The financial times guide to strategy

Koch, Richard

doi:10.1016/0024-6301(96)81511-1

Cited by 7 publications

(3 citation statements)

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“…If all decisions are made i n terms of their effect on T, I and OE, and priority of T highest and OE the lowest (110), then there is a strong focus on increasing throughput (230). There are two ways to increase throughput once the market becomes a constraint: market the same offerings in different market segments, or expand the company's offerings [22]. If there is a strong focus on increasing throughput (230) and the company finds new ways to market its current offerings (240), then throughput increases (160 Stewart [2] identifies four factors which are statistically significant in terms of the risk premiums attached to the cost of capital of a business: operating risk, strategic risk, asset risk and size & diversity risk.…”

Section: Figure 1 Applying Toc Measurements Future Reality Treementioning

confidence: 99%

Applying the Theory of Constraints to Increase Economic Value Added: Part 1—theory

Smith

Pretorius

2012

The South African Journal of Industrial Engineering

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This article, presented in two parts, explains how to apply the Theory of Constraints (TOC) in a business to increase Economic Value Added (EVA). The first part deals with the theory, while the second part deals with the implementation. The goal of a business, the measurements of the goal and the priority of the measurements are discussed. The future reality of a company which implements TOC principles is shown through cause and effect to lead to an increase in EVA. The increase i n EVA is caused by an increase in return on investment and a reduction in the cost of capital. The actions the company must take to increase EVA is presented.

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Section: Figure 1 Applying Toc Measurements Future Reality Treementioning

confidence: 99%

Applying the Theory of Constraints to Increase Economic Value Added: Part 1—theory

Smith

Pretorius

2012

The South African Journal of Industrial Engineering

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“…BPR differs from other prominent management tools, namely, just‐in‐time and total quality management, mainly due to the radical change which it can offer as opposed to incremental changes in the existing ways of carrying out processes offered by other tools (Subrata, 1999). BPR is appropriate only if existing weakness of the corporation can be corrected either by combination of strategic means and BPR or BPR alone (Koch, 1995). IT enabled BPR is possible through the implementation of disruptive IT (Burke and Peppard, 1995).…”

Section: Bpr and Itmentioning

confidence: 99%

The role of BPR in the implementation of ERP systems

Subramoniam

Tounsi

Krishnankutty³

2009

Business Process Management Journal

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PurposeThe role of business process re‐engineering (BPR) in implementing enterprise resource planning (ERP) systems is of paramount importance. A variety of approaches are used for such re‐engineering as the best‐fitting ERP solution can only give a maximum of 80 percent fit with the existing workflow of the organization in which ERP is being implemented. The aim of this paper is to focus on the issues involved.Design/methodology/approachThe paper presents some sample ERP installations to come out with various types of business BPR, ranging from small‐r to big‐R, practised while implementing ERP.FindingsBased on the literature review, it could be found that all organizations implementing ERP have chosen their own approach based on organizational constraints and the needs. The importance of BPR in ERP implementation is highlighted in earlier studies.Research limitations/implicationsThe recursive relationship between BPR and information technology has only resulted in the rapid evolution of ERP systems. ERP integration with supply chain management and its web readiness are major agenda for ERP developers. Many re‐engineering possibilities are yet to evolve based on research in knowledge, artificial intelligence and expert database systems. A suitable approach to implement the same in an organization can only be done using the most suitable approach and hence the importance of the BPR approaches presented here along with their advantages and disadvantages.Practical implicationsAs the various BPR approaches are categorized based on implementation followed by major corporations, it is definitely a forerunner for any ERP‐implementing organization under study. Also the common problems encountered during re‐engineering for ERP implementation and the suggested remedial measures are presented based on earlier work.Originality/valueAn attempt has been made to identify BPR problems, causes and approaches used in implementing ERP solutions. It is only aimed at synthesis of technical and general issues using the literature.

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“…Therefore, it is considered as a good product selection tool in the sense of assessing financial sustainability. Details of the BCG matrix theory can be found in work by Koch …”

Section: Manufacturing Strategy and Product Selection Toolsmentioning

confidence: 99%

Planning an Integrated Petrochemical Business Portfolio for Long-Range Financial Stability

Al-Sharrah

Alatiqi

Elkamel

2002

Ind. Eng. Chem. Res.

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This paper is an extension of a research on sustainable planning of the petrochemical industry. We have previously quantified sustainability to pollution prevention represented by a health index of the chemicals and increased profit represented by a process added value. In the present study, a model with an environmental objective and strategic constraints is considered. The objective in the new model is still quantified in the same fashion as that in our previous model. However, in addition to material balance, supply/demand, and economic constraints, a new constraint set is introduced. This set represents a strategic tool in the form of the Boston Consulting Group growth/share matrix and is used as a product selection criteria to give a competitive advantage to the industry and to direct products with good growth potenial. The ultimate results would be sustainable and financially stable businesses. The model is tested on a case study of planning the development of Kuwait's petrochemical industry. Results give an optimal development structure for different scenarios but also provide a tool for long-range growth and financial stability.

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The financial times guide to strategy

Cited by 7 publications

References 0 publications

Applying the Theory of Constraints to Increase Economic Value Added: Part 1—theory

Applying the Theory of Constraints to Increase Economic Value Added: Part 1—theory

The role of BPR in the implementation of ERP systems

Planning an Integrated Petrochemical Business Portfolio for Long-Range Financial Stability

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