Pomiar wydajności zarządzania zielonymi łańcuchami dostaw

Only what is measured can be managed properly. And the measurement process should serve a continuous improvement of companies and whole supply chains. Data from the performance measurement system should cause an increase of cooperation and help in taking right decisions about changes at the operational level, and on the other hand, are an important information when redefining strategies. This will allow for the development of the supply chain based on knowledge, in which the scope of cooperation is literally unlimited (including green aspects). There are two basic approaches to measuring the performance of supply chains: a comprehensive measurement that measures the results of the entire chain (which can be divided into individual tiers and levels) and partial measurement when we measure only certain aspects. Often, in practice, only measurement of separately operating companies is practiced by companies, not throughout chains. And the problem is even more evident when it comes to measuring performance of green activities in integrated supply chains. The paper presents the possibilities of evaluation of GSCM performance. The major challenges and obstacles are presented and assessed.Tylko to, co jest mierzone, może być właściwie zarządzane. Proces pomiaru powinien służyć ciągłemu doskonaleniu przedsiębiorstw i całych łańcuchów dostaw. Dane z systemu pomiaru powinny powodować wzrost współpracy i pomagać w podejmowaniu decyzji o zmianach na poziomie operacyjnym, a z drugiej strony może to być ważna informacja przy przedefiniowaniu strategii. Pozwala to na rozwój łańcuchów dostaw opartych na wiedzy, gdzie zakres współpracy jest dosłownie nieograniczony (dotyczy to również aspektów ekologicznych). Istnieją dwa podstawowe podejścia do pomiaru wydajności łańcucha dostaw: kompleksowy pomiar, który patrzy na wyniki całego łańcucha (który można rozdzielić na poszczególne szczeble i poziomy), oraz pomiar częściowy, gdy mierzymy tylko niektóre aspekty. Często praktykowany jest tylko pomiar oddzielnie działających firm, a nie całego łańcucha. Problem jest jeszcze bardziej widoczny, jeśli chodzi o pomiar wydajności działań ekologicznych w zintegrowanych łańcuchach dostaw. W artykule opisano możliwości oceny wyników GSCM. Przedstawiono i oceniono główne wyzwania i przeszkody stojące przed pomiarem wyników zielonych łańcuchów dostaw

Gamification in project management: experiences from business and training

Cada vez se aplican más conceptos de gamificación o ludificación en los más diversos ámbitos desde la salud, la enseñanza, el mundo empresarial, etc. En la misma forma, se pueden aplicar estrategias de gamificación para la Gestión de Proyectos. Este documento refleja la experiencia de aplicar distintos conceptos de gamificación en la práctica como la aplicación de lego serious play en las distintas etapas de la gestión de un proyecto: iniciación, planificación, ejecución y cierre de un proyecto en una empresa de ingeniería. Igualmente se muestra experiencias de aplicación de juegos de tablero en cursos de Gestión de Proyectos.More and more concepts of gamification or ludification are applied in the most diverse areas from health, education, the business world, etc. In the same way, gamification strategies can be applied for Project Management. This document reflects the experience of applying different concepts of gamification in practice such as the application of lego serious play in the different stages of project management: initiation, planning, execution and closing of a project in an engineering company. It also shows experiences of application of board games in courses of Project Management

How do software architects consider non-functional requirements: an exploratory study

© 2012 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes,creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.Dealing with non-functional requirements (NFRs) has posed a challenge onto software engineers for many years. Over the years, many methods and techniques have been proposed to improve their elicitation, documentation, and validation. Knowing more about the state of the practice on these topics may benefit both practitioners' and researchers' daily work. A few empirical studies have been conducted in the past, but none under the perspective of software architects, in spite of the great influence that NFRs have on daily architects' practices. This paper presents some of the findings of an empirical study based on 13 interviews with software architects. It addresses questions such as: who decides the NFRs, what types of NFRs matter to architects, how are NFRs documented, and how are NFRs validated. The results are contextualized with existing previous work.Peer ReviewedPostprint (author’s final draft

The drivers of motivation

This project has been completed for a medium-sized supermarket located on the southern side of Hamilton. They currently have 83 people employed to work there. The reason for researching the drivers of motivation is so employers can begin to understand the best ways to motivate their individual employees The aim of the project was to analyse what drives motivation in the workplace and to provide recommendations for the supermarket. Both a questionnaire and interview were used, the questionnaire with the purpose of gathering a large amount of quantitative data in a short period of time and the interview to build on the results received from the questionnaires and provide qualitative data. Only employees in the grocery and checkout departments were asked to participate. Results from the questionnaire and interview showed that when it came to store culture, most staff felt that it could improve, that the store’s values were not being displayed, and that if store culture improved they would be better motivated. The store culture was also identified as an important motivator, especially for the staff over 26 years of age. When data concerning training and development was analysed, it was found that both training and career development were important motivators, with most staff wishing to undertake training and/or career development opportunities if they arose. From the analyses of the results for the reward and recognition questions, the staff indicated they felt they were not valued as employees and would prefer to receive more feedback to help increase their motivation. Pay was the last motivator to be analysed. The respondents indicated that they felt an increase in their pay rate would improve their motivation. However, upon further analysis through the interview, it was found although initially they would be motivated whether this would permanently improve their motivation was questionable. There were three recommendations for the organisation. These were, to implement a reward and recognition programme that addressed meeting the three motivational needs of the staff mentioned above, rewards and recognition, pay, and training and development. The second was to improve store culture, which would involve taking existing store values and establishing them into everyday life at the supermarket, so they become a shared set of values by them team. The third was to undertake further research to investigate how the motivational needs for the supermarket industry, a typical low skill, entry level job may differ to that of a higher skill job

Green human resource management

Global warming is a reality. Organisations realise their corporate responsibility to conduct their business with the 'future' in mind. Sustainability is having a green conscience and ensuring the steps you take today do not have a negative impact on the future. Green Human Resources Management is to promote the sustainable use of resources within business organisations. The aim of this research is to provide organisations with a Green Human Resource Management Strategy (GHRM). A qualitative approach was followed, and five participants interviewed. The researcher followed this approach to gain an in-depth understanding of business eco-friendly practices, to ascertain if they utilise HR to drive “green” in the organisation and engage employees. The study found that most organisations have implemented some eco-friendly practice and know the value of becoming a 'green' employer. However, the researcher identified a significant gap in that organisations are not aware of or lack the knowledge of how to utilise HR practices to get staff engaged in green policies and procedures. The researcher will strive to come up with various ideas and recommendation to the business on how they can utilise their HR practices to go green and engage their staff

An investigation of the supply chain strategies of Spice Traders

The primary motivation behind this research is to comprehend the supply chain strategies of Spice Traders. This exploration will enhance the procedures of Spice Traders and defeat numerous issues in production network administration experienced by the eatery. There are numerous techniques which are utilized by them to beat their issues. This research utilized blended technique that is a mix of qualitative and quantitative data. Propelled utilisation of innovation is the fundamental discovery in this exploration. As a staff member working there I shared my own experience which truly helped me to do this research. One suggestion was to enhance their association with the providers all together for a superior execution from the supply group and to include alternate staffs in store network administration. The conclusion was that they essentially rely upon the backup system. They have been utilising this backup systems for a very long time and they have been extremely fruitful in that

Understanding and listening to customers in order to retain them: An analyses of customer satisfaction in SMEs in New Zealand

This study is about the importance of customer retention in small and medium enterprises in New Zealand, investigating the value of customer retention and customer loyalty. The aim of this research is to find a usable strategy in order to attain customer retention in a SME. It studies the various reasons customers prefer certain businesses for their products and services. This research will assist SMEs in profit planning and customer retention strategies. The method used is a mixed methodology using primary and secondary data, where the primary data was collected by conducting short interviews of both customers and SMEs and the secondary research is based on references sourced from various authors and credible articles. The research found that both customers and SMEs believe that location and customer service are the two important factors that help in generating a successful business. Customer retention helps in securing long term stability and profitability amongst the customers and the SME

A business case for work-life balance in retail management.

Retail is one of New Zealand’s largest sectors, employing close to 200,000 people full-time, but with changes in competition and growth in the industry, the expectations of retail managers are increasing, along with their workload. This research looks at why work-life balance is unattainable for some retail managers. Looking wholly at the retail industry, not one specific organisation, the research aims to show the impacts on performance when work-life balance is not achieved and to provide strategies for businesses that encourage work-life balance in retail managers. Using both secondary and experiential research, this study highlights how poor work-life balance is directly linked to poor performance and what it is costing businesses that have no work-life balance initiatives in place. Provisional results show that work arrangements and lack of training are key reasons for work-life balance being difficult to maintain in retail management roles. The researcher shares two recommendations that will improve retail managers’ work-life balance; re-evaluating work arrangements to use rotational rostering and companies investing in the development of managers, through specific training available in New Zealand

Strategies for the survival of ABC Produce

Small-scale vegetable shops are facing a scenario of stiff competition, posing threat to their viability and existence. The ongoing trend and customer behaviour have made it apparent to research as to what needs to be done to ensure the survival of the vegetable business and further make it a profitable venture. To research on the same, a study is conducted on the operations of ABC Produce, a vegetable and grocery shop in Hamilton. It is jointly owned. They acquired the business around two years ago. The aim of the project is to ascertain factors, strategies, and techniques which can attribute to performance and enhanced productivity. Mixed methods are used to carry the research project as it will give the opportunity for both Qualitative and Quantitative research. Qualitative research will assist in understanding the intricacies of the business by interviewing Employer and Employee. Quantitative research will help to get feedback from customers through a questionnaire that includes both open-ended and closed sample questions. The research results show that they have a good footfall and most customers prefer shopping during evening time. The maximum sale is of vegetables, which constitute around 40% of sales, followed by fruits and dairy produce. More than 70% of the customers were satisfied by quality and services. A better product mix is expected by customers. Some of the key strategies that are recommended include pricing and promotion strategy, waste management strategy, customer retention, attracting new customers, partnership and collaboration

Importance and impacts of visual merchandising for customers at The Warehouse

The benefits of visual merchandising have been well discussed in previous literature. For large retail service providers this topic is of special importance. Evidence of challenges for consumers to locate the product that they need has been observed in The Warehouse, Te Rapa. The purpose of this research report is to assess the importance of visual merchandising on customers’ purchasing behaviour at The Warehouse, Te Rapa. In addition, visual merchandising strategies to increase sales at The Warehouse are offered, based on the findings of this study. The primary data for this research project was gathered from 50 questionnaires, which were distributed among customers at The Warehouse, Te Rapa. Many different aspects of visual merchandising, including window displays of the store, floor merchandising, mannequin displays, signage and promotional banners, were reviewed. The results of this report suggest that there is a direct relationship between how the products are displayed and sales