Case Study: Listing Requirements Of Bursa Malaysia

business and causing many workers to lose jobs. In this paper I will point out

ii. Loss of customers (and sales) due to long customer service wait times or lack of

. Alcoholic issues which is bad for the business reputation in front of the customers

Mr. Aly Tapily is working as a Material Data Analyst. Under the supervision of the MPR Control Manager he is tasked to provide manager services per assigned work by Industrial Engineering Manager and Supply Chain Manager. Aly’s primary function in this position is to analyze and monitor the quality of data from Engineering and Industrial documents during product manufacturing by analyzing data collected to find discrepancies. To successfully complete this task, he needs to have an ability to read and understand engineering drawings/schematics, a good understanding of electrical and mechanical components needing in production, and good statistical analysis skills. Aly is also responsible for extracting required data from the company’s database and ERP system or other systems used for Bill of Materials (BOM) and procurement. He then has to report findings in clear concise format to project managers for resolution. These duties among others, while working on the different projects, will help Aly’s knowledge of different engineering procedures taking during product manufacturing, process analysis and control, project management, database technology, data reporting skills, and statistical skills learned through his engineering degree.

The main problems of the organization were that the company set strategies to achieve objectives that weren’t focused in the core business and set without considering how many resources and skills does the company would need to reach them, focusing their efforts in processes or products that didn’t add value to the company and decreasing the profits of the

Businesses in today's economy often face challenges that are not readily apparent until, more often than not, the costs of those challenges become critical. A businesses ability to identify the fundamentals of these challenges and act accordingly to squelch the damage that has been done while bouncing back is paramount to the businesses success. This paper will identify three key areas in identifying and repairing the critical problems that can occur. More importantly, this paper will also identify several fundamentals within the three areas. The paper will examine some sub levels of (1) analysis, (2) cost, and (3) research. Additionally, this paper will discuss the

Gagasan Carriers Sdn Bhd udaya@gagasan.com.my 42. Mr Yong Leong Hua Executive Director Gimhwak Shipyard Sdn Bhd leong_y@yahoo.com 43. Mr Mohd Yusni b. Razali Global Carriers Bhd 44. Mr Bazerin b. Din Global Carriers Bhd 45. Mr. Ho Kong Fatt Manager Global Carriers Bhd hokf@globalcarriers.com.my 46. Mrs Nor Azrina Azlan Chief Operation Officer Global Carriers Bhd azrina@globalcarriers.com 47. Mr Adam Shah b.Azlan General Manger Global Carriers Bhd adam@globalcarriers.com.my 48. Mr Tajul Asikin Sallehuddin Head Procurement Global Carriers Bhd tajulashikin@globalcarriers.com.my 49. YBhg Dato’ Jaffar b. Mohd Yassin Director Grade One Marine Shipyard Sdn Bhd jaffaryassin@goms.com.my 50. Mr Ahmad Yusof Mohamad Chief Operating Officer Grade One Marine Shipyard Sdn Bhd ahmadyusof@goms.com.my 51. Mr Shahril b. Ahmad Managing Director

“Bankruptcy is the situation where the firm’s liabilities exceed the economic value of its assets.”, according to Altman:17 (2007). Nowadays there are lots of companies facing financial problems and ending up with bankruptcy. The business failure can be caused by many reasons however the main factor is from internal problems. From my point of view, firms collapsed because the management team did not exercise control efficiently of the business operations. Those poor management can be categorized into three equally important factors which are human resource management, marketing management, and financial management.

On  the  one  hand,  the  company  has  suffered  severe  failures,   flirting   with   insolvency   on   multiple   occasions.   On   the   other,

For example, a recession in the economy, or drought in China which results to the delay in production of goods might ultimately force the business to shut down.

The failure or bankruptcy of financially distressed firms results in significant direct and indirect costs to many stakeholders; including shareholders, managers, employees, lenders and clients. For instance Shareholders lost nearly $11 billion

Since its establishment, Tata has shown a strategy of incremental change. Arguably, that point was important because so the group might vary within the current market. In the nineteenth – century steel was seen as an unprofitable section. Even more than 50 independent steel producers went into bankruptcy in the USA (Business Monitor International Ltd, 2010: 54).

However, some of them may become “too big to fail,” meaning that the failure of any one of them can cause widespread economic havoc. Problems in just one operating unit can bring down a big business, which can lead to job losses and economic depression.

are listed in the Kuala Lumpur Stock Exchange under the exchanging code 4065. It likewise

Sources said the consortium is doing so to avoid the losses, which may increase in near future. The company registered a net loss of Rs499 million in fiscal 2008 as compared to a net profit of Rs207 million in fiscal 2007, they added. In June 2008 shareholders’ approval was sought for the possible sale of strategic assets. The management anticipated continued difficult economic conditions giving rise to liquidity shortage in the financial sector, they added. The shareholders of the company in an extraordinary general meeting of the company had passed a special resolution and authorized the Board of Directors of the Company to sell or alienate the company’s North Cement manufacturing unit.