Submitted by Mariana Dornelles Vargas (marianadv) on 2015-05-28T19:38:08Z No. of bitstreams: 1 analise_processo.pdf: 4833608 bytes, checksum: 44324b393958b01c87ee362f1bf51872 (MD5) / Made available in DSpace on 2015-05-28T19:38:08Z (GMT). No. of bitstreams: 1 analise_processo.pdf: 4833608 bytes, checksum: 44324b393958b01c87ee362f1bf51872 (MD5) Previous issue date: 2011 / Nenhuma / Este trabalho aborda um estudo de caso efetuado em uma empresa multinacional, do ramo metal mecânico, fabricante de equipamentos de bens de capital destinados à construção e à pavimentação de rodovias. A pesquisa consiste em analisar a condução do processo de desenvolvimento de novos produtos - DNP -, identificar as lacunas e propor melhorias para aumentar a sua eficiência e eficácia. O incremento de eficiência e eficácia permite às empresas a busca pela vantagem competitiva no mercado em que atuam por: i) redução de desperdícios, de custos no produto e processo, e de tempo de lançamento do produto, sendo mais rápido do que o da concorrência; e ii) incremento de tecnologia e maturidade no desenvolvimento de novos produtos. Para que fosse possível avaliar o processo de DNP, estabeleceu-se uma estrutura hierárquica que norteia o referencial teórico apresentado, subdividida em projeto e produto. Com relação a projetos, aborda-se a importância do gerenciamento de projetos organizacional, estabelecendo-se a inter-relação entre gerenciamento de projetos, gestão da mudança e aprendizado organizacional. Com relação a produtos, aborda-se o referencial teórico sobre processos de desenvolvimento de produtos, cujas principais características são apresentadas, bem como sua evolução, desde o processo sequencial até os processos contemporâneos. Esse referencial teórico é de suma importância no estudo deste caso para que seja efetuado o diagnóstico do estado atual do processo de DNP, identificar as lacunas e a fragilidade desse processo, além de propor melhorias para o estado futuro. O método de pesquisa utilizado consiste de pesquisa qualitativa, representada pela aplicação de questionários com perguntas objetivas e descritivas, e execução de reuniões de grupo de foco e observação direta. O período de análise do processo ocorreu entre julho de 2007 e dezembro de 2010. A coleta de dados da pesquisa foi realizada entre julho e dezembro de 2010. Como conclusão, foram evidenciadas 18 oportunidades de melhorias de dimensão estratégica, tácita e operacional, e identificadas 8 perdas no fluxo do processo de DNP. Foram apresentadas sugestões de melhorias para aumento de eficiência e eficicácia no processo. / This paper discusses a case study carried out in a multinational company, industry, metal mechanic, a maker of equipment for capital goods for construction and road paving. It is to examine how it is being conducted the process of new product development, NPD, identify gaps and propose improvements to increase efficiency and effectiveness of that. Increased efficiency and effectiveness of this process allows companies to seek competitive advantage in working for 1) reduction, waste, product and process costs, reduced time for product launch, this faster than the competition, and 2) an increase of technology and maturity in developing new products. To enable it to evaluate a NPD process established a hierarchical structure that guides the theoretical framework presented. This is divided into project and product. With regard to projects is discussed the importance of project management organization which establishes the interrelation between project management, change management and organizational learning. With regard to products is discussed on the theoretical development processes of products, which are arepsentadas their main characteristics and evolution from the sequential processes to contemporary. This important theoretical contribution in the case study to make the diagnosis of the current state of the NPD process, this being identified gaps and weaknesses and propose improvements to the future state. The research methodology consists of qualitative research through the application of questionnaires with objective and descriptive exedcução of focus group meetings and direct observation. The period of analysis of the process is considered from July 2007 to December 2010. The implementation of the research was conducted between July 2010 to December 2010 to collect data. As a conclusion were found 18 opportunities for improvement with a strategic dimension, tacit and operational, identified the eight losses in the flow of the companys NPD process and made suggestions for improvements aimed at increasing their efficiency and effectiveness.

The topic of this thesis is the product portfolio innovation of tourism for the segment 55+ on the example of the České Budějovice region. The main aim of this study was to assess the current through the analysis of tourism products for a selected segment - a group of 55+ in Ceske Budejovice. Using the field survey have been identified the requirements and the preferences of the 55+ segment ,on its basis was designed the project of the innovation the tourism's product portfolio for the selected segment.

Abstract Master data describes business objects that are shared across an entire enterprise. Master data is a single source of information that should be used across the IT systems and business processes without changing. Definitions and understanding of common data and how well it is understood forms the basis for understanding the master data. The main objective of this study is to clarify how one product data should be understood and defined and to identify the main challenges and the best practices for managing the one product data for business processes. This study approaches one product data for integrated business processes from several perspectives by focusing on one product master data, data ownership, and the importance of a governance model for managing the master data. The means also to determine business value of master data and to ensure that a company’s success in reaching this business value is analysed. The findings of this study reveal the need for balance between business processes, data, and IT systems. The study indicates that a governance model is necessary in conjunction with business processes, data, and IT systems to ensure that an adequate foundation is created for one product data. One product data is the sum of product-related business data and one product master data. One product master data is the “DNA” of a product that is created by the product portfolio management process and is stored and controlled by a Product Lifecycle Management IT-system that updates the receiving systems in business processes with the common product data. One product data forms the basis for integrated business processes. In the product life cycle context, this means that data must be in place from the new product development phase to the maintenance phase, as well as across sales processes, supply chains, and care/service processes. Discontinuous data is harmful as it causes extra costs in management and slows down data analysis, as well as affects the reaction speed around changes on the business side. New business opportunities such as digitalisation may become very difficult if centralised one product data is not in place. It is important to keep in mind that if data integrity and quality are not in place in a company, adding new business models might be very challenging. / Tiivistelmä Master data on informaatiota, joka on määritelty yksiselitteisesti ja sitä käytetään muuttumattomana ylitse eri IT- järjestelmien ja -prosessien. Datamäärityksillä tuetaan liiketoiminnan prosesseja. Datan määritelmät ja yleinen datan ymmärtämisen taso yrityksessä ovat tärkeitä elementtejä, muodostaen pohjan Master data -käsitteelle. Tämän tutkimuksen päätarkoituksena on selkiyttää kuinka yksiselitteinen tuotetieto tulisi ymmärtää ja määritellä. Samalla identifioidaan suurimmat haasteet ja parhaat käytänteet yhdenmukaisen tuotetiedon hallinnalle. Tutkimuksessa keskitytään yhtenäisen master datan käsitteistön, datan omistajuuden, sekä hallinnointimallin tärkeiden näkökulmien kautta kokonaisuuden ymmärtämiseen useista eri näkökulmista. Tutkimuksessa perehdytään myös datan liiketoiminnallisen arvon tunnistamiseen. Sen kautta voidaan varmistaa yrityksen kyvykkyys saavuttaa asetetut tavoitteet, jotka johto on määritellyt esim. strategian kautta. Tulokset kertovat, että on äärimmäisen tärkeää löytää oikea balanssi liiketoiminnan prosessien, datan ja tietojärjestelmien kesken. Yksikäsitteinen tuotetieto on summa, joka muodostuu tuotteeseen liittyvästä liiketoimintatiedosta sekä yhtenäisestä tuote master datasta. Yhtenäinen tuote master data on ikään kuin tuotteen DNA tietoa. Yhteenvetona voidaan todeta, että parhaimmillaan data määritellään kerran ja sitä käytetään muuttumattomana eri liiketoiminnan prosessissa hyödyksi. Yhtenäinen tuote data muodostaa pohjan liiketoiminnan prosessien integroimiselle. Tuotteen elinkaaren sisällön osalta tämä tarkoittaa sitä, että data luodaan osana uuden tuotteen kehitysprosessia ottaen huomioon muiden liiketoiminta prosessien tarpeet kuten myynti, logistiikka ja valmistus, huolto jne. On äärimmäisen tärkeää, että datalle ei synny epäjatkuvuuskohtia eri prosessien välille. Datan epäjatkuvuuskohdat voivat tuottaa ylimääräisinä kustannuksia ylläpidon, data analytiikan ja raportoinnin kautta. Yleinen reagointinopeus liiketoiminnan muutoksiin on yleensä hitaampaa. Uusien liiketoimintamahdollisuuksien kuten digitalisaation tai esineiden internetin (IoT) toteuttaminen voi olla haastavaa ja kallista mikäli keskitettyä ja yhtenäistettyä tuote data mallia ei ole. Yhtenäisen tuote master datan käsite ja parhaita käytänteistä toteuttava hallintamalli antavat pohjan tietokeskeiselle ajattelulle yrityksessä.

The subject for the Diploma Thesis is Marketing Plan for a company whose core business is development and sell of the Information software for veterinarian. The framework is focused on strategic marketing management and preparation of Marketing plan in theoretical way. Practical part consists of the marketing plan for the company.

Abstract Products and services are critical for companies as they create the foundation for companies’ financial success. Twenty per cent of company products typically account for some eighty per cent of sales volume. Nevertheless, the product portfolio decisions — how to strategically renew company product offering — tend to involve emotions, pet products and who-shout-the-loudest mentality while facts, numbers, and quantitative analyses are missing. Profitability is currently measured and reported at a company level, and firms seem unable to measure product-level profitability in a constant way. Consequently, companies are unable to maintain and renew their product portfolio in a strategically or commercially balanced way. The main objective of this study is to provide a data-driven product portfolio management (PPM) concept, which recognises and visualises in real-time and based on facts which company products are concurrently strategic and profitable, and what is the share of them in the product portfolio. This dissertation is a qualitative study to understand the topical area by the means combining literature review, company interviews, observations, and company internal material, to take steps towards data-driven decision-making in PPM. This study indicates that company data assets need to be combined and governed company-widely to realise the full potential of company strategic assets — the DATA. Data must be governed separately from business IT technology and beyond it. Beyond data and technology, the data-driven company culture must be adopted first. The data-driven PPM concept connects key business processes, business IT systems and several concepts, such as productization, product lifecycle management and PPM. The managerial implications include, that the shared understanding of the company products is needed, and the commercial and technical product structures are created accordingly, as they form the backbone of the company business as the skeleton to gather all product-related business-critical information for product-level profitability analysis. Also, product classification for strategic, supportive and non-strategic is needed, since the strategic nature of the product can change during the entire product lifecycle, e.g. due to the technology obsolescence, disruptive innovations by competitors, or for any other reason. / Tiivistelmä Tuotteet ja palvelut ovat yrityksille kriittisiä, sillä ne luovat perustan yritysten taloudelliselle menestykselle. Kaksikymmentä prosenttia yrityksen tuotteista edustaa tyypillisesti noin kahdeksaakymmentä prosenttia myyntimääristä. Siitä huolimatta tuoteporfoliopäätöksiin — kuinka strategisesti uudistetaan yrityksen tuotetarjoomaa — liittyy tunteita, lemmikkituotteita ja kuka-huutaa-kovimmin -mentaliteettia faktojen, numeroiden ja kvantitatiivisten analyysien puuttuessa. Kannattavuutta mitataan ja raportoidaan tällä hetkellä yritystasolla, ja yritykset eivät näyttäisi pystyvän mittaamaan tuotetason kannattavuutta johdonmukaisesti. Tämä estää yrityksiä ylläpitämästä ja uudistamasta tuotevalikoimaansa strategisesti tai kaupallisesti tasapainoisella tavalla. Tämän tutkimuksen päätavoite on tarjota dataohjattu (data-driven) tuoteportfoliohallinnan konsepti, joka tunnistaa ja visualisoi reaaliajassa ja faktapohjaisesti, mitkä yrityksen tuotteet ovat samanaikaisesti strategisia ja kannattavia ja mikä on niiden osuus tuoteportfoliossa. Tämä väitöskirja on laadullinen tutkimus, jossa yhdistyy kirjallisuuskatsaus, yrityshaastattelut, havainnot ja yritysten sisäinen dokumentaatio, joiden pohjalta pyritään kohti dataohjautuvaa päätöksentekoa tuoteportfolion hallinnassa. Tämä tutkimus osoittaa, että yrityksen data assettit on yhdistettävä ja hallittava yrityksenlaajuisesti, jotta yrityksen strategisten assettien — DATAN — potentiaali voidaan hyödyntää kokonaisuudessaan. Data on hallittava erillään yrityksen IT-teknologiasta ja sen yläpuolella. Ennen dataa ja teknologiaa on omaksuttava dataohjattu yrityskulttuuri. Dataohjatun tuoteportfolionhallinnan konsepti yhdistää keskeiset liiketoimintaprosessit, liiketoiminnan IT-järjestelmät ja useita konsepteja, kuten tuotteistaminen, tuotteen elinkaaren hallinta ja tuoteportfolion hallinta. Yhteisymmärrys yrityksen tuotteista ja sekä kaupallisen että teknisen tuoterakenteet luominen vastaavasti on ennakkoedellytys dataohjatulle tuoteportfolion hallinnalle, koska ne muodostavat yrityksen liiketoiminnan selkärangan, joka yhdistää kaikki tuotteisiin liittyvät liiketoimintakriittiset tiedot tuotetason kannattavuuden analysoimiseksi. Lisäksi tarvitaan tuotteiden kategorisointi strategisiin, tukeviin ja ei-strategisiin tuotteisiin, koska tuotteen strateginen luonne voi muuttua tuotteen elinkaaren aikana, johtuen esimerkiksi teknologian vanhenemisesta, kilpailijoiden häiritsevistä innovaatioista tai mistä tahansa muusta syystä.

In order to meet the customer demands and remain competitive in a market where product life cycles are every day shorter, companies are forced to update their product portfolios continuously. The process for phasing the products in the company portfolios (i.e. introducing the new products and deleting the old ones) is known as the Phase-In/Phase-Out (PIPO) Process or Rollover Process. In most of the companies, there is a lack of formal processes for planning the phasings, eliminating the obsolete products and introducing the updated ones. However, a good planning is a key point to succeed and to create a lower impact on customers. Moreover, to achieve the best results, a cross-functional department organization is necessary to share the correct information at the correct time. This Degree Project has been carried out at Coty France, in the Demand Planning Department. This department is responsible for deciding the discontinuation dates and managing the switches of the products. This Master Thesis focuses on determining a methodology to share the information among the departments involved in the PIPO process and creating a tool to estimate the discontinuation dates. Clear procedures have been defined for phasing the products and an Excel tool has been created to calculate the dates. Finally, to validate the final solution proposed, an analysis of the Customer Service Level has been performed to confirm that the use of these procedures reduces the impact on customers. / För att möta kundernas krav och förbli konkurrenskraftiga på en marknad där produktlivscyklerna är kortare varje dag tvingas företag att uppdatera sina produktportföljer kontinuerligt. Processen för fasering av produkterna i företagsportföljerna (dvs. introduktion av de nya produkterna och radering av de gamla) är känd som Phase-In/Phase-Out (PIPO)-processen eller Rolloverprocessen. I de flesta av företagen saknas formella processer för att planera faserna, eliminera de föråldrade produkterna och introducera de uppdaterade. En bra planering är dock en nyckelpunkt för att lyckas och skapa en lägre inverkan på kunderna. För att uppnå bästa resultat krävs dessutom en tvärfunktionell avdelningsorganisation för att dela rätt information vid rätt tidpunkt. Detta examensprojekt har genomförts i Coty France, i Demand Planning Department. Denna avdelning ansvarar för att bestämma avslutningsdatum och hantera switcharna av produkterna. Detta examensarbete fokuserar på att bestämma en metod för att dela informationen mellan de avdelningar som är involverade i PIPO-processen och skapa ett verktyg för att uppskatta avslutningsdatum. Tydliga procedurer har definierats för fasning av produkterna och ett Excelverktyg har skapats för att beräkna datum. Slutligen, för att validera den föreslagna slutliga lösningen, har en analys av kundtjänstnivån genomförts för att bekräfta att användningen av dessa procedurer minskar påverkan på kunderna.

Abstract Bringing new products faster to the market is increasingly critical. To reach this goal, companies have been improving their product development practices and processes. Rapid product development (RaDe) is a type of incremental product development model, in which new sales items are created by redesigning existing products quickly and inexpensively. This study examines the RaDe challenges and enablers, particularly the ones from the perspective of supply management (SM) and product portfolio management (PPM). The main objective of this study is to recognise and describe the significance of mature SM for RaDe, resulting in successful and efficient product ramp-ups and portfolio renewal. The present study follows a qualitative research approach, which consists of reviewing the literature and analysing the relevant practices and current process settings of several companies representing diverse business areas and industry types. The principal results of this study involve acknowledging and describing the role of mature SM and organised PPM for effective RaDe implementation and product portfolio renewal. The study examines the mature SM from the perspective of 1) the definition of the SM objectives; 2) the alignment of the list of recommended products, buy-items and suppliers; 3) the creation of the product design guidelines, targets and metrics from the SM perspective; and 4) the establishment of the supply capability creation process. The main implications of the present study highlight the importance of the SM maturity that can support managers in RaDe related planning and implementation activities. The originality of the study resides in the emphasis of the SM significance in terms of different aspects that are beneficial to RaDe implementation and product portfolio renewal. / Tiivistelmä Uusien tuotteiden tuominen markkinoille nopeasti on enenevissä määrin tärkeää yrityksille. Tämän saavuttamiseksi yritykset ovat pyrkineet parantamaan tuotekehitystoimintojaan ja -prosessejaan. Nopea tuotekehitys (RaDe) on malli inkrementaaliseen tuotekehitykseen, missä myyntinimikkeitä luodaan uudelleen suunnittelemalla jo olemassa olevia tuotteita nopeasti ja halvalla. Tämä tutkimus tarkastelee RaDe -haasteita ja mahdollistajia, erityisesti hankintatoimen johtamisen (SM) ja tuoteportfoliohallinnan (PPM) näkökulmasta. Tutkimuksen ensisijaisena tavoitteena on tunnistaa ja kuvata kypsän hankintatoimen johtamisen ja nopean tuotekehityksen merkittävyys niin onnistuneen kuin tehokkaan markkinoille tuonnin sekä tuoteportfolion uudistamisen mahdollistajana. Laadullinen tutkimus tarkastelee monipuolisia liiketoiminta-alueita ja teollisuusaloja, koostuen sekä kirjallisuuskatsauksesta että useiden eri yritysten niille relevanttien toimintojen ja prosessien analysoinnista. Keskeiset tutkimuksen tulokset osoittavat ja selittävät kypsän hankintatoimen johtamisen ja organisoidun tuoteportfoliohallinnan roolia nopean tuotekehityksen tehokkaassa toteutuksessa sekä tuoteportfolion uudistamisessa. Kypsää hankintatoimen johtamista tutkimus tarkastelee seuraavista perspektiiveistä: 1) hankintatoimen johtamisen tavoitteiden määritys, 2) suositeltujen tuote-, ostoartikkeli- ja toimittajalistojen linjaus, 3) tuotesuunnittelun ohjeistusten, tavoitteiden ja mittareiden luominen hankintatoimen johtamisen näkökulmasta, ja 4) hankintatoimen kyvykkyyden perustamisen luomisprosessi. Tutkimuksen merkittävimmät kontribuutiot organisaatioille korostavat sellaisen kypsän hankintatoimen johtamisen tärkeyttä, mikä tukee johtoa nopean tuotekehityksen suunnittelussa ja toteutuksessa. Uudenlaista näköalaa tutkimukseen tuottaa hankintatoimen johtamisen merkityksen tähdentyminen positioista, jotka ovat suotuisia nopean tuotekehityksen toteutukselle sekä tuoteportfolion uudistumiselle.

Ericsson has recently experienced difficulties to meet the customer demand, which has led to lost market shares. This is mainly due to the long and unpredictable lead times within their supply chains. Therefore, Ericsson seeks to increase their ability to meet the customer demand by reducing the customer order lead time. A shorter lead time would imply a greater responsiveness and improved service level towards the customers. A directive from the company was to base the study on the supply chain for the customer Algeria Telecom Mobile. The purpose of the study is to give recommendations for improvements that reduce the total lead time in a supply chain perspective in order to improve the customer service level.  To be able to fulfill the purpose, four objectives were distinguished and supported with existing frameworks for analyzing supply chains. The first step was to create a current state map, which was achieved by conducting 24 interviews with people working within the supply chain. The second step was to identify potentials for lead time reduction. This was done by categorizing the supply chain parts and the problems that were gathered during the current state mapping into meaningful groups, and thereafter prioritize the categories with the greatest potential. The third step was to generate alternative solutions by conducting a second literature review based on the potentials that was identified during the prior step. The general solutions were later modified in order to fit the current supply chain. It resulted in eight Ericsson specific solutions. The fourth step was to evaluate these solutions in combination, which led to a recommended combination of solutions that provided the greatest lead time reduction. Also the requirements for implementing these solutions were presented in this step.  The recommendation for Ericsson is to rearrange their current supply chain for the studied customer and use two different supply chains; the Regional supply chain and the Alternative supply chain. The two arrangements will both be based on the implementation of a supply hub, which implies a movement of the customer order decoupling point closer to the customer. The Regional supply chain will cover the main flow and be used when the customer orders products from a product portfolio that has been agreed within the region. The Alternative supply chain will act as a complement and cover the flow of products outside the regional product portfolio.   The estimated customer order lead time for the Regional supply chain is 17 days, which is a reduction of 80 % in the normal case for the studied supply chain. The lead time for the Alternative supply chain is more difficult to estimate precisely, but it will be reduced in comparison with the current situation. Moreover, the service level towards the customer will be increased for both the Regional and the Alternative supply chain. To summarize the recommendations that are forwarded to Ericsson, they are listed below:  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Implement a regional supply hub  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Agree on a regional product portfolio  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Implement time slots for inbound flows  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Use BPO as a payment method instead of Letter of Credit  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Use a CIP, DAP or DAT Incoterm  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Implement a product configurator and let the customer place orders on commercial descriptions or a solution id.  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Integrate processes and activities throughout the supply chain and establish a greater information exchange.

he aim of this thesis is to carry out an appraisal of a financial condition of a company. In the first part, theoretical start-points of Financial Analysis are scrutinised, with an introduction of the company followed. By taking the advantage of the Financial Analysis method, the financial condition of the company is appraised and the outcomes are compared with competition. In the second part, proceedings for risk elimination in the company management are suggested.