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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: 869557.7 - https://www.cepal.org/sites/de...g-gvcs-unsd-guatemala-2019.pdf
Data Source: un
Functional Expertise of Membership The project team is a group of experts with broad knowledge in the areas of e-Business and most particularly in financial payment cycle business systems, from the perspective of both bank customers and banks. (...) Objectives 1.1 Purpose The purpose of the project is to develop Core Components for documenting the business data in travel, tourism and leisure business functionality. 1.2 Scope The scope for this project and the area of travel and tourism business data to be covered includes data for the reservation functionality for multiple travel sectors. (...) Geographical Focus The focus is global and cross-sectorial within the functional area of accounting and auditing business data.
Language:English
Score: 854317.4 - https://unece.org/fileadmin/DA...nary/plenary02/docs/02cf15.pdf
Data Source: un
Beyond promoting a company’s new, more sustainable innovations these functions are uniquely positioned to use a number of its traditional strengths to maximize the business value of a company’s sustainability efforts. (...) Strategic Planning & Business Development The Strategic Planning and Business Development function is responsible for surveying external threats and opportunities, identifying industry and market trends and supporting the CEO and senior management in regularly updating the strategic vision and positioning the company. (...) This function will naturally have to play a key role in any effort to transform sustainability from a peripheral business activity to an integrate part of the company’s core business strategy.
Language:English
Score: 852821.8 - https://www.unglobalcompact.or...tegrate-sustainability/roadmap
Data Source: un
P A Special Instructions: Records relating to the Function's Best Practices including Business Continuity Plans, contingency planning /disaster recovery, and records relating to analysis and re-engineering of business processes; also including all documents to be submitted to Peacekeeping Best Practice Section (peacekeeping-policysupport@un.org) for possible inclusion in the DPKO/DFS Policy and Practice Database. (...) P A Special Instructions: Records relating to the Function's Best Practices including Business Continuity Plans, contingency planning /disaster recovery, and records relating to analysis and reengineering of business processes; also including all documents to be submitted to Peacekeeping Best Practice Section (peacekeeping-policysupport@un.org) for possible inclusion in the DPKO/DFS Policy and Practice Database. (...) V PHRS-MAT-104 All records relating to delegation of authority Delegation of authority to undertake various functions in the mission E + 10 D Various V Records having broad application across three or more UN business functions (e.g. administrative policies); records relating to the integration of three or more UN business functions (e.g. records relating to a peacekeeping mission's Joint Operations Centre); records relating to cross cutting activities in DPKO and DFS, such as information management.
Language:English
Score: 839759.1 - https://archives.un.org/sites/...phrs_big_bucket_final_2016.pdf
Data Source: un
EMPLOYMENT RECORD: Starting with your present function, list in reverse order every employment you have had. (...) Give both gross and net salaries per annum for your last and present FUNCTION. A. PRESENT FUNCTION (LAST FUNCTION, IF NOT PRESENTLY IN EMPLOYMENT) FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES B. PREVIOUS FUNCTION (IN REVERSE ORDER) PAGE 3 FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES PAGE 4 FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES FROM TO SALARY PER ANNUM EXACT TITLE OF YOUR FUNCTION: MONTH/YEAR MONTH/YEAR STARTING FINAL NAME OF EMPLOYER: TYPE OF BUSINESS: ADDRESS OF EMPLOYER: NAME OF SUPERVISOR: NO AND KIND OF EMPLOYEES SUPERVISED BY YOU: REASON FOR LEAVING: DESCRIPTION OF YOUR DUTIES PAGE 5 24.
Language:English
Score: 839298.8 - https://www.undp.org/sites/g/f.../files/2022-05/P11%20Form.docx
Data Source: un
The core part of such an examination is the performance of a thorough functional analysis, which is needed to identify the value-adding activities and functions performed, assets used and risk assumed in respect of the business activities affected by the restructuring; B.7.1.13. (...) For instance, a business restructuring might involve transferring functions, assets and risks to a tax favorable location. (...) II. Does the functional analysis of OpCo and Principal Co, before and after the business restructuring is implemented, accord with the changes and any difference in the terms of the contractual arrangements?
Language:English
Score: 838356 - https://www.un.org/esa/ffd/wp-...cturings_20161124_v7_clean.pdf
Data Source: un
The integration included giving an  associated enterprise control over a group‐wide function or the sharing of group‐wide  functions between two or more enterprises.   7.  (...) Types of organisational structures    Functional Structure  24.   In a functional structure an MNE’s functions are performed by the employees  within the functional divisions.  (...) Distinguishing between an MNE’s main functions and its support  functions.   5. Identifying and understanding which of the MNE’s main functions are  critical to the success of the organisation (i.e. a critical success factor  (“CSF”)).  6.
Language:English
Score: 836260.7 - https://www.un.org/esa/ffd/wp-.../ta-tp-Oct2011_TP_Chapter2.pdf
Data Source: un
The purpose of the BAWG (as stated in its mandate) is to analyze functional business processes, to identify constraints that adversely impact on the mission and objectives of UN/CEFACT, and to propose appropriate changes to those business processes. (...) The Vision To simplify, streamline and standardize functional business processes through the use of value chain principles and structured analysis. 3. (...) Level of Expertise Required · Business process definition (business managers and analysts) · Experts in use of structured analysis tools ____________ Annex Annex Business Functions Harmonized Processes Data Procedures
Language:English
Score: 835680.9 - https://unece.org/fileadmin/DA...nary/plenary98/docs/98cf24.rtf
Data Source: un
The purpose of the BAWG (as stated in its mandate) is to analyze functional business processes, to identify constraints that adversely impact on the mission and objectives of UN/CEFACT, and to propose appropriate changes to those business processes. (...) The Vision To simplify, streamline and standardize functional business processes through the use of value chain principles and structured analysis. 3. (...) Level of Expertise Required • Business process definition (business managers and analysts) • Experts in use of structured analysis tools ____________ TRADE/CEFACT/1998/24 page 4 AnnexAnnex Business Functions Harmonized Processes Data Procedures
Language:English
Score: 835680.9 - https://unece.org/fileadmin/DA...nary/plenary98/docs/98cf24.pdf
Data Source: un
The core part of such an examination is the performance of a thorough functional analysis, which is needed to identify the value-adding activities and functions performed, assets used and risk assumed in respect of the business activities affected by the restructuring; B.7.1.13.17. (...) For instance, a business restructuring might involve transferring functions, assets and risks to a tax favorable location. (...) II. Does the functional analysis of OpCo and Principal Co, before and after the business restructuring is implemented, accord with the changes and any difference in the terms of the contractual arrangements?
Language:English
Score: 833675.6 - https://www.un.org/esa/ffd/wp-...tt8_BusinessRestructurings.pdf
Data Source: un