Muma Case Review最新文献

{"title":"Frenemies in Business: Partner or Competitor?","authors":"S. Wallace, Robert J Bermudez, Joshua a korlin, Damon J Moorer, M. Shamma","doi":"10.28945/4330","DOIUrl":"https://doi.org/10.28945/4330","url":null,"abstract":"A payment solutions company learned that one of its prominent business partners was about to purchase one of its chief competitors, resulting in one of the most significant threats in the company's 30-year history. Could they maintain a relationship with a partner who was also a competitor? Was there an opportunity to redesign the business model for mutual benefit? What was the best approach to ensure survival?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133004951","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Children's Cancer Center: Navigating A Pandemic","authors":"Shirley N Morejon","doi":"10.28945/4753","DOIUrl":"https://doi.org/10.28945/4753","url":null,"abstract":"Patty O’Leary is the Executive Director of the Children’s Cancer Center (CCC). The CCC was founded on the philosophy that when a child is diagnosed with cancer, the entire family is really diagnosed. Patty and team dedicate their service to these families through 24 support programs focused on their emotional, financial, and educational needs.\u0000 Much of the success of the organization has been driven by Patty’s ability to cultivate relationships with small to medium size businesses in Tampa Bay and Sarasota. These businesses support the Center through sponsorships and direct donations for the four signature events held each year: Golf Madness, The Gelatin Plunge, The Fall Stampede and Wine, Women & Shoes. \u0000The recent spread of COVID-19 leading to a statewide “safer-at-home” order placed Patty and her team in an unfamiliarly position of potentially not achieving their fiscal budget due to having to postpone the final two fundraisers for the year.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129485281","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Habitat for Humanity: Florida’s Procurement Processes","authors":"S. Mohammad","doi":"10.28945/4128","DOIUrl":"https://doi.org/10.28945/4128","url":null,"abstract":"Habitat for Humanity (HFH) Florida is best known for their coordination of helping hand for the building of affordable homes in communities all across the world. Although effective at their mission, the organization had been procuring supplies the same way for decades, with no major analyses or innovations to their processes. \u0000\u0000HFH Florida’s CEO, Barbara Inman, decided to reach out to the University of South Florida’s (USF) Council for Supply Chain Management Professionals (CSCMP) for an analysis of their current decentralized procurement methodology. The group was also tasked with providing recommendations to the way HFH procures home-building supplies. USF CSCMP gathered and analyzed available purchasing data from 11 HFH locations across Florida, using Tableau as a statistical visualization tool for HFH’s CEO.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134313382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"TRANSFORMATION OF BUSINESS USING GAMIFICATION","authors":"Rishiraj Mukherjee, Aditya Singh, Meena Yaduguri Sundinti, J. J. Farley, Rajender Katyal","doi":"10.28945/4515","DOIUrl":"https://doi.org/10.28945/4515","url":null,"abstract":"Mike Joshi (MJ) - IT Director of ABC Corp (ABC) just got done with a meeting with Bob – Executive Vice President of Global Field Operations and Assurance for ABC Corp. MJ was asked to improve the output of ABC Corp’s current workforce to stay competitive in the hyper competitive telecommunications sector using technology. Bob demanded that MJ figure out a way to improve efficiency in ABC’s staff as they needed to push for the 5G deployment as well as Intelligent Edge Network. MJ was already aware of the fact that T-Mobile, one of ABC Corp’s fiercest competitors, was gaining traction on them on network connectivity, customer satisfaction and plethora of services it was providing. T-Mobile was offering incentives to ABC Corp’s existing customer to leave ABC Corp and move their service. \u00005G was in the midst of deployment and could become a game changer in terms of mobile connectivity and data throughput. It was a necessity in the world of social media, where the majority of the world population had handheld devices. Bob knew he needed skilled technology workers as well as customer care to support this mobile technology. How would he achieve such a goal when he was faced with a trimmed workforce? Bob wanted to know how he could squeeze higher performance from his top performers in the company using technology. Could he drive someone to put in the hard work required with the implementation of 5G and supporting existing technology and services? Bob needed a leaner and much more agile workforce especially after the recent job restructuring at ABC Corp. Bob needed employees to keep moving the goal line for the performance metric when T-Mobile was able to win over some contracts with large corporations due to the output and quality of its workforce. T-Mobile was able to offer a faster time for implementation of network services and Bob knew in order to improve efficiency at ABC Corp he needed a cultural transformation inside the workforce. \u0000MJ knew he did not have much time to come up with a presentable plan to management. Bob was wondering if IT can build and implement any solution to help with the cultural transformation he needed. Bob also had an idea that there was an efficiency problem with the ABC Corp’ task force, he knew he would need MJ to pull some reports and analyze them to make sure he could back up his gut instinct.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"93 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114239010","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How to Reach the Summit Without Falling Off","authors":"Douglas T Stacy, Krofton Owen, R. Hinchey, Scott Seigel","doi":"10.28945/4126","DOIUrl":"https://doi.org/10.28945/4126","url":null,"abstract":"How does MCS grow from a small business to a mid-size business? MCS is currently in an in-between phase, too big to be considered small in some industries categories and too small to be considered mid-size in others.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"299 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114947241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Breaking the Mold: Positioning TASUS to Win the Talent War","authors":"Diane Kutz","doi":"10.28945/5018","DOIUrl":"https://doi.org/10.28945/5018","url":null,"abstract":"In August 2018, the Plant Manager of a TASUS manufacturing facility in rural Florence, Alabama, confronts a human resource management challenge: How to recruit and retain employees with needed skills, given low unemployment both locally and nationwide as well as increased competition from manufacturers who recently moved into Northwest Alabama? \u0000\u0000The TASUS plant managers are proud of its family-oriented culture, positive working relationships with employees who are empowered to search for ways to improve productivity and firm performance. The firm works diligently to create a culture in which employees feel empowered, recognized and respected. \u0000\u0000During some exit interviews, TASUS managers discover that employees are leaving for “personal reasons” or higher pay elsewhere. TASUS faces the challenge, similar to many firms in today’s competitive marketplace, of attracting, retaining, and engaging high performing workers. In an employee-driven labor marketplace, how can TASUS differentiate itself from its competitors in the war for talent, and how can it retain its talented workers?\u0000\u0000The pending decision consists of whether to stay the course which includes maintaining their current talent management approach or modify their current strategy. This decision will impact all areas of the company, as is true of most talent management decisions.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121708391","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Using Data to Uncover Operational Inefficiency","authors":"Carla Dorsey, Tim Dorsey, T. McGovern","doi":"10.28945/4235","DOIUrl":"https://doi.org/10.28945/4235","url":null,"abstract":"On October 8, 2015, Glenn Peterson, President of Primo Flight Parts, Inc. (PFP), faced an important deadline: In one week, he needed to finalize his 2016 proposed budget so that supporting materials could be assembled and sent to the Board of Directors in advance of its October 23 meeting, when (he hoped) the budget would be approved. Peterson had been through this process many times since becoming president of the company in 2008.\u0000\u0000About a month before, Peterson had received a puzzling 2016 Request for Personnel from VP of Sales Henry Gallagher. Peterson felt that Gallagher had always run a tight ship and was a strong contributor. Certainly, in the past five years, Gallagher’s department had hit its sales targets. With a projected 30% increase in sales for 2019, it was not surprising that Gallagher would ask for additional staff. However, Peterson was shocked to see a request for a 40% staff increase. “Why do we need 40% more people to generate 30% more sales?” Peterson asked himself at the time. \u0000\u0000To help him sort out this quandary, Peterson had called a consulting firm that had recently done helpful work in another part of the company. That firm, The Dorsey Group (TDG), was able to swiftly form a team to analyze PFP’s Sales department and had just reported on the findings from its three-week engagement. \u0000With that discussion fresh in his mind, he had to decide from among several options for the 2019 Sales staff: Approve Gallagher’s staffing request; follow TDG’s recommendation that no new personnel be hired; or approve a number between Gallagher’s request and TDG’s recommendation. Thanks to TDG’s work, Peterson now had the information he needed to make an evidence-based decision; but what was the right thing to do?","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"78 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128672507","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"DCF Turns to I.T. to Ensure Client Service","authors":"M. Jackson, Michael Ens, Nichole Solomon, Ashley A Schultz","doi":"10.28945/5053","DOIUrl":"https://doi.org/10.28945/5053","url":null,"abstract":"The Department of Children and Families has reviewed a Technology solution that should meet most of their needs for improved client service and asset management. The protagonist, Brad Frearson, is carefully reviewing his plan and the outcomes of each for the SunCoast region.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127920279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Jabil: Navigating through Supply Chain Uncertainty","authors":"J. Chua, Stacy-Ann Henry, Raymond Wilhite, Justin Smith, D. Johnson, Jerry Mallory","doi":"10.28945/4331","DOIUrl":"https://doi.org/10.28945/4331","url":null,"abstract":"In 2018, as the trade wars between the United States and China reached new heights, John faced challenges as he needed to quickly execute a plan to mitigate any risks to his company. The imposed tariffs were putting significant pressure on John’s current business initiatives, financial goals, and could derail is customers’ satisfaction.\u0000John knew that he was in safe hands with the support of Jabil’s supply chain and compliance directors. As one of the worlds largest Electronic Manufacturing Service companies, Jabil prides itself with understanding logistics, compliance, and operations competencies to support the growth of current and future business, all while mitigating and avoiding potential risks in the market. With the impact of the imposed tariffs beginning to affect John’s business, he knew that he needed to make a quick decision; either move operations out of China to a non-sanctioned country, continue the operations in China with the hope that the sanctions would end but risk customer satisfaction, or continue manufacturing the products in China and shipping the incomplete goods to another non-sanctioned location for final assembly, ultimately avoiding the tariff impacts. How was John expected to make this decision without understanding the trade uncertainties in the future? John knew that he needed to make his business profitable for him and the customer, but what approach did he need to execute on to keep the business sustainable? All these questions were impactful on the success of the business and could ultimately impact any long-term financial gains and growth with his customer base. John was anxious to come to a resolution, and knew that his next decisions would be critical to his business.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"55 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131841770","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How to Fill the Holes in Mining Inventory?","authors":"Russell E Stone, Brendan Hess, Thomas C Nankervis, Peter Douglas Hendrickson, Nikki Joseph","doi":"10.28945/4125","DOIUrl":"https://doi.org/10.28945/4125","url":null,"abstract":"JoAnn put down the inventory reports of four Mosaic mines that she had been contemplating. Much of the raw material for the company’s phosphate fertilizer production was mined and processed at these Florida facilities. Keeping track of the vast array of equipment, parts, and supplies required to operate the mines had become an issue. \u0000JoAnn Speaks, Purchasing Manager at Mosaic Company, was tasked in 2015 to implement a comprehensive system to identify, control and track the company’s inventories. A recent Sarbanes–Oxley (SOX) audit had found weaknesses in Mosaic’s inventory practices leaving it unable to adequately account for the disposition of millions of dollars of assets annually. \u0000Working closely with technology companies Motion Industries and CribMaster®, JoAnn had successfully implemented a radio-frequency identification (RFID) system at five Mosaic chemical facilities. The implementation experienced hiccups, but problems had been resolved and the benefits had quickly become apparent. Within two months of going live, losses were down 35% and time spent locating items was reduced by 160 man-hours per month at the pilot chemical facility.\u0000Once the chemical facility implementation process approached completion, JoAnn turned her attention to the mines. RFID was great for the static and centralized chemical facility operating structure, but would it be successful in the mines? Although each mine had a central warehouse facility, equipment and numerous inventoried, critical-to-operations components were also spread across many square miles to minimize downtime in the event of a failure. This created environmental and connectivity issues that would have to be overcome to use RFID. With all the additional options available outside of RFID including vending, inventory centralization and even manpower additions, what was going to be the right single or combination of solutions? Or, was there something she hadn’t yet considered? The only sure thing was the SOX audit meant the status quo was not an option. \u0000JoAnn picked up the reports and leaned back in her chair as she considered the strengths and weaknesses of the possible solutions and decided what to do next.","PeriodicalId":344748,"journal":{"name":"Muma Case Review","volume":"144 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116387426","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}