111991ObjectivesMeasuresTargets_ActionPlans.ppthomeworkassignment xBUS499_SLP1 x
- Type of paperAssignment
- SubjectBusiness and Entrepreneurship
- Number of pages6
- Format of citationAPA
- Number of cited resources2
- Type of serviceWriting
1) Attached s my 1st assignment that needs to be discussed. 2) Apple is my company 3) Please ask me if you having any questions on what my homework is requesting. Thank you
Most Effective Use of Contracting
Approaches to Maximize Efficiency
and Cost Effectiveness
Use of Electronic Commerce:
Data Source: Electronic Small Purchase Systems,
FPDS-NG, IIPS, DOE/C-Webb, local
tracking systems.
Data Generation: Data is tabulated from the listed
tracking systems.
Data Verification: Procurement Directors are
responsible for accurately reporting results and
retention of records in accordance with records
management requirements. Records will be made
available for compliance and/or HQ reviews.
Performance Based Service Contracts:
Data Source: FPDS-NG.
Data Generation: Data is tabulated from the listed
tracking system.
Data Verification: Procurement Directors are
responsible for accuracy of data entered into the
FPDS-NG. HQ will randomly sample pre and
post award actions and compare against the
FAR PBSC standards.
Use of Electronic Commerce:
1. Percent of purchase and delivery orders issued
through electronic commerce as a percentage of
total simplified acquisition actions.
2. Percent of all synopses (for which widespread
notice is required) and associated solicitations posted
on FEDBIZOPPS for actions over $25K. This
measure will be tracked at HQ.
3. Percent of all new competitive acquisition
transactions over $100K conducted through
electronic commerce.
Performance Based Service Contracts:
PBSCs awarded as a percentage of total eligible new
service contract awards (applicable to actions
over $100K).
Percent of total eligible service contract dollars
obligated for PBSCs (applicable to all actions
over $25K). This measure will be tracked at HQ.
70%
100%
40%
66%
75%
INTERNAL BUSINESS PERSPECTIVE – Cont.
OBJECTIVE MEASURE TARGET
5
BALANCED SCORECARD
PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES
INTERNAL BUSINESS PERSPECTIVE
Procurement
6
OBJECTIVE
MEASURE
OPERATIONALTARGET
MANAGEMENT INITIATIVES
Project
Action Officer
Due Date
Most Effective Use of Contracting Approaches to Maximize Efficiency and Cost Effectiveness
Use of Electronic Commerce:
Data Source: Electronic Small Purchase Systems; FPDS-NG; IIPS; DOE/C Web; Local Tracking Systems
Use of Electronic Commerce:
1. Percent of purchase and delivery orders issued through electronic commerce as a percentage of total simplified acquisition actions. (Contd)
70%
· Support Integrated Acquisition Environment:
· Transition to electronic Subcontracting Reporting System and retire DOE’s legacy SRS
· Assess Agency use of Federal Technical Document Solution
ME-65
D Hoexter
4th Qtr
2. Percent of all synopses (for which widespread notice is required) and associated solicitations posted on FedBizOpps for actions over $25K. This measure will be tracked at HQ.
( ( (
100%
( Presidential Management Agenda ( FY05-09 Planning Guidance
( FY05 OMBE Congressional Budget ( Identified by Mgmt as a Critical Mgmt Improvement Initiative (DOE N 125.1)
( DOE 5-Yr Workforce Restructuring Plan ( GAO/IG Management Challenge
( FMFIA – Acquisition Workforce Issues ( OMBE Management Commitment Plan – FY05
( SES Performance Plan (RHopf) ( OMBE Strategic Workforce Plan FY05 Interim Update
ACTION PLAN/STATUS REPORT FOR BSC INITIATIVE – FY 2005
Balanced Scorecard Initiative: Title of initiative (in italics and bold text)
Action Officer: Name of staffer (and office code) with responsibility for completion.
Objective of the Initiative: No more than one paragraph that clarifies WHY we are doing this action and the intended RESULTS. Also, if appropriate, provide a description of the scope of the initiative in terms of the work to be done (e.g., will this be a major effort requiring establishment of a large work group? etc.).
Approach: Briefly describe the plan, processes, and resources necessary to accomplish the objective.
Due Date: List the FY quarter in which completion will occur.
Planned Milestones: Identify the major processes, milestones, and list the scheduled start/completion dates. Attach any chart you may have developed that shows work flow/scheduling, etc.
Current Status: Current status is to be up-dated by each Action Officer and submitted to the Office Director prior to each of the quarterly reviews of BSC status (Office Directors and Mr. Hopf). This information will be important, particularly if the planned milestones listed above are not on-track, or have not been met.
Outcome: When the action is completed, provide a brief statement (one or two sentences) describing the finished product and its benefits.
(Note: When the initiative is complete, and the Outcome section is filled-in, send a copy of this Action Plan/Status Report to Yolonda along with a copy of the “completion document” for the initiative (i.e., the report, Acquisition Letter, or other document that evidences completion of the initiative. If there is no “completion document,” then state this in the Outcome section). At the end of the year, this Action Plan/Status Report will then serve as the cover page for the “completion document” that becomes part of the BSC Initiatives Completion Book that Yolonda maintains for Mr. Hopf.)
7
OBJECTIVE
MEASURE
OPERATIONAL
TARGET
MANAGEMENT INITIATIVES
Project
Action
Officer
Due
Date
Most Effective Use of
Contracting Approaches to
Maximize Efficiency and
Cost Effectiveness
Use of Electronic Commerce :
Data Source: Electronic
Small Purchase Systems;
FPDS-NG; IIPS; DOE/C
Web; Local Tracking
Systems
Use of Electronic Commerce:
1. Percent of purchase and
delivery orders issued
through electronic
commerce as a percentage of
total simplified acquisition
actions. (Contd)
70%
Support Integrated Acquisition
Environment:
o Transition to electronic
Subcontracting Reporting
System and retire DOE’s
legacy SRS
o Assess Agency use of Federal
Technical Document Solution
ME-65
D Hoexter
4
th
Qtr
2. Percent of all synopses (for
which widespread notice is
required) and associated
solicitations posted on
FedBizOpps for actions over
$25K. This measure will be
tracked at HQ.
100%
Presidential Management Agenda FY05-09 Planning Guidance
FY05 OMBE Congressional Budget Identified by Mgmt as a Critical Mgmt Improvement Initiative (DOE N 125.1)
DOE 5-Yr Workforce Restructuring Plan GAO/IG Management Challenge
FMFIA – Acquisition Workforce Issues OMBE Management Commitment Plan – FY05
SES Performance Plan (RHopf) OMBE Strategic Workforce Plan FY05 Interim Update
For Module 2, consider your organization’s mission and strategy from the perspective of its potential, prospective, and present customers. In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective.
Refer back to this presentation on objectives if you need to.
SLP Assignment Expectations
SLP Assignment Expectations
Once you’re reasonably clear on what’s involved, think about your organization and its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then:
· Identify at least three objectives for the organization’s customer service perspective and show how they relate to the mission, vision and strategy of the organization.
· For each objective, develop at least one meaningful performance measure (metric).
· For each objective, identify at least one expected level of performance (target).
· For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization’s strategy (initiative).
· Comment briefly on the relationships of the customer service objectives that you’ve identified here to the financial objectives that you identified in the Module 1 SLP assignment. How do they help to fulfill those objectives? If they don’t (and they don’t have to), what makes them more important than objectives that would relate to finances?
· Finally, do you wish to make any changes to your Module 1 objective write-up in light of your Module 2 experience?
Here’s a table that you may wish to copy and fill in (the boxes are expandable – take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)
Objective |
Measure |
Target |
Action |
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Relationships to other objectives |
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Revisions (if any) to Module 1 Objectives |
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Objective/Module |
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For Module 3, consider the organization’s mission and strategy from the perspective of its internal business processes (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such business processes are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective.
Refer back to this presentation on objectives if you need to
.
SLP Assignment Expectations
Once you’re reasonably clear on what’s involved, think about your organization and its business processes, and then:
Identify at least three objectives for improving the organization’s internal business processes, and show how they relate to the mission, vision and strategy of the organization.
· For each objective, develop at least one meaningful performance measure (metric).
· For each objective, identify at least one expected level of performance (target).
· For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization’s strategy (initiative).
· Comment briefly on the relationships of the process objectives that you’ve identified here to the finance objectives that you identified in the Module 1 SLP assignment and/or the customer service objectives that you identified in the Module 2 SLP assignment. How do they help to fulfill those objectives? If they don’t (and they don’t have to), what makes them more important than objectives that would relate to finance or customer service?
· Finally, do you wish to make any changes to your Module 1 or Module 2 objective write-ups in light of your Module 3 experience?
Here’s a table that you may wish to copy and fill in (the boxes are expandable – take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)
Revisions (if any) to Module 1 and/or Module 2 Objectives |
Strategy Mapping & the Learning and Growth Perspective
For Module 4, consider your organization’s mission and strategy from the perspective of its learning and growth (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such activities are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on
objectives
if you need to.
SLP Assignment Expectations
Once you’re reasonably clear on what’s involved, think about your organization and its learning and growth processes, and then:
· Identify at least three objectives for improving the organization’s learning and growth, and show how they relate to the mission, vision and strategy of the organization.
· For each objective, develop at least one meaningful performance measure (metric).
· For each objective, identify at least one expected level of performance (target).
· For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization’s strategy (initiative).
· Comment briefly on the relationships of the learning and growth objectives that you’ve identified here to the financial objectives that you identified in the Module 1 SLP assignment, the customer service objectives you identified in Module 2, and/or the internal business process objectives you identified in Module 3. How do they help to fulfill those objectives? If they don’t (and they don’t have to), what makes them more important than objectives that would relate to customer service, business processes, or financial operations?
· Finally, do you wish to make any changes to your Module 1, 2, or 3 objective write-ups in light of your Module 4 experience?
Here’s a table that you may wish to copy and fill in (the boxes are expandable – take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)
Revisions (if any) to Module 1, 2, and/or 3 Objectives |
Running Head;
APPLE BALANCED SCORECARD
1
APPLE BALANCED SCORECARD
The company under observation is Apple that deals in the creation of laptops and smartphone technology in the US, their mission statement is “Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and is defining the future of mobile media and computing devices with iPad.” This is to mainly show that as a company Apple has a commitment to ensuring that its customers that include students, teachers and program creators globally enjoy the best computing experience through their efficient and effective software and hardware. Their vision statement is “We believe that we are on the face of the earth to make great products and that’s not changing. We are constantly focusing on innovating. We believe in the simple, not the complex. We believe that we need to own and control the primary technologies behind the products that we make and participate only in markets where we can make a significant contribution. We believe in saying no to thousands of projects so that we can really focus on the few that are truly important and meaningful to us. We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way that others cannot. And frankly, we don’t settle for anything less than excellence in every group in the company, and we have the self- honesty to admit when we’re wrong and the courage to change. And I think regardless of who is in what job those values are so embedded in this company that Apple will do extremely well.” This is mainly to indicate the company believes in their capacity to withstand in the long run, through continued success and expansion.
The strategy applied by Apple has focused on differentiation of their products despite continual production on a yearly basis it is the same technology with minimal changes in software and design of the appearance. In this aspect, the iPhone can clearly be used as an example on a yearly basis a new design is released with some changes in the physical appearance yet minimal software differences. As per 2015, the shares of Apple sold made about $233,715, the dividends paid were about $11.4billion at about $0.57 per share. In 2016 there was about $ 213, 000 purchase in shares that resulted in dividends of about $12 billion being paid out by the company.2017 resulted in about $15billion in returns to investors in form of dividends, with an overall $25 billion revenue generated by the company. This indicates an increasing trend from the three years indicated continuously.
The key staff working in Apple are based in the marketing and technical positions, with the company dealing in manufacture of electronic devices there arises need for qualified staff to deal with the programming and engineering aspects while the requirement to sell more leads to the need also for a marketing team (Tomczak, Reinecke & Kuss, 2018). The human resource departments, therefore, have to come up with available voids in this sector before passing on the information on which department requires what employees in the company, this is to say that hiring of staff is depended on skills needed (Tarique, Briscoe & Schuler, 2015). The human resource in Apple is mainly focused on maximizing returns on investment in the hiring of staff, they are charged with the hiring, employee motivation and even improvement through training. The issue of customer relations has been greatly handled by Apple due to the setup of call centres to tackle consumer-related problems and this makes them loyal as well as advertisers of the company. At the bottom of Apple’s website there is a link that clearly tells the consumers to contact them in case of any problems or suggestions, the influence also that is attributed to their brand name makes them easily trustable by anyone, in this case, they are almost likened to wealth and so most individuals buy their products for recognition. Since Apple is operating as a global company in the provision of communication devices such as phones and laptops that bring the need to maximize transnational-networks, that are not limited by any boundaries or borders, the company in this aspect has done a lot of product differentiation to their commodities to attract a large market base, this is in itself a major information technology management strategy (Gandomi & Haider, 2015). The company also has come up with methods of monitoring the market and carrying out data retrieval as information is the key determinant of the success of Apple.
Objective for improving organizations financial position
Measure
Target
Option
Growth of customer base
Bring up high profit margins
Cost leadership
Ensure revenue of Apple grows
The return of equity on investments put in the business by shareholders
To increase number of devices sold by Apple.
64%
77%
40%
Advertise and carry out promotion in most regions and continents where Apple’s products are rarely used.
Moderation of prices of devices offered by Apple to be able to reach a broad market globally.
Price differentiation
References
Gandomi, A., & Haider, M. (2015). Beyond the hype: Big data concepts, methods, and analytics. International Journal of Information Management, 35(2), 137-144.
Tarique, I., Briscoe, D. R., & Schuler, R. S. (2015). International human resource management: Policies and practices for multinational enterprises. Routledge.
Tomczak, T., Reinecke, S., & Kuss, A. (2018). Introduction. In Strategic Marketing (pp. 1-18). Springer Gabler, Wiesbaden.