Cemex: a Digital Firm in the Making

This excess of information can be ciphered through and used as a baseline starting point for a new facility management process. By combining the old data with new data, the software provided with the new system along with an access point can allow data to build and improve upon the capability of the older system. Analytic tools such as those provided by the new system can help to reduce energy use and provide improvement to current operations, not only on a facility efficiency level, but on the financial side of facility management as well.

United Parcel Service, a logistics company has established itself through its strong corporate culture, continuous ability to innovate, and its far-reaching global network. The company has maintained a competitive advantage over the years by implementing continuous growth strategies—the first was geographic expansion, next the early adaptation of electronic tracking technologies, and then came a series of acquisitions. Although UPS is financially strong and is able to maintain its role in the courier and delivery industry—it is vital that UPS continue to act strategically as to strive for long-term success. UPS is heavily dependent on the U.S. economy and it is important that it find greater and more profitable ventures

Cement industry is one of the most attractive industries now as concrete is the second most consumed product in the world. The cement industry is however characterized by their pricing system (basing point system), its cartel nature and its entry restrictions. The CEMEX case depicts the good business strategies, excellent leadership and how to be successful in the global market. The interesting aspect of the case is how CEMEX maneuvered in to the global market and was recognized as the third largest cement company. Thus, how it overcame the issues of trade sanctions, the crisis in its operating countries, its acquisition strategy etc. is astounding. CEMEX really understood the concept of globalization and International management.

This was not their only advantage. CEMEX also became one of the first providers of informal construction – bagged cement for retail sale. This market was less volatile and also had high demand in emerging markets. This business provided CEMEX a means of branding which should have helped to expand CEMEX’s brand identity among new customer bases. Another innovation that CEMEX led the charge on was a delivery guarantee within 20 minutes. They used GPS satellites and complexity theory (logistics) to connect the truckers, customers, and dispatchers. This in turn increased the probability of customer payments and decreased fuel, maintenance and payroll costs. Finally, CEMEX developed a system for regional directors to stay abreast of the operations from each department on a monthly basis. This led to a centralized and structured approach to solving business decisions. Competitors were less structured and frequently different regions operated more independently. Their upper management met less frequently and as a result may have been a little slower at recognizing trends and new wrinkles in the cement industry.

The evolution of the express mail industry had become a quick on-time shipping and delivery of packages. The service had become effective, reliable, and prompt, which most of the top companies could deliver on these guaranteed promises 96-99% of the time. But, delivery services were only a portion of the services being offered to their customers. Carriers had mastered information management that they shared with their customers. Customers were now able to fill out labels, track the route of their package, and assisted in billing using both via carrier provided software or the Internet.

Technology is having an impact on businesses such as Tesco due to the ever changing nature of its uses such as the self-service tills that have been installed over the last several years in stores and new and updating security systems. Tesco needs to keep up-to-date with how it is constantly evolving and also must be efficient in its use as to not allow issues to arise with it.

In addition CEMEX’s heavy investments on IT had changed the way the company operated in a market comparing to its rivals. Company was one of the first who started automating plant operations in accounting and sales as well. At the end of the 1980s, it set up a satellite network so that it could transmit all the internal data of its plants around the world to its headquarters in Mexico. Also automation reduced human resources costs: a small group of employees can now run a big cement plant. Moreover CEMEX’s IT department found the ways to improve customer relationship management through the GPS navigational systems in trucks that guaranteed 20-minute site delivery.

Reducir los costos: a) Costos operativos: Cemex adquiere empresas con gran participación de capacidad local y mediante la reestructuración baja su estructura de costo. Sin embargo, al calcular los costos operativos por tonelada de cemento según los datos de Exhibit 4, se da que Cemex y Holderbank tenían un nivel casi igual de costo de $78 por tonelada ; b) La empresa maneja un Proceso de Integración Postadquisición muy eficiente

One last issue ACME is facing involves the integration of demand and supply. ACME business strategy has followed a traditional approach, selling product through a giant telecommunications monopoly (ATC). While the telecommunications environment has changed, they have not reacted proactively. They seem to lack the development of a supply chain capacity that matches all the newly created demand coming from mass merchant buyers and department stores.

In today’s environment, it is extremely essential for retailers to embrace technology in the course of their businesses. This is mainly because a significant number of consumers can be attracted and accessed through technological measures. It is essential to appreciate the fact that data, infrastructure and e-commerce software form the basis of United Parcel Service’s technological superiority. All these tools play a pivotal role in supporting the company’s e-commerce strategy and the company’s business strategy as a whole. One of the key attributes of United Parcel Service is its commitment to investing in researching emerging technologies. This gives it an exceptionally competitive advantage. United Parcel Service (UPS) consistently seeks to embrace technologies that that enhance the company’s efficiency (Russell Baker, 2008). The company’s commitment to technological advancement made the company appear in InternetWeek’s top 100 companies in 2004 (Russell Baker, 2008). On the other hand, InfoWorld ranked the company as the seventh company with the most significant contribution to technological infrastructure.

Executive Support System is out of context according to the requirements of Toromont. It makes 5 years operation plan and similar strategies but depends on huge amount of analysis and data so we are keeping this out of our proposed system.

Quantum Corporation had formed the eSupplyChain Group in April 2000 with the aim of restructuring it's, then inefficient, supply chain and take the advantage of new emerging e-technologies to improve efficiencies across the chain. The company has recently entered into a new strategic alliance with eleven other top computers makers and suppliers. This alliance, known as eHITEX would build a new B2B online exchange protocol for supply chain management and

The dealers ordered the requirements through fax or phone. This resulted in confusions between the manufacturer and the dealers. The technology that integrates all the different department’s needs should be communicated properly in any organization. This was lacking in the Four Star industries.

There is predictive monitoring and predictive capabilities out there that businesses are taking advantage of to increase their competitive abilities. Case in point – recently a major commercial aircraft provider was unable to deliver an aircraft order to a customer timely because their ashtray company went out of business. A major bus company was also unable to deliver an order of buses because the company that manufactured and supplied their bumpers also went out of business. These two examples illustrate the power of information and the need to source strategically. It is not just the delivery of a component that is at stake, but the most capable allies that manage your supplies and impact your ability to deliver in the marketplace.

One of the major drivers of success at Tata Motors Ltd. (TML) was its ability to fully exploit information technology to drive business goals and reduce cost. The company was an early adopter of CAD and CAM systems