transportation at the lowest cost and with the lowest risk? (2) How much can SDC reduce their CO2 emission with the new setup? Does it comply with the ”environmental targets” of Atlas Copco Rock Drills AB? (3) How would SDC make decisions about suitable transportation setups for additional items in the future? When the transportation method is changed from air to sea more than one of the total logistics costs are affected. In reflection of the longer lead-times connected with sea transportation warehousing costs will increase. Therefore, when researching the ”lowest cost” we must consider the lowest total logistics cost. Extended lead-times also decrease the companies’ capability for flexibility; additionally, there will be heightened risk in connection with product life cycles. The possible environmental effects of sea transportation are considered carefully before an item’s transportation method change is suggested to the company. All calculations of CO2 emissions have been done in accordance with Nätverk för Transporter och Miljö ’s (Network for Transporter and Environment) (NTM) formula in order to reach a credible result. The findings are compared with the company’s environmental policy. An excel model has been developed to calculate results for extra items which may be added to the product range in the future. As a result of the research analysis it has been shown possible to reduce total logistic cost up to, 33%, 3.247.000 SEK. By changing transportation mode, the CO2 emission levels for transportation per item for these can even be reduced by up to 97%. Additionally, the excel model can be used internally to implement future changes.

Application portfolio management (APM) is the ongoing process of managing and optimizing the IT application portfolio to maximize its value. It has become increasingly important since large organizations today rely on hundreds, if not thousands, of applications to operate their businesses which in turn causes problems such as unused, redundant, or inefficient applications. Thus, numerous APM research has been conducted in the past to efficiently manage the application portfolio, but there is a lack of recent studies. This case study, which is a collaboration with Atlas Copco aims to contribute to both research and industry by developing and implementing a simple yet flexible APM framework that yields insightful analysis and application assessments. We propose a comprehensive APM framework consisting of the key phases: Objectives &amp; scope definition, data type definition, data collection, process review and process adjustment. We identify the relevant information to be collected and the essential data analysis methods. To improve the flexibility of the proposed APM model, we also recommend adopting an iterative workflow by focusing on a small set of applications at a time. Our research approach consists in conducting interviews and workshops to gather input from key stakeholders and experts. Additionally, we perform a literature study to establish the theoretical foundation. In the considered case study, Power Apps and Power BI were used to collect and analyze the data. The outcomes were evaluated by the project managers and deemed successful in terms of fulfilling the main objectives. Furthermore, the evaluation reveals that the model is applicable not only within different departments of the company but potentially to other organizations as well. / Organisering av applikationsportfölj är ett sätt att hantera och optimera företagets applikationsportfölj för att maximera dess värde. Det har blivit allt viktigare i och med stora organisationer idag förlitar sig på hundratals, om inte tusentals, applikationer för att driva sina verksamheter. Detta i sin tur kan orsaka problem som oanvända, överflödiga eller ineffektiva applikationer. Således har en del forskning utförts tidigare för att effektivt hantera applikationsportföljen, dock finns det en brist på nya studier inom området. Denna uppsats, som är ett samarbete med Atlas Copco, syftar till att bidra till både forskning och industri genom att utveckla och implementera ett enkelt men flexibelt ramverk som ger insiktsfulla analyser och bedömning av applikationer. Vi föreslår ett ramverk bestående av nyckelfaserna: Mål &amp; omfattningsdefinition, datatypsdefinition, datainsamling, processgranskning och processjustering. Vi identifierar relevant information som ska inhämtas och essentiella datanalysmetoder. Därtill, för att förbättra modellens flexibilitet rekommenderar vi ett iterativt arbetsflöde genom att fokusera på en mindre grupp applikationer i taget. Vår forskningsmetod består i att genomföra intervjuer och workshops för att samla in data från viktiga intressenter och experter. Dessutom genomför vi en litteraturstudie för att etablera den teoretiska grunden. I fallstudien användes tjänsterna Power Apps och Power BI för att samla in och analysera data. Resultatet utvärderas av projektledarna och bedömdes uppfylla huvudmålen. Vidare visar utvärderingen att modellen är tillämpbar i andra avdelningar och potentiellt även på andra organisationer.

<p>Chicago Pneumatic Division is a division in the Atlas Copco Group consisting of five acquisitions now operating together. Due to the number of recent acquisitions by Chicago Pneumatic Division, the number of distribution centres has increased, making its structure more complex. The main question studied are how many distribution centres the division should operate and how the product companies best will supply the distribution centres, today as well as in the future. Four distribution models are created, with consideration to goods flow as well as financial and environmental aspects, both in present and future situation. The thesis also includes bench-marking with Atlas Copco Tools and Assembly Systems, Electrolux and Dell. The analysis showed that the division should operate three distribution centres, carrying inventory of products from all production companies. This model is also sustainable environmentally and brings the benefit of one consolidated shipment to the customers.</p>

The main purpose of this thesis is to study why the chosen case companies, Atlas Copco, Sandvik and Alfa Laval engage in CSR activities, with a secondary purpose of investigating how the aformentioned case companies has executed their engagement in CSR and what their present focus is. Our empirical findings suggest that the case companies have similar motives and approaches to CSR engagement. Whereas their main motivation for CSR engagement derives from a concern of legitimacy to their investor community, hence the case companies foremost emphasize an economic responsibility as a motivator and driver for their CSR agenda. In addition we have observed that all case companies use CSR reporting as the base-line for their CSR implementation, which our theoretical framework indicates is a systematic approach to mitigate risk and cost, as well as strengthen their reputation. Furthermore, we have observed that the case companies’ present concern in terms of their responsibility is focused on achieving a tighter implementation between a competitive business strategy and CSR activities as well as developing a better understanding of the increased complexity of social issues and human rights questions surrounding their widespread operations.

Background: In today’s business climate, a growing number of corporations have chosen to explore markets outside their national boundaries. There has been a shift in marketing strategies from a domestic perspective to a global one. Of all the methods available for firms to internationalize, Foreign Direct Investment possesses several advantages; it stimulates employment; raises wages, and replaces declining market sectors. It acts as a stimulant for infrastructure development and technology transfer. For Sweden Saudi Arabia is the most important export market in the Middle East. As Saudi Arabia is a country that presents both huge business opportunities and challenges for Swedish firms, it is important to study how some firms have succeeded in entering this market and what attracted them there in the first place. Purpose: The author’s intent is to identify the advantages and disadvantages for Swedish firms of carrying out FDI in Saudi Arabia. Method: this thesis is based on a case study of two Swedish firms with operations in Saudi Arabia. The author has chosen to use a qualitative research method. Empirical data was gathered by e-mails and phone interviews. Conclusions:  To author answers the research questions; Why did Swedish firms decide to establish themselves in Saudi Arabia? &amp; How did they manage to establish themselves through FDI in that region?  Swedish firms get into the Saudi market because of advantages related the economy, the considerable market size and revenue, improved business climate, business opportunities, their global marketing strategy and their ownership specific advantages. As for how they succeeded to establish their FDI, it was through an incremental approach aided by a good knowledge of the market, the ability of the firm, proactive steps to reduce the impact of cultural differences and the country of origin effect. Suggestions for future research: Future research could focus on doing broader studies involving a larger sample, focusing on one or a few FDI determinants to investigate how they affect the investment decision as well as the managerial implications of cultural distance.

Chicago Pneumatic Division is a division in the Atlas Copco Group consisting of five acquisitions now operating together. Due to the number of recent acquisitions by Chicago Pneumatic Division, the number of distribution centres has increased, making its structure more complex. The main question studied are how many distribution centres the division should operate and how the product companies best will supply the distribution centres, today as well as in the future. Four distribution models are created, with consideration to goods flow as well as financial and environmental aspects, both in present and future situation. The thesis also includes bench-marking with Atlas Copco Tools and Assembly Systems, Electrolux and Dell. The analysis showed that the division should operate three distribution centres, carrying inventory of products from all production companies. This model is also sustainable environmentally and brings the benefit of one consolidated shipment to the customers.