Exam Flashcards
Includes personnel, material, machines and money
Physical resource flow
Includes data, information, and information in the form of decisions
Virtual resource flow
Firm’s control mechanism include
Performance standards to meet of the firm wants to achieve overall objectives
Firm’s management
Information processor that transform data into information
Composed of the virtual resource
Feedback loop
Organizations and individuals that exist outside the firm and have a direct or indirect influence on it
Environmental elements
Organizations and individuals that exist outside the firm and have a direct or indirect influence on it
Global community
Eight environmental elements
Government Global community Customers Competitors Stockholders or owners Labor unions Suppliers Financial community
Information flows from customers
Often
Material flow to customers
Often
Money flow to stockholders
Often
Raw materials flow from suppliers
Often
Money flow from government
Less often
Material flow to suppliers
Less often
Personnel flow to competitors
Less often
Pathway that facilitates the flow of physical resources from suppliers to the firm then to the customers
Supply chain
Manages the resources through supply chain to ensure timely and efficient flow
Supply chain management
Supply chain management activities
Scheduling production Ordering replenishment stock from suppliers Managing inventory Forecasting customer demand Establishing transportation networks Receiving stock from suppliers Executing production Transporting resources to customers Tracking the flow pf resources from suppliers, through the fir, and to customers
Can be used to perform the supply chain activities
Firm’s information systems
Provide the ability to frack the flow of the resources as it occurs
Electronic systems
Is a crucial aspect of a firm’s ERP system
Supply chain management
Refers to the use of information to gain leverage in the marketplace
Competitive advantage
Uses virtual as well as physical resources
Competitive advantage
Is used to meet the strategic objectives of the firm
Competitive advantage
Created to achieve competitive advantage
Value chain
Creator of Value Chain
Michael E. Porter
Consists of the primary and support activities that contribute to margin
Value chain
Value of the firm’s products and services minus their costs as perceived by the firm’s customers
Margin
Objective of the value chain
Increased marging
Porter’s Value activities
Primary value activities
Support value activities
Manage the flow of physical resources through the firm
Primary value actvities
Include the firm’s infrastructure
Support value activities
Each value activity includes
Purchased inputs
Human resources and technology
Expanding the scope of the value chain
Inter-organizational Information system
Business partners
Value system
Is the linking of the firm’s value chain to those of other organizations
IOS
Participating firms in the IOS
Business partners
Linking of the firm’s value chain with those of its distribution channel members
Value system
Dimensions of Competitive Advantage
Strategic advantage
Tactical advantage
Operational advantage
Has a fundamental effect in shaping the firm’s operations
Strategic advantage
When the firm implements a strategy better than its competitors
Tactical advantage
Deals with everyday transactions and processes
Operational advantage
Firm that operates across products, markets, nations and cultures
Multinational corporation (MNC)
It consists of a parent company and its subsidiaries
Multinational corporation
It is crucial to minimize uncertainty
Information processing
It is key to achieving competitive advantage globally
Coordination
Advantages of coordination include:
Flexibility in responding
Ability to respond market by market
Reduce overall costs of operation
Ability to keep abreast of market needs globally
Describes an information system that consists of networks that cross national boundaries
GIS
Challenges of GIS
Politically imposed constraints
Cultural and communications barriers
Consist of hardware, software, information specialists, users, facilities, databases, and information
Information resources
KM
Knowledge management
Acquiring data, processing data, into information, using and communicating information in the most effective way, and discarding information at the proper time
KM
Dimensions of Information
Relevancy
Accuracy
Timeliness
Completeness
Pertains to the problem at hand
Relevancy
Strive for 100%
Accuracy
Should be available for decision making before a crisis situations develop or opportunities are lost
Timeliness
Correct amount of aggregation and supports all areas of the decision being made
Completeness
Having too much information
Information overload