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Journal ArticleDOI

A case analysis on the invisible profit in liquor manufacturing industry

17 May 2011-International Journal of Business Innovation and Research (Inderscience Publishers)-Vol. 5, Iss: 3, pp 280-297
TL;DR: In this paper, a study conducted in a leading liquor manufacturing industry presents implementation of business process reengineering and has improved its profitability and has helped to link critical operational data across its value chain with financial statement.
Abstract: Operating profit is being derived by subtracting expenses from goods sold or services rendered to customer. The available financial data do not capture the performance issues for today’s manufacturing environment. Manufacturing managers are more perplexed to read the company income statement at the end of year which shows loss even where higher volume of production and sales have been achieved. Since no framework is available to analyse how profit is being distributed among the various activities that form an industry’s operation value chain, they are not fully aware of the real cost implication. This can be achieved by having a clear vision into cost drivers and establishing sound linkages between operational and financial data. A study conducted in a leading liquor manufacturing industry presents implementation of business process reengineering and has improved its profitability and has helped to link critical operational data across its value chain with financial statement.
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Journal ArticleDOI
TL;DR: In this article, the authors integrated Balanced Scorecard (BSC) and AHP for sustainable growth of manufacturing industries, which is a strategic management tool to decide the criterion of critical success factors for industries growth.
Abstract: Manufacturing industries are intense pressure to determine way to increase profit and sustain in the rapidly changing competitive market. Penetration of global market has forced industries to deliver what customers wants, and even further, what will delight them. Industries realise that delivering cost effective and high-quality products to customers in a timely manner is crucial for their today’s survival. Hence, industries seek a process that helps to organise, simplify, and expedite decision making process more accurate. Balanced scorecard is a strategic management tool to decide the criterion of critical success factors for industries growth. Analytic hierarchical process helps for evaluating various criteria to determine the best among the factors. This study is aimed to integrate BSC and AHP for a sustainable growth of manufacturing industries.

40 citations

Journal ArticleDOI
TL;DR: A framework for enhancing successful implementing steps of BPR is proposed and essential component in BPR and these managerial approaches are presented and in Step 3, methodology and framework is proposed.
Abstract: In order to develop efficient and effective methodologies for implementation of business process reengineering (BPR) projects, this paper, based on learning organisation, strategic deployment and change management proposes a framework for enhancing successful implementing steps of BPR. In Step 1, according to literature, semi-structured questionnaires and interviews conducted with professionals, effective items on success factors are identified. Then, in Step 2, essential component in BPR and these managerial approaches are presented and in Step 3 our methodology and framework is proposed. Fixed

2 citations

Journal Article
TL;DR: This study analyzes the manufacturing industry’s operational process to achieve zero defect products, which reduce the raw materials wastage, increase productivity and profitability.
Abstract: Globalization and peer’s competition have forced industries to deliver what customer wants and even further, what will delight them. Technology innovation has created more awareness that customer has full knowledge on product and freebies offered. This has indirectly reflected on industry’s profit and industries are concentrating the best possible method to overcome it. Manufacturing industries are applying many methods to improve their profit. Controlling input material usage is one of the major tasks. This study analyzes the manufacturing industry’s operational process to achieve zero defect products, which reduce the raw materials wastage, increase productivity and profitability. It analysis the operation of beverage industry in India and prioritized them using Analytical Hierarchy process (AHP). All critical operational quality parameters are analyzed and suitable actions recommended.

Cites background from "A case analysis on the invisible pr..."

  • ...The manufacturing industries are focusing on marketing product of customer expectation to retain their identity and operational efficiency to improve its margin [2]....

    [...]

References
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Book
01 Jan 1985
TL;DR: Most general managers know that the revolution is under way, and few dispute its importance as mentioned in this paper, however, they don't know how to take advantage of this knowledge and their ability to become involved in the management of new technology.
Abstract: Most general managers know that the revolution is under way, and few dispute its importance. As more and more of their time and investment capital is absorbed in information technology and its effects, executives have a growing awareness that the technology can no longer be the exclusive territory of EDP or IS departments. As they see their rivals use information for competitive advantage, these executives recognize the need to become directly involved in the management of the new technology. In the face of rapid change, however, they don’t know how.

4,800 citations


"A case analysis on the invisible pr..." refers background in this paper

  • ...It spawns whole new businesses often from within a company’s existing operations (Porter and Millar, 1985)....

    [...]

Book
01 Jan 1993

2,921 citations


"A case analysis on the invisible pr..." refers background in this paper

  • ...Business process reengineering (BPR) is the fundamental rethinking and radical redesign of business process to generate dramatic improvements in critical performance measures such as cost, quality, service and speed (Hammer and Champy, 1993)....

    [...]

Journal ArticleDOI
N.G. Carr1
TL;DR: In this article, the editor-at-large Nicholas Carr suggests that IT management should focus on reducing risks, not increasing opportunities, and that IT may not help you gain a strategic advantage, but it could easily put you at a cost disadvantage.
Abstract: As information technology has grown in power and ubiquity, companies have come to view it as ever more critical to their success; their heavy spending on hardware and software clearly reflects that assumption. Chief executives routinely talk about information technology's strategic value, about how they can use IT to gain a competitive edge. But scarcity, not ubiquity, makes a business resource truly strategic--and allows companies to use it for a sustained competitive advantage. You only gain an edge over rivals by doing something that they can't. IT is the latest in a series of broadly adopted technologies--think of the railroad or the electric generator--that have reshaped industry over the past two centuries. For a brief time, as they were being built into the infrastructure of commerce, these technologies created powerful opportunities for forward-looking companies. But as their availability increased and their costs decreased, they became commodity inputs. From a strategic standpoint, they became invisible; they no longer mattered. that's exactly what's happening to IT, and the implications are profound. In this article, HBR's editor-at-large Nicholas Carr suggests that IT management should, frankly, become boring. It should focus on reducing risks, not increasing opportunities. For example, companies need to pay more attention to ensuring network and data security. Even more important, they need to manage IT costs more aggressively. IT may not help you gain a strategic advantage, but it could easily put you at a cost disadvantage. If, like many executives, you've begun to take a more defensive posture toward IT, spending more frugally and thinking more pragmatically, you're already on the right course. The challenge will be to maintain that discipline when the business cycle strengthens.

2,249 citations

Book
01 Jan 1984
TL;DR: In this article, Rogo, a plant manager, must improve his factory's efficiency or face its closing in just three months, despite the fictional setting, Goldratt's novel has become a classic business and management text.
Abstract: Mr. Rogo, a plant manager, must improve his factory's efficiency or face its closing in just three months. Despite the fictional setting, Goldratt's novel has become a classic business and management text

1,116 citations