Building Enterprise Network Infrastructure for a Supermarket Store Chain

2011 ◽  
pp. 1398-1411
Author(s):  
Beomjin Choi ◽  
Nancy Tsai ◽  
Tom Jones
Keyword(s):  
Success Factors ◽  
Growth Strategy ◽  
Successful Implementation ◽  
Infrastructure Development ◽  
Network Infrastructure ◽  
Current Case ◽  
Enterprise Network ◽  
Critical Success ◽  
Technical Details

Enterprise network infrastructure has served as a vehicle on which data and information can be transferred between functional units regardless of their location. Creating the network infrastructure that enables firms and organizations to adapt to rapidly changing business needs has never been more important than now. Building the enterprise network infrastructure requires careful planning, effective design, and appropriate strategies for successful implementation. The current case study examines how a regional supermarket store chain in the retail food industry develops its enterprise network infrastructure to outperform its larger competitors. A detailed description of the evolution of the company’s enterprise network infrastructure is presented to show how the strategy of network infrastructure development has aligned with the organization’s growth strategy for the past two decades. The current case study highlights critical success factors for firms to build an effective enterprise network infrastructure that include IS planning firmly tied to critical business goals, strategic collaboration with technology vendors, and careful evaluation and selection of network services and technical details.

Building Enterprise Network Infrastructure for a Supermarket Store Chain

2010 ◽  
pp. 849-862
Author(s):  
Beomjin Choi ◽  
Nancy Tsai ◽  
Tom Jones
Keyword(s):  
Success Factors ◽  
Growth Strategy ◽  
Successful Implementation ◽  
Infrastructure Development ◽  
Network Infrastructure ◽  
Current Case ◽  
Enterprise Network ◽  
Critical Success ◽  
Technical Details

Enterprise network infrastructure has served as a vehicle on which data and information can be transferred between functional units regardless of their location. Creating the network infrastructure that enables firms and organizations to adapt to rapidly changing business needs has never been more important than now. Building the enterprise network infrastructure requires careful planning, effective design, and appropriate strategies for successful implementation. The current case study examines how a regional supermarket store chain in the retail food industry develops its enterprise network infrastructure to outperform its larger competitors. A detailed description of the evolution of the company’s enterprise network infrastructure is presented to show how the strategy of network infrastructure development has aligned with the organization’s growth strategy for the past two decades. The current case study highlights critical success factors for firms to build an effective enterprise network infrastructure that include IS planning firmly tied to critical business goals, strategic collaboration with technology vendors, and careful evaluation and selection of network services and technical details.

scholarly journals Critical success factors when going global: Agribusiness co-operative growth

2013 ◽  
pp. 55-60 ◽  
Author(s):  
T.O.R. Macdonald ◽  
J.S. Rowarth
Keyword(s):  
Value Chain ◽  
Critical Success Factors ◽  
Success Factors ◽  
Significant Risk ◽  
Growth Strategy ◽  
Customer Relationships ◽  
Dairy Goat ◽  
Critical Success ◽  
Long Run

Agricultural co-operatives make a significant contribution to New Zealand's economy, but "going global" involves the realities of conducting business at an international scale with potential for significant risk exposure in both the short and long run. This paper provides a case study analysis detailing the critical success factors for agribusiness co-operatives growing internationally. The paper studies the strategies of three New Zealand agri-co-operatives with international business ventures (Ravensdown, the Dairy Goat Co-operative, and Fonterra). The case data suggests international success is a factor of sufficient access to capital, strong customer relationships, value chain management and maintaining control through competitive advantage. Keywords: Case study, co-operative, critical success factors, international growth, strategy

Using a case study approach to identify critical success factors for alliance contracting

2014 ◽  
Vol 21 (5) ◽  
pp. 465-480 ◽  
Author(s):  
Marcus Jefferies ◽  
Graham John Brewer ◽  
Thayaparan Gajendran
Keyword(s):  
Construction Industry ◽  
Critical Success Factors ◽  
Success Factors ◽  
Successful Implementation ◽  
Case Study Approach ◽  
Content Type ◽  
Study Approach ◽  
Critical Success ◽  
Research Findings

Purpose – There has been a significant increase in the use of relationship contracting in the global construction industry, with strategies such as Partnering, Alliancing and Public-Private Partnerships all used. These approaches were introduced to the Australian construction industry in the 1990s in an attempt to overcome the adversarial nature of traditional contracting methods. The purpose of this paper is to investigate factors that influence the successful implementation of Project Alliancing by means of a case study approach focusing on the procurement of a large water treatment plant. The research findings identify critical success factors (CSFs) both from literature and the case study project. Design/methodology/approach – The research traces the origins of Alliancing and identifies CSFs by reviewing literature and analysing a current case study project. The paper first identifies CSFs on a global scale by establishing a theoretical framework of CSFs and then compares this to the case study project. A case study of an Australian Alliance project is investigated whereby a semi-structured interview process, involving senior managers from the six partners from the Alliance, was used in conjunction with a review of project documentation. The findings of the case study project are compared to the literature and any new CSFs are identified. Findings – Alliancing helps to establish and manage the relationships between all parties, remove barriers and encourage maximum contribution to achieve success. Alliancing provides a project delivery method that promotes open communication, equality and a systematic problem resolution process. Team culture focusing on an “open book/no blame” approach is vital to the success of an Alliance. Five CSFs were identified as specifically influencing the success of the case study project: the use of an integrated Alliance office; the staging of project and stretch targets; establishing project specific key performance indicators; facilitating on-going workshops; and the integration of a web-based management programme. Originality/value – The research findings assist both public and private sectors by identifying factors that are critical for success in Alliancing. Five additional factors were identified as specifically influencing the success of the case study project. Since this research was conducted, Australia has seen a further increase in relationship contracting where the likes of Alliancing is often used as the default approach for certain Public Sector projects. Ongoing research into Alliancing is vital to ensure the development of sustainable procurement models, successful operational viability, fair risk distribution and value for money.

Quality 4.0 conceptualisation and theoretical understanding: a global exploratory qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiju Antony ◽  
Olivia McDermott ◽  
Michael Sony
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Full Range ◽  
Senior Management ◽  
Successful Implementation ◽  
Motivating Factors ◽  
Theoretical Understanding ◽  
Content Type ◽  
Critical Success ◽  
Management Professionals

PurposeQuality 4.0 has a unique potential to create a competitive advantage for organisations by improving customer experience and enhancing profitability. The purpose of this study is to examine Quality 4.0, the9; benefits, motivating factors, critical success factors and the skills required by quality professionals in the successful implementation of Quality 4.0. The study also investigates the organisational readiness factors9 and challenges that need to be addressed before Quality 4.0 adoption and assess their importance.Design/methodology/approachA qualitative interview approach was utilised by interviewing a panel of senior management, engineering and continuous improvement (CI); professionals working in leading companies in Asia, Europe and America who are currently deploying Quality 4.0.FindingsThis study provides a theoretical base for the Quality 4.0 body of knowledge in terms of an organisation’s adoption and overcoming implementation challenges and providing examples of Quality 4.0 application. Organisations can use this study to understand what Quality 4.0 means to industry, the benefits and motivating factors for implementing, the Critical Success Factors, challenges, the organisational readiness factors and the role of leadership in a Quality 4.0 deployment. In addition, the study looks at the skills required by future Quality 4.0 professionals in terms of hard skills, soft skills and a curriculum for educating future quality management professionals. The respondents cited that predictive analytics, sensors and tracking, and electronic feedback loops are the most critical technologies for driving Quality 4.0.Research limitations/implicationsOne of the limitations of this research was that as this area is a nascent area the researchers were limited in their literature review. The second limitation was that the study was based on 12 interviews. A more comprehensive longitudinal study would yield more data so that better and robust conclusions can be derived from the study.Originality/valueThis is the first empirical study on Quality 4.0, which captures the viewpoints of senior management professionals on a full range of topics related to Quality 4.0 motivation for deployment, implementation and readiness for its adoption.

scholarly journals Critical success factors of Lean Six Sigma from leaders’ perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Alnadi ◽  
Patrick McLaughlin
Keyword(s):  
Thematic Analysis ◽  
Six Sigma ◽  
Success Factors ◽  
Employee Motivation ◽  
Lean Six Sigma ◽  
Previous Literature ◽  
Successful Implementation ◽  
Content Type ◽  
Critical Success ◽  
Key Aspects

Purpose This paper aims to provide a synthesis of the results of the previous literature on leadership behaviours that enable successful Lean Six Sigma implementation. Design/methodology/approach The published literature that relates to leadership and Lean Six Sigma has been included. A thematic analysis was conducted on the previous literature which helped in identifying the relevant aspects and associating the behaviours with specific aspects. Findings After analysing the literature, seven key aspects have emerged: communication, culture of continuous improvement, coaching and developing employees, creating vision and aligning goals, employee motivation, employee empowerment and leadership commitment and support. The main leadership behaviours that facilitate and support Lean Six Sigma implementation have been summarised. Originality/value Thematic analysis in this field is scarce, so identifying the leadership behaviours’ themes can help researchers in developing a framework of leadership behaviours. Organisations and practitioners of Lean Six Sigma can take into consideration these behaviours as a key to the successful implementation of Lean Six Sigma. They can adjust their behaviours and know the behaviours that need to be developed amongst leaders. This would facilitate the Lean Six Sigma journey by overcoming the challenges that face practitioners during Lean Six Sigma implementation.

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