Alcan's Site Structure

One of the most critical success factors for Alcan, the global leader in discrete and process metal production, selling and service-related businesses, is their supply chain. Sourcing the right materials, from approved suppliers, at the most economical price and having them delivered at the right time is a continual challenge for Alcan and members of the industry it participates in. Bauxite is one of the most critical raw materials there are to the production process for Alcan, and as a result they are engaging in mergers, acquisition and a variety of sourcing arrangements to ensure they can continually gain access to this strategically important material. As of the period of the case study, Alcan had generated $23.6B in revenues across 61 different nations, employing 68,000 associates. Alcan had, in the time period of the case study, created an effective IT governance plan that suited their distributed operations well. IT systems had been however become more fragmented and over time led to a more siloed organizational and information flow structure, leading to greater inefficiencies throughout the entire company. No real governance was in place to monitor and evaluate additional systems being integrated into each specific system leading to over 1,000 duplicate systems being created during the timeframe of the case study. Worse, nearly 40% of these systems were for pricing analysis, leading to 400 separate systems for price analysis

This paper aims to demonstrate a detailed description of the elements of ‘IKEA’ company based on its famous name in the furniture industry.

The following paper is about a company that is at the top level of their industry in selling their products and services. The background of this company describes about what kind of company this is and the types of products and services it provides to their customers. This section also includes the recent performance of this company and the varying aspects of what their target customers and whose is the competition.

This short paper will discuss a general overview of Alcoa Intalco Aluminum Works with different aspects of the business in pertaining to either a preparation for a new product launch or new method created specifically in the hope of reducing costs that will save the company, not just money but the jobs of hundreds of employees currently employed there.

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Arborite’s current competitors are Formica and WilsonArt, mostly concentrating in the United States market. Formica operated several facilities overseas and in North America. Formica was highly focused on making investments to automate several activities which proved to be a competitive advantage for them. The company was able to cut costs and utilization rates increased to about 70% in the U.S. plants (McGahan, 2006, p.10). Since most of the systems were almost fully automated, Formica required less staffing and could invest more into developing a sophisticated marketing and sales strategy. Formica built up their customer relationships by having representatives call architects, designers, OEM’s, distributors, and dealers to solicit feedback and preferences for “fashionable, innovated HPL…” (McGahan, 2006, p.2). The company was also able to develop a modernized system that transmitted information on customers’ preferences. The

The company’s business strategy seems to be sound. The management recognized the potential to exploit the company’s strength in the material handling equipment business. This strategy is likely to help the company to move away from the mining and construction equipment business, which is a low-growth and cyclical industry, to a higher-growth and more stable business.

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|the industry and its challenges it is important to understand its various phases of growth so far. |

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A key feature of this report is it focus on major industry players, providing an overview, raw materials analysis, product capacity, production price and contact information. This enables end users to gain a comprehensive insight into the structure of the international

The case surrounds a sales manager, Joseph Frebert, From Alcon. He experienced a hard time working with skilled sales people. Adaptation to work within his people’s sales territory also proved difficult. The manager had pressure from work and domestic matters where he left everything to his fiancée, Ellen, a broker at Trout Brothers, was hard working compared to Joseph, confirmation from the large accounts she

The purpose of this article is to emphasize the importance of a socio-technical system (STS) to the overall growth of the organization. In this case an examination of the ALCAN organization. This company is a global enterprise which has over 68,000 employees, and operating facilities in 61 countries. The organization take in over 23 billion US dollars in 2006 from its four major business groups (Primary Metal, Engineered Products, Packaging and Bauxite & Alumina-Dube, Bernier, & Roy, 2009). The problem that this organization had was much like many other organizations which are in the global arena. The main problem is that one business unit is not successfully communicating with the other units of the organization. Additionally, Alcan like other global enterprises is attempting to add to its empire through the merger and acquisition process. The solution for Alcan was founded in the institution STS principles. This general concept is that with STS the organization can use human behavior and social structure to enhance system outputs. In other words STS connects technical systems with social systems which leads to an increase in both independent areas of operation. This report will examine how Alcan use of STS to improve its production as well as the way to future organization development. Lastly, this document will display why this is the right solution for many organizations especially in the information age.