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                          運營管理專業assignment格式范文一篇【精選】

                          時間:2019-03-01 13:32來源:未知 作者:anne 點擊:
                          導讀:本文是一篇運營管理專業的assignment范文,內容是確定確定具有高度可變需求模式的兩個行業,并解釋他們如何調整其能力。 這個問題沒有具體案例。 可變需求可包括季節性公司。 稅季
                          導讀:本文是一篇運營管理專業的assignment范文,內容是確定確定具有高度可變需求模式的兩個行業,并解釋他們如何調整其能力。 這個問題沒有具體案例。  可變需求可包括季節性公司。 稅季,學校季,天氣相關公司就是例子。
                          1.0 Introduction 引言
                          由于不同公司的產品或服務存在差異,一些公司的市場需求可能會周期性變化,給企業管理帶來巨大挑戰。對于管理者來說,如何在控制成本的情況下制定適當的策略來滿足不斷變化的需求,對企業的成功具有特殊的意義。本研究以啤酒業與培訓業為研究對象,探討其變動需求模式,以及如何調整其產能與資源以滿足變動需求。
                          Due to differences existing in products or services of different companies, market demand of some companies may vary periodically, which brings corporate management enormous challenges. For managers, how to develop appropriate strategies to meet changing demands in the case of control costs has a special significance for success of companies. This study takes beer industry and training industry as research objects to explore their variable demand patterns, as well as how they adjust their capacities and resources to meet variable demand.
                          2.0 Body主體
                          2.1 Beer industry啤酒行業
                          啤酒行業的生產和銷售明顯是季節性的,通常第二季度和第三季度是旺季,第一季度和第四季度的銷售都很緩慢(Donadini等,2016)。在正常情況下,繁忙季節的啤酒公司的銷售額占一年總銷售額的約60%,而淡季銷售額僅占一年的約40%(Donadini等,2016)。考慮到季節性需求的變化,啤酒公司的管理者主要采取庫存控制和勞動力成本控制來滿足市場的可變需求。主要策略是針對不同的員工采用不同類型的管理模式。啤酒公司的員工一般可分為兩類,一類是從事全職和更復雜工作的員工,另一類是從事低技能和臨時工作的員工。
                          Production and sales of beer industry are obviously seasonal, usually the second and third quarters are busy seasons, the first and the fourth quarter sales are slow (Donadini et al., 2016). Under normal circumstances, sales of beer companies of busy seasons account for about 60% of the total sales of a year, while the off-season sales account for only about 40% of a year (Donadini et al., 2016). Considering the variable seasonal demand, managers of beer companies mainly take inventory control and control of labor costs to meet variable demand in the market. The main strategy is taking different types of management modes towards different employees. Employees of beer companies can generally be divided into two kinds, one is employees who are engaged in full-time and more complex work, the other is those who are engaged in low-skilled and temporary work. Regular employees of beer companies are those who generally operate important equipment and machines in the production lines, they are important talents for ordinary operation of beer companies, management of beer companies towards them is usually overtime and undertime strategy. During peak seasons, extending their working hours; in off-season, beer companies will reduce their working hours or provide vacations for compensation for overtime work in busy seasons, which can not only reduce inventory and labor costs, but also avoid the loss of key employees. Beer companies typically employ temporary workers to be responsible for crating and other unskilled work. For these temporary workers, beer companies usually take chase demand strategy. That is, beer companies will temporarily dismiss the temporary, until busy seasons when there is a demand for a large number of workers, the temporary workers will be hired again.
                          2.2 Training industry
                          Training institutions dealing with SAT or ACT tutoring for students has a significant school season characteristic in terms of changes in customer demand. During term, there is less demand from students for training; during summer and winter vacations, there will be more students having demand for training (Ismail et al., 2015). The main costs of training institutions are human costs, in off-season, management strategy of training institutions is control of labor costs, as teachers are core competitiveness of training institutions, training institutions can not dismiss teachers casually, because in busy seasons, they still need these professionals to provide customers with professional training services, dismissal of teachers in off-season may not only result in the loss of key employees, but also increase the costs of recruiting new teachers in busy seasons. Therefore, off-season management strategy of training institutions is not dismissing teachers, but keeping certain number of teachers to ensure that there are enough teachers to provide high-quality training services in peak season, at the same time saving labor costs as much as possible. The specific measures include reducing teachers’ working hours, providing paid holidays to teachers, which helps to reduce the costs of salaries paid to teachers, or training institutions provide more training opportunities to help teachers to improve their capacity to better serve customers in high season.
                          3.0 Conclusion
                          Cyclical fluctuations and changes in market demand bring enormous challenges to corporate management. For managers, how to develop a right strategy to control costs to meet changing demands is highly significant for enterprises to achieve success. 
                          Different enterprises or organizations have variable demand patterns, different companies adopt different strategies to meet variable demand. Taking beer industry as an example, the main strategies taken include overtime and undertime, chase demand. For training institutions, the main strategy is maintaining resources for high-demand levels.
                           
                          References
                          Donadini, G., Fumi, M.D., Kordialik-Bogacka, E., Maggi, L., Lambri, M. and Sckokai, P. (2016). Consumer interest in specialty beers in three European markets. Food Research International, 85(7), 301-314. 
                          Ismail, S., Mohamad, M.M., Omar, N., Heong, Y. M. and Kiong, T. T. (2015). A comparison of the work-based learning models and implementation in training institutions. Procedia - Social and Behavioral Sciences, 204(24), 282-289.


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