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Venkatraman – School of Management, Boston Univ Leveraging IT functionality to drive efficiencies through automation Leveraging IT capability to create a seamless organizational processes Using IT as an enabler to design new business processes – to build strength and compete in new areas rather than simply rectifying current weaknesses Engaging business network partners to provide new products & services in the market place. Exploiting IT for collaboration as well as coordination & control Redefining the corporate scope (e.g. core competencies, partnerships and outsourcing) – enabled through IT Page 4Geneva, 29th March 2011 • Global reach, with door-to-door coverage • Strategic multi-functional partnerships to enable business transformation & growth • Reduced need for capital • Bringing integrated IT solutions ready to use • Continuous innovation (cost & service) • Risk/Gain share Evolving Business Models in Logistics Outsourcing Strategy Traditional Typical Leading Visionary Business Strategy Core Logistics Competence Customer CustomerC or e Supply Chain Orchestrator Supply ChainManager Customer Business Processes Warehousing Freight Transport Value Added Services Sourcing Production Coordi- nation Execution Lead Logistics Provision 4th Party Logistics Integrated 3rd Party Logistics Provider Freight Trans- port Ware- hou sing Value Added Svcs. (...) Freight Trans- port Ware- hou sing Freight Trans- port 3PL 3PL 3PLLo gi st ic s Exp ress Couri erCour ier Engineering Distribution Planning Customer C om pe te nc e Functional Processes Courier • Local / regional reach • Single function transactional relationship • Physical asset-heavy process execution • Cost-plus management fee • Fixed upfront cost to change Page 5Geneva, 29th March 2011 Global mobile handset & smart phone manufacturer What they did • Redesigned the Inbound to Manufacturing (I2M) business model • Implemented Vendor Managed Inventory (VMI) • Transitioned from ‘Just in Case’ to ‘Just in Time” (JIT) inventory management How they did it • Established nine Inbound Hubs for manufacturing • Harmonized business processes globally, and across the inbound supply chain • Selected RosettaNet (UN/CEFACT standard for Tech sector) as the de facto standard for B2B process integration with over 100 suppliers • Leveraged IT to provide global visibility of goods on hand and goods in transit for 350 suppliers and scores of carriers The benefits Case Study – using International Standards to Redefine the Business Improved efficiency by automating the business network Transformed ownership & risk within the supply chain – goods are paid for at the point of consumption Optimised inventory through JIT replenishment Reduced carrier costs through optimal selection Reduced capital costs Ithat were tied up in warehousing & distribution Increased customer service levels – by having the right product in the right place at the right time Page 6Geneva, 29th March 2011 e-Business Standards at DHL Operate a profitable global business • Use e-Business to help standardize business processes and encourage re-use • Reduce operational overheads through process simplification and standardization • Enable advanced business models that provide global coverage and consistency Ability to deliver consistent, effective and innovative solutions • Use e-Business to create a competitive edge • Establish global standards-based services leading to robust, replicable customer solutions • Reduce implementation & running costs; increase margins and benefits to the customer.
Language:English
Score: 830668.7 - https://unece.org/fileadmin/DA...ches/1stDay/23_Eoin_ONeill.pdf
Data Source: un
Enhanced awareness is achieved by employing a look-ahead function that provides cautions, warnings, and terrain and obstacle display(s). (...) The enhanced awareness shall incorporate a look-ahead function that provides cautions, warnings, and terrain and obstacle display. The enhanced awareness shall incorporate a look-ahead function that provides cautions, warnings, and terrain and obstacle display. 4.1.
Language:English
Score: 830668.7 - https://www.un.org/Depts/ptd/p...S%20Specifications_UN_Rev3.pdf
Data Source: un
Conditions on food producers manufacturers including a. Health of food manufacturers, food trades b. (...) All ministries with specialized management branch, in their assigned function task, are responsible instruct concrete file, procedure, competent on control food hygiene and safety Section 3 Procedure, competent on certificate which satisfy of conditions on food hygiene and safety for food manufacturers traders produce and distribute food products with higher danger. (...) Implement state management on food hygiene safety for food products throughout processing production of manufacturers in the scope of their management according to function assigned as far as food products has been distributed in indigenous market and export. 2.
Language:English
Score: 829762.1 - https://www.wto.org/english/th...e/vnm_e/WTACCVNM33A2_LEG_2.pdf
Data Source: un
To provide a national perspective on globalization based on a Global Value Chain (GVC) model Focus on a specific GVC with major trading partners to highlight the multi-country supply chain of goods, value-adding services & institutional arrangements Flexible implementation approach: GVC-specific SUTs and GVC specific institutional sector accounts (either national or multi-country) The GVC Accounting Framework 8 • GVC satellite accounts measure specific aspects of GVCs that are otherwise hidden in the macro-economic accounts. • GVC-specific Supply and Use Tables and GVC-specific Institutional Sector Accounts are comparable across countries using standardized GVC specific products and industry classifications and sector classifications. • Business functions are mapped to the international classifications of products and economic activities; e.g., in the automotive GVC, the core business function is manufacture of motor vehicles. • Participating firms are classified as: Lead firm - the firm that „controls‟ the chain Affiliated Supplier o Controlled [Subsidiary (controlled)] o Non-controlled [Associates (influenced)] Non-affiliated supplier Classifications used 9 Business Functions GVC participating firms GVC products by GVC industry • A business line represents a sequence of business functions controlled by the lead firm • Can be mapped to the reference classification of products and economic activities GVC institutional sectors GVC functional breakdown • Firms are classified according to their role in the GVC (whether lead firm, affiliated or non-affiliated supplier) • A standardized list of product codes and descriptions for industry-specific GVCs • Can be mapped to HS for traded products and CPC for the SUT framework • An extension to the institutional sector framework is largely made to accommodate concepts from FDI • Enhances the standard BOP/IIP functional classification to include a separate category distinct from foreign direct investment – namely other inter- company financing 1. (...) Identify the GVC industries and products and business functions. 7. Map the GVC industries and business functions to ISIC and map the GVC products to CPC codes. 12 Practice for compiling GVC satellite accounts Business Functions 13 • A sequence of business production processes or business functions bring a product from its conception to its final consumers. • They are controlled by the lead firm in a GVC. • They can be divided into core functions and support functions and are undertaken by the lead, affiliate and non- affiliate firms in the GVC. • Core business functions are activities that yields income, normally primary activity of the enterprise. • Support business functions are ancillary supporting activities that facilitate the core business functions • Outputs of support business functions are not themselves intended directly for the market or for third parties • Support business functions can include: • transportation, distribution and logistics • marketing, sales and after-sales services • ICT services • administrative and management services • engineering and related technical services • Research & development Location and upgrading of business functions 14 This can allow for the identification of opportunities for upgrading by gaining competitiveness in higher value-added products through skill, capital and process upgrading. How business functions are generally located about generation of value added in a GVC: Integration into a GVC-specific SUT 15 8.
Language:English
Score: 829275.2 - https://www.cepal.org/sites/de...g-gvcs-unsd-guatemala-2019.pdf
Data Source: un
Rejection of a third party app can be triggered by objectionable content (e.g., obscenity) or duplication of functions contained in those bundled with the device. (...) It recently published the BONDI specification, which defines interfaces for secure access to the core functionalities of a device from its web browser or user interface. (...) To find out more about ITU-T’s Technology Watch Function, please visit http://www.itu.int/ITU-T/techwatch .
Language:English
Score: 829244.9 - https://www.itu.int/dms_pub/it.../23/01/T230100000C0003MSWE.doc
Data Source: un
In its Statement of Reasons, the CIT indicated that the production of manufacturing beef in Canada was a continuous sequential process commencing with the live cattle and ending with the boxed grinding beef; that there was a high degree of functional dedication and economic dependence in this sequential process; that no one disputed that the primary purpose of raising beef cattle was to produce beef, and that grinding beef was merely one of the product forms produced by the cattlemen. (...) Viewing the entire economic process by which inputs were produced for transformation into boneless manufacturing beef it could not be said to involve either continuous production or functional dedication in the sense called for. 3.24 Canada rejected any allegation that it was arguing that manufacturing beef and live cattle were like products. (...) Canada felt that the EEC was, in effect, arguing that the sources of manufacturing beef, i.e. culled cattle from the feedlot and dairy sectors as well as trimmings from fed cattle, were not functionally dedicated to the production of manufacturing beef, because their past uses were more important in economic terms.
Language:English
Score: 828840.4 - https://www.wto.org/english/tr..._e/dispu_e/gatt_e/86bmbeef.pdf
Data Source: un
Necessary Necessary Always Enabled Necessary cookies are absolutely essential for the website to function properly. These cookies ensure basic functionalities and security features of the website, anonymously. (...) The cookie is used to store the user consent for the cookies in the category "Analytics". cookielawinfo-checkbox-functional 11 months The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional". cookielawinfo-checkbox-necessary 11 months This cookie is set by GDPR Cookie Consent plugin. (...) It does not store any personal data. Functional Functional Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features.
Language:English
Score: 826716.9 - https://www.itu.int/hub/2022/0...licy-doreen-bogdan-martin-wef/
Data Source: un
Each module relates to a major component or a functional group of components from which consistent specifications for complete sprayers can be complied. (...) The specifications do not dictate or prescribe engineering design; they define functional or operational requirements and should not restrict the engineering design freedom of the manufacturer. (...) The sprayer if dropped should continue to function normally and should not leak. TEST PROCEDURE 7 1.15.
Language:English
Score: 826094.8 - https://www.fao.org/fileadmin/...ines/Vol1_Agri_application.pdf
Data Source: un
This  section  includes   the  exploitation  of  vegetal  and  animal  natural   resources,   comprising   the   activities   of   growing   of   crops,   raising   and   breeding   of   animals,   harvesting   of   timber   and   other   plants,   animals   or   animal   products   from   a   farm  or  their  natural  habitats.     Manufacturing  (ISIC  10-­‐33):     Manufacturing   includes   the   physical   or   chemical   transformation   of   materials,   substances,   or   components   into   new   products.   The   materials,   substances,   or   components   transformed   are   raw   materials   that   are   products   of   agriculture,   forestry,   fishing,   mining   or   quarrying   as   well   as   products   of   other   manufacturing   activities.   Substantial   alteration,   renovation   or   reconstruction   of   goods   is   generally   considered  to  be  manufacturing.     (...) Water  supply  industry  (ISIC  36):      Public  or  private  bodies  whose  main   functions  are  water  collection,  treatment  and   distribution  activities  for  domestic  and   industrial  needs.      
Language:English
Score: 825807.6 - https://unece.org/DAM/env/euro...dicators/C-8-glos-en-final.pdf
Data Source: un
Alpha Corporation and Beta Corporation are both engaged in manufacturing automobiles. Beta Corporation manufactures and sells automobiles under license from Alpha Corporation. (...) Alpha Corporation sends some of its employees to perform various functions in connection with Beta Corporation’s manufacturing activities. (...) Giulia has the use of an office in Beta Corporation’s manufacturing plant during her two years in Country B.
Language:English
Score: 824599.6 - https://www.un.org/esa/ffd/wp-...seStudyServices_Nairobi-en.pdf
Data Source: un