New Re-engineered Process

We have increased the number of operations in our re-engineered process in order to reduce the number of delays. We have also increased the amount of ICT used in the whole process to make everything easy.

Re-Engineered process

Existing Process of Google

TESCO

1-What benefits does Tesco’s information exchange offer to the retailer and its suppliers?         

          Tesco has started of using TIE(Tesco Information Exchange)since 1997.It it massive help to control and influence in combine Tesco retailing knowledge with the product knowledge of suppliers. In addition TIE aim the supplier to have enough time to react about orders.(Chaffey, D (2002), E business and e commerce management, Financial time).

2-What differences have the use of TIE added over the original EDI system?

         Electronic Data Interchange(EDI) is a way of life for Tesco and about  200 of their suppliers, enabling rapid and up-to-the-minute stock data to be transmitted across their supply chain. It started operating from 1980s and sent messages to 350 suppliers about details of actual store demand and weekly sales forecasts.As a result, Tesco have increased their stock turn to 36 times per annum, reduced lead times to less than three days. management by suppliers.(Croom, S.  (1999)  The Supply Chain Revolution, NEXUS, Autumn), but it needed to improve because Tesco did not know the correct value of sales or they did not receive any feedback . The TIE helps to good understanding of two way collaboration in supply chain. .(Chaffey, D (2002), E business and e commerce management, Financial time). 

3-Discuss reasons why only two of Tesco's suppliers have fundamentally altered the way they work as a result of TIE. 

         Many suppliers prefer sticking to their traditional ways of retailing and refuse change. Also, If the exclusivity of the products is not owned by Tesco then using TIE will make it difficult for the suppliers to deal with other retailers, which have not adopted TIE. In some cases, TIE does not require great changes to the retailing system.

The Beer Game

Our comment (s)

We had to choose between quick delivery and keeping cost to a minimum. At first, we had to wait for the order to come and this took us more time to deliver and we ended up having to order small quantities every time. 

Then, we started to order more products which concluded in costs going up. Having more products meant inventory cost has to increase.

The real problem here was " time consumption". The ordering/delivering process took long. Maybe we could use ICT to receive orders quickly and frequently via internet and a program which receive orders and sends the manufacturing orders accordingly. This way we can order quickly and we won’t have to keep anything in our inventory. This will keep the cost to a minimum.

Also intelligent forecasting tools can be employed to help make intelligent guesses as to how much of the products should be manufactured at a time thereby limiting the quantity of items in inventory to a minimum thus lowering costs.

The Excel Sheet Results

 

Goldcorp Inc: Social Responsability Part II

Goldcorp Inc understands the importance of the surrounding of its projects, which is the way they tend to do a long-term commitment to maintain a viable business, increase value for their shareholders, improve employment and develop opportunities for their host communities, and minimize their environmental impacts. 

Some of Goldcorp Inc's commitments are stated below:

– a commitment to the protection of life, health and the environment for present and future generations;

– respect for the needs and cultures of the local communities;

 – open communication with employees, stakeholders and governments concerning their plans, programs and performance;

 – cooperation with government agencies, local communities, educational institutions and suppliers to achieve safe handling and disposal of all the materials, resources and products; and 

– application of the best technologies to continuously improve the safe and efficient use of resources, processes and materials.

“Goldcorp is committed to conducting our business responsibly, which means respecting the safety and health of our employees, protecting the environment, respecting the human rights of our employees and the residents of the communities in which we operate and contributing to the sustainable development of those communities. Our commitment to these efforts is outlined in our Corporate Social Responsibility (CSR) policy and Human Rights policy.”

Goldcorp Inc tries to build strong, open and transparent relationships with the communities. It provided School Drug Awareness Programs in late November 2007 which was sponsored by the Peñasquito project, in Mexico for 12 communities, and also helped in delivering Educational assistance to Carrizalillo.

-Do these commitments mean that Goldcorp Inc. is actually ready to stop a project just because it might harm the people living around the mine? How about the shareholder whom most of the time don’t really care about anything but what they will gain from the project? 

In 2010 at TORONTO, shareholders of Goldcorp Inc. got a glimpse into the lives of Central Americans whose land has been exploited by the company for gold. Shareholders learned about the devastating effects Goldcorp’s operations have had on communities in Central America. The presenters told of an increase in health problems, cracked houses, widespread social conflict and the criminalization of protest in their towns and villages.

A shareholder resolution was brought forward by Kathryn Anderson of the Maritimes-Guatemala Breaking the Silence (BTS) Network, which called on Goldcorp to adopt a corporate policy on free, prior and informed consent (FPIC) by September 1, 2010. The Goldcorp operations influenced by Anderson’s proposed policy would impact not only Indigenous communities, but all communities dependent for survival on natural resources. Shareholders representing 90 per cent of Goldcorp’s shares voted against Anderson's proposed resolution.

Although Goldcorp claims it participates in consultations with populations affected by its mines, company representatives refuse to articulate a detailed consultation process or put one into company policy. Furthermore, nowhere does Goldcorp claim to respect the rights of communities to say no to mining, which is a keystone of Anderson’s resolution.

When it ignored the results of community-organized consultations in 2005 in Sipakapa, a region bordering the Marlin Mine—where 11 out of 13 communities unanimously opposed the mine’s presence—the local government was pressured to address the issue. The municipality of San Miguel has since organized its own upcoming consultation. Goldcorp General Counsel VP David Deisley said the company is not legally required to respect the results of such a consultation.

All four Central American activists who flew to Canada to speak to Goldcorp’s shareholders were adamant that voluntary standards for Canadian companies do not protect against human rights abuses. Although they were all in support of Bill C-300, they continue to push for free, prior and informed consent to be a focal point of Canadian legislation.

http://upsidedownworld.org/main/news-briefs-archives-68/2535--goldcorp-drilled-by-shareholders-for-mining-projects-in-central-america

http://www.goldcorp.com/_resources/Goldcorps_Response_to_Marlin_Mine_HRA_report_final_06_29_10.pdf

http://www.goldcorp.com/corporate_responsibility/