Strategic projects

The strategic project Modulare Mikroveifahrenstechnik (modular micro-chemical engineering) is fimded in the framework of the German program Mikrosystem-technik 2000-1- by the German ministry for education and science, BMBF. The project was started in October 2001 and lasts 3 years. 

Acknowledgment The author was supported by Grant-in-Aid for Scientific Research (S) (No. 19101009) and Core-to-Core Program (No. 20004) from the Japan Society for the Promotion of Science. The author was also supported by Strategic Project to Support the Formation of Research Bases at Private Universities Matching Fund Subsidy (SI 101035) from the Ministry of Education, Culture, Sports, Science and Technology of Japan. 

Models are also useful m strategic project planning to compare the costs and benefits of competing therapies, such as the current standard therapy for schizophrenia and a theoretical drug profile of an antipsychotic designed to improve the therapeutic effect for schizophrenia patients. The costs and benefits can be compared to determine the optimal profile (one that would produce the best possible results) as well as the minimal profile (the properties that a compound must demonstrate to show a clinically meaningful improvement ova the standard therapy). 

The most convincing arguments are those which are developed from one s own considerations. Thus researchers should do their own market assessment to develop an opinion about the chances, risks and best applications of their approach. (If they don t like the term market assessment, they may call it "SPA" for "strategic project assessment" if this sound more reputable.) One needs no special skills to identify the major threats to and opportunities for a project. These are usually rather obvious, if some basic information is available and is considered critically. 

Canada, strategic projects program, is gratefully acknowledged. 

Table 5.4 applies the model to a few examples of supply chain projects. Just because a project extends beyond the immediate company, it need not be strategic. It could be catch up to reach parity with a more aggressive competitor or of little relevance to competitive position. So, venturing outside the company to do a supply chain project alone is not a prerequisite for a strategic project. 

Of greater value is the ability to discover strategic supply chain opportunities. The questionnaire will not tell how but can point to the what, the output of the QFD matrix. These could be needs that no current supplier does a good job of satisfying. The strategic initiatives described in Chapter 10 are examples of responses to needs like these. In many cases, the strategic projects may also reinforce needs to improve in customer-critical performance measures. 

In Section 15.2.2 we suggest that a steering eommittee guide the destiny of each project. The senior member should represent the appropriate organizational level. In strategic projects at the business unit and supply chain levels, that should be the business unit chief executive. 

The consequence is that there is no fit of projects in terms of reaching the destination shown in Figure 13.1. In fact, projects form out of a haphazard process, have no strategic contribution whatsoever, and shoufd be discontinued. In general, a strategic project will implement the vision and alter in some way the competitive landscape. This is different from projects that keep the company in the game but do not affect the competitive balance. 

Strategic Strategic projects at the supply chain, business unit, or functional levels Identified in strategy, or Develops strategic capability... 

B offers some strategic advantages but not enough to be classified as a strategic project by Acme s management. Its ROI pencils out far less than Project A s. In fact, at 10 percent, it is below Acme s hurdle rate required for approval. 

Systems Thinking. We have brought our main strategic projects under the umbrella of four Value Creation programs Profitable Growth, Productivity, Renewable Feedstock, and customer Focus ... 

This study has been funded by Strategic Project PS060 - Innovative structures and Advanced Material Experimentation - S.l.S.M.A. -Apulia Region. 

The South African government has designated the PBMR a national strategic project with a cabinet level committee appointed in February 2004. The demonstration plant site preparation is scheduled to begin at the Koeberg NPP site in the first quarter of 2007 with fuel loading anticipated for mid-2010. The commercial acceptance by ESKOM is scheduled for early 2011. 

The South African government has designated the PBMR a national strategic project with a cabinet level committee appointed in February 2004. 

With the implementation of the PNM, Brazil expanded a strategic project for the technological development of medicines, initially through public production of essential medicines by laboratories belonging to the SUS (currently 19 SUS public laboratories). Two notable health policies in this initial period were investments by the Ministry of Health to allow public laboratories to produce less-expensive versions of anti-retroviral drugs, beginning in 1996, and the implementation of the Generic Medicines Law in 1999. 

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