Case Study: Tan Chong Motor Holdings Berhad

Favorable liquidity ratios are critical to a company and its creditors within a business or industry that does not provide a steady and predictable cash flow. They are also a key predictor of a company’s ability to make timely payments to creditors and to continue to meet obligations to lenders when faced with an unforeseen event.

There were increases in days’ sales in inventory for the three years that are shown. The data shows 0 days for 2005 and 2006; 4 days in 2007; and, a slight decrease from 7 days in 2008 to 6 days in 2009. This ratio estimates the number of days that it will take to sell the current inventory. Therefore, this low number, despite near constant sales, indicates good inventory control. Although this number could be understated because AT&T uses the natural business year for its accounting period, and the average daily cost of goods sold will be at a low point at this time of year.

World Medical Solutions located in Kingman, AZ., manufactures medical equipment that is used worldwide to save lives. Our company is a global leader in technology based medical equipment and cargo tracking is the upmost importance from beginning to end. World Medical Solutions uses technological solutions to ensure our products are tracked throughout the transit process, ensuring that the medical equipment arrives on time. This company ships medical devices overseas, by placing a lateral transmitting tags on the outside of the shipping container and Active RFID Smart labels on the individual items inside the container this allows for proper tracking. Our RFID tags are universally readable, we provide readers to our ships and ports ensuring tags can be read also allowing contact memory buttons to be scanned for intrusion

This is a case study analysis on Nissan Canada Inc. (NCI) and its plan to move from a “make to stock” to a “make to order” process and the implementation of NCI’s Integrated Customer Ordering Network (ICON). Involved in the implementation of ICON, NCI is faced with several challenges in the conversion of its outdated ordering process to Manugistics, an Enterprise Resource Planning (ERP) system. (Hunter, 2007)

Although Lamar Swimwear’s sales are expanding more rapidly than the industry average, there are other noticeable differences in performance. These differences can

A company must pay attention to the number of days of its sales it holds in inventory to determine the amount of time it will take to convert the inventory on hand into sales (Gibson, 2011). As shown in Exhibit 3, 3M increased from 81.74 days of sales in inventory in 2007 to 82.20 days in 2008. At face value, an increase suggests a slight negative trend for 3M as it is holding onto more inventory, taking longer to sell

Cash conversion period is use to analyze cash cycle and it is an approach measure liquidity. Days inventory held is the number of days from receiving the item until they actually sell it. Just for Feet held its inventory for 268.88 days in 1998 and 322.69 in 1999 between the receipt days an item until it was sold to the customer. Days of sales outstanding average of days that it takes for customers to pay for merchandise. Just for Feet took 12.08 days to pay for the merchandize in 1998 and 8.89 days in 1999, the day of sale outstanding average show that just for feet has a strict policy on the payment of their product. Day pay outstanding is the days between the inventory is received and when payments are made, Just for Feet took 66.74 days to pay their outstanding in 1998 and 80.95 in 1999. Just for Feet is taking longer to pay their supplies. Operation Cycle is an indicator of management performance efficiency, Just for Feet operation cycle is $28,096 in 1998 and 331.58 in 1999.Cash operation cycle is the elapse between the firm’s payment for their inventory and

In the services sector, DRB-Hicom holds government concessions through Alam Flora Sdn Bhd, which is the country’s leading solid waste management company, and PUSPAKOM Sdn Bhd, which is the sole commercial vehicle inspection company in Malaysia. During year 2008, equity

Comparing to the website and annual report of Malaysian Pacific Industries Berhad, we found that the corporate social responsibility are only provided in annual report but not in their website. The company aims to ensure that the health, safety, and welfare of their employees are well taken care of. A commitment to health and safety through internal Emergency Rescue Team programmes was carried out by the company. Besides, they commitment to the environment has guided them to continually strive to reduce their waste in their manufacturing plants in Malaysia and elsewhere in the world by offering more environmentally friendly and sustainable operations. They are committed to the environment through the ISO1400 accreditation. An established Enterprise Risk Management structure to ensure that a systematic process and delegation of responsibility is clearly set out to guide management. All of this is not shown in their company website. This is because of the company is lazy to update their website from time-to-time. The company failed to provide clear insights into the approach, objectives and performance of their corporate responsibility. We suggest that the company should update their website since that website of the company is the

UMW Holdings Berhad is began from humble automotive repair shop by Soh Chia Yee Soh is called “United Motor Works”. From the repair shop, UMW lighting spark into the leading in multi-million dollar combination of various industrial that is the UMW Group. Nowadays, UMW Group has various and worldwide interest in the Automotive, Equipment, Manufacturing and Engineering and Oil and Gas segments. We stand tall as one of Malaysia's first open recorded organizations, while constantly expanding on the qualities of their core business to tap opportunities in the universal coliseum. The UMW Group's achieve now stretches out to Singapore, Indonesia, Thailand, Myanmar, Vietnam, Papua New Guinea, Australia, Taiwan, China, India, Oman and Turkmenistan.

Trung Nguyen Corporation was established in 1996 by Đặng Lê Nguyên Vũ in Buon Ma Thuoc, Vietnam and the aim of this young entrepreneur is to bring the Vietnamese coffee to the world. At present, Trung Nguyen has become a famous trade mark in Vietnam market and foreign market as well with 6 subsidiaries companies: Trung Nguyen Corporation JSC, Trung Nguyen Instant Coffee Company JSC, Trung Nguyen Coffee LLC, G7 Commercial Services Company, Dang Le Tourism Company JSC, Trung Nguyen Franchising Company JSC, and G7 Ministop Joint Venture Company (Trung Nguyen 2015).

One of the world’s largest automakers, GMC has it’s roots traced back to 1908. Also known as GM, this company is a United States-based automaker with its headquarters in Detroit, Michigan. After the General Motors Company was founded, it soon became known as one of the largest car manufacturers in the world. In 1909, the Grabowsky Rapid Motor Vehicle Company (GMC) joined with GM. The trade name GMC Trucks was first exhibited in 1912 at the New York Auto Show and registered with the U.S. Patent Office eight months later. The

1) The buyer decision process of traditional Porsche customers relies on the motivations that determine these people to select this brand. Their purchasing decision process is based on the exclusivity of the brand that is connected with the car owner. In their opinion, by purchasing a Porsche, traditional customers purchase the exclusivity and luxury associated with the brand. These customers want to purchase a car that reflects their social status and their financial power. In addition to this, they are not interested in the utility of the car, but in the characteristics that differentiate it from utility cars. These traditional buyers are rather interested in their feeling while driving a Porsche in comparison with the size, price, or fuel economy of the car.

In the case of Bandag Automotive, Jim Bandag’s father passed down his auto supply business to his son after 10 years. Bandag’s organization chart had to be as simple as possible. Which included help from about 300 people working for the company, including a full-time controller, managers for each store, a manager overseeing the distribution division, and Jim Bandage’s executive assistant. Bandag Automotive distributes auto supplies to supply service stations and repair shops, and sells to retail supplies through five Bandag Automotive stores. Although Jim’s executive assistant administered day-to-day tasks, the company frequently outsourced their HR activities to others like an employment agency. Jim and his father have two distinctive ways of running their family business. Jim’s father took the time to get to know his employees, for instance, a parental approach. On the other hand, Jim is blander, straight forward, worried more about increasing financial performance. Meanwhile, Bandage’s sales and profit have increased the past years, its firm has increasingly enmeshed in HR equal employment issues. Issues that include firing employees, replacing managers, maternity leave, and disability discrimination just to mention a few. After many years of labor peace, Jim’s father was worried that such EEO type issues would drain Jim’s time and resources and would foresee future problems. After examining these issues, consulting the following questions will help in the HR

The   origin   of  the  TTK  Group  dates  back  to   1908   when Mr.T.T.Krishnamachari  started an indenting house,  to market the products  of  Lever Brothers.  From this  venture,  the  company expanded  its  activities into the marketing  of  internationally well  known  branded  products  such  as  Cadbury's   Chocolates, Woodward's  Gripe  water,  Kiwi Boot Polish,  Flit  Insecticides,Beecham's   Toiletries,   Mortan'   sweets  and  Cosmetics   from Cheeseborough - Ponds.