Strategic driver

Dursun, T. and Kilic, C. (2011), "Ejqiloring Occupational And Strategic Drivers Of Individual Customer Orientation," Journal of Business and Economics Research, 9 (5), 55-66. 

The rest of the chapter is organized as follows. Section 15.2 makes the case for a Health Care supply chain emphasizing the need for it, strategic drivers, key issues and opportunities that exist for it to be a viable alternative for businesses. An e-health care supply chain model is presented in Sect. 15.3. Section 15.4 explores the hospital laboratory supply chain example. The chapter concludes with suggestions of possible problem areas where the proposed framework can be suitably applied as a future task, described in Sect. 15.5. 

Understand the strategic drivers of cost, that is volume/capacity, variety and variation and their impact in the marketplace and competition. 

What are the strategic drivers that are forcing focal firms in the apparel industry to change their supply strategy ... 

Pumps, compressors, turbines, drivers, and auxiliary machinery should be designed to provide reliable, rugged performance. Pump selection and performance depend on the capacity required and tlie nature of Uie fluids involved. Remotely controlled power switches and shutoff valves are necessary to control fluid flow during an emergency. The inlets for air compressors should be strategically located to prevent the intake of hazardous materials. 

Prescription coverage in the US becomes equally as important as a viable drug in the US. Specifically, a manufacturer can devise a fantastic therapy, but if that manufacturer does not receive a favorable decision on reimbursement from the health authorities then that drug is destined for failure. Reimbursement has become an extremely important strategic business driver for both biotech and pharmaceutical manufacturers. It is this business unit that must seek approval from the medical directors for formulary acceptance. 

Speciality aroma chemicals produced by complex synthesis require chemical understanding, since the process by which the ingredient is produced will be a key driver of the ultimate cost of the ingredient. An organic chemist is able to explore new potential routes of synthesis and understand the implications and value of each step in the process, and will often strike up a relationship with the supplier whereby the chemistry of the relationship brings a strategic partnership to life. 

Principal Risk Drivers For purpose of strategic planning, site classification data may also be analyzed to identify the risk drivers of greatest importance to the total program risk score. For example, if air impacts were identified as the largest contributor to the total risk score,... 

Territory Planner strategically plans delivery and route sales territories. This analytical tool can streamline a company s operation and suggest routes that are in line with the way a shipper does business. Similar tools save reroute time, reduce transportation costs, and improve customer service. Similarly, Roadnet 5000 routes and schedules dehvery vehicles by considering the parameters of a company s operation. The consolidated routes that are created provide a competitive advantage by improving driver performance and information management. 

We introduce here the concept of logistic drivers making the link between the company s strategic objectives and their operational translation in the supply chain. These drivers are in line with the aim of logistics as defined by James Hesket (1977) in these terms Respond to demand at a given level of service at the lowest cost and also cross-check with Martin Christopher s dictum. Four in total, they incorporate in addition the new environmental component. We quote ... 

The next drivers for systems improvements will be gaining strategic value in addition to financial returns from the technology. For example, a driver for a technology such as RFID (radio frequency identification) is the need to comply with mles from channel masters Wal-Mart and the Department of Defense. 

The vertical axis in Figure 27.1 reflects different levels of information capture along the supply chain. Single company data (Level I) expands to take into account the cost of capital (Level II). This includes the fixed assets and working capital required by the company to operate. At Level III, companies share cost data to gain a multicompany view. At Level IV, the final stage, cost drivers are applied to activity-based costs to develop supply chain product costs. These costs support collaborative strategic product line decisions at a multicompany level. 

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