Projek Sarjana Muda (PSM)

Assalamualaikum dan Selamat Sejahtera, saya Muhamad Azim Bin Azman pelajar tahun akhir Universiti Teknikal Malaysia Melaka (UTeM). Disini, saya ingin memohon jasa baik anda semua untuk meluangkan sedikit masa bagi membantu saya menjawab borang soal selidik bagi melengkapkan Projek Sarjana Muda (PSM) saya berkenaan dengan keberkesanan Strategic Alliance dalam industri komposit di Malaysia

Di sini saya sertakan sekali link survey saya : http://goo.gl/forms/HK1MhRPCFZ

Sekian, Terima Kasih

12 Points for MAS recovery action plan by KHAZANAH NASIONAL

1.      Team are required to cluster the following 12 principal recovery actions into three (3) change variables:

 Ø  Structural variable

-          A new company will be created. The operations, assets and liabilities of the old MAS will be migrated to the new company by July 1, 2015

-          MAS headquarters and operation will be moved from Subang to KLIA.

-          The operating business model will be reset through a more regionally-focused network, lower cost structure and greater focus on revenue yield management.

-          The new MAS will review and where appropriate supply contracts.

-          An act to facilitate the restructuring of MAS will be enacted while an Aviation Commission will be formed

Ø  Cultural variable

-          Continuous communication and engagement with key stakeholders will be held, including public accountability briefing.

-          Assurance, integrity and safety functions will strengthened.

-          Funding of up to RM6bil will be disbursed in stages, subject to fulfilment of strict conditions.

Ø  HR variable

-          Reskilling and redeployment programmers will be held for MAS staff while new jobs will be created

-          About 6,000 jobs will be cut to right-size the workforce to about 14,000 for the new company

-          Industrial relations and engagement with staff, unions and management will be strengthened.

-          The board of directors and top management, especially the middle management, will strengthened.

2.      Outline how these action are business and turnaround plan may be executed in rebuilding MAS

Khazanah is the new sole owner of MAS has formulated 12-point on restructuring the organization.

Governance and Financial Framework

·         The works, assets & liabilities are will be transfer to NewCo is the immediate action taken by Khazanah to settle things up. MAS is delist with the process is already commenced on 8 August 2014. Then NewCo will take an action to correct the cost and operation structure & workforce with a new benchmark that is even better from the old. Within 3-years of delisting, their target is to return the profit and to relist within 3-5 years. IF the financial condition is achieved, sell-down or partially sell-down of Khazanah’s stake to strategic buyer from private sector will be considered.

·         However, there is always some limitation to something. Up to RM6billion fund will be disburse in separated stages/recovery parts based on the condition. The condition consist is to delist MAS at a cost of RM1.4billion, the restructuring and retrenchment cost amounting up to RM1.6billion and RM3billion capital will be injected progressively to NewCo in 3-years period(2014-2016). Khazanah also has reduced net gearing from 290% to a target of 100%-150%, through debt-to-equity swaps. They also have announced that Kumpulan Wang Persaraan (KWAP) has agreed to swap total up to RM750million of their existing Perpetual Sukuk into ordinary equity.

Operating Business Model

MAS headquarters and operations will be moved from Subang to KLIA

·         MAS is currently an exception among airlines in having its HQ and operations away from its principal home airport. Khazanah Nasional Bhd's latest recovery plan for troubled national carrier, Malaysian Airline Systems Bhd (MAS) will see another RM6 billion of public money pumped in over a period of three years, and about a third of its workforce slashed. Under the plan, MAS will move its headquarters from Subang to Kuala Lumpur International Airport (KLIA). A total restructuring and investment funding of up to RM6 billion has been promised on a staggered basis, consisting of the amount of RM1.4 billion for the de-listing of MAS via the recently announced selective capital reduction exercise, RM1.6 billion set aside for restructuring and retrenchment cost and a progressive injection of RM3 billion into MAS. This will allow MAS to consolidate its operations, improve working conditions and signify a new beginning under New MAS

The operating business model will be reset through a more regionally-focused network, lower cost structure and greater focus emphasis on revenue yield management

·         MAS, both OldCo and subsequently NewCo as the operating airline entity will continue to rationalise the network to be principally regionally-focused, with strong global connectivity through MAS one world alliance and other code-share partners. The set-up of NewCo would allow the company to reduce the operational headcount by proper workforce planning and break apart the strong union. We believe fair compensations like voluntary separation scheme (VSS) will also be offered to MAS employees. Also, the NewCo will honour all properly benchmarked contracts, implying that unfair practices to MAS disadvantage will be renegotiated. The migration to NewCo, with its strong funding conditionality imposed, is envisaged to result in a lower cost structure based on industry benchmarks and work practices, with savings principally coming from improved supply contracts and labor practices.

Strengthening of the assurance, integrity and safety functions

·         Another condition of the MAS Recovery Plan will be the strengthening of key control and operational systems

·         These include, inter alia, the creation of a Governance & Ethics Board Committee and a voluntary Enhanced IATA Operational Safety Audit

Review and, where appropriate, renegotiate supply contracts

·         It is intended that New MAS will honor all properly benchmarked contracts under OldCo

·         The migration to NewCo will nonetheless provide an opportunity for New MAS to reset and renegotiate supply and other contracts, based on market norms and benchmarks

Leadership and Human Capital

Reskilling and redeployment programmers will be held for MAS staff while new jobs will be created.

·         Khazanah is the strategic investment fund of the Government of Malaysia entrusted to hold and manage the commercial assets of the Government and to undertake strategic investments. So, Khazanah will invest in a Corporate Reskilling Centre, to be located in the Subang area, specifically to address the reskilling of the appropriate MAS staff who do not migrate to the new company. MAS and Khazanah envisage that this will involve a reskilling and redeployment program and the active creation of new jobs.MAS held this reskilling and redeployment program to improve the employees personal skills and improve the quality of service to the customers. In addition, MAS and Khazanah are committed to helping each exiting employee to minimizing the negative impact to their livelihoods and quality of life. Besides that, to appropriate financial compensation, Memorandum of Understanding (MOUs) have been signed with Scicom (MSC) Berhad and Sutherland Global Services. Scicom (MSC) Berhad  is a Malaysian listed company to provide a structured pathway to employment for up to 2,000 transitioning MAS employees. This will be done by providing a customized and certified reskilling training programme, couple with job placement in Scicom, Malaysian companies and multinationals.B

About 6,000 jobs will be cut to right size the workforce to about 14,000 for the new company.

·         The MAS cannot afford too much employees. However, the MAS should re- selection the existing employees in the organization. The employee with the best performance and high experience will be stay in the company, but the MAS will cut for those employees not perform well or send to the new company. In addition, this strategy can help the MAS to reduce the cost on the staff’s salary. Besides that, Khazanah is nonetheless committed to ensuring that the process of transfer, migration and separation is conducted with the utmost care, fairness and due process.

Strengthen industrial relations and internal alignment

·         In addition, all this plan for MAS recovery included thing like improved industrial relation and be better than before. Maybe we can create new system that affect the strengthening of industrial relation

·         For internal element, we can perform new standard operation procedure (SOP) or set new key performance indicator (KPI) for all staff to achieve and gain motivation to achieve company goal

Reskilling, job creation and redeployment

·         Khazanah will invest in a Corporate Reskilling Centre, to be located in the Subang area, specifically to address the reskilling of the appropriate MAS staff who do not migrate to NewCo

·         We envisage that this will involve a reskilling and redeployment program and the active creation of new jobs

·         MAS and Khazanah are committed to helping each exiting employee – minimising the negative impact to their livelihoods and quality of life. In addition to appropriate financial compensation, MOUs have been signed with:

·         Scicom (MSC) Berhad (“Scicom”), a Malaysian listed company to provide a structured pathway to employment for up to 2,000 transitioning MAS employees. This will be done by providing a customised and certified reskilling training programme, coupled with job placement in Scicom, Malaysian companies and multinationals

·         Sutherland Global Services, a global business process and technology management services company with operations in Malaysia, to train and employ up to 1,500 exiting MAS employees in operations processing.

Regulatory and Enabling Environment

Appropriate Government support on key initiatives

·         After the approval of Parliament, the enactment of appropriate enabling legislation including a standalone Act specific to MAS with a limited period to facilitate the restructuring in a comprehensive and timely manner and the establishment of an Aviation Commission.

·         The Government is wholeheartedly committed to the restructuring and is prepared to support key areas including the enactment of a standalone Act specific to MAS, with a finite period the “MAS Act” to facilitate the restructuring in a comprehensive, timely and holistic manner. Next, the establishment of an “Aviation Commission” with regulatory capabilities to develop the aviation industry, which, in Khazanah’s view, would benefit consumers and industry players. An “Aviation Commission”, if established, would bring Malaysia in line with international best practice, including with countries such as Australia, Ireland, the UK and the U.S., where their key features including promoting the development of the sector through a more regulated structure where growth of tourism and business is appropriately balanced; protecting consumers through transparent, easily comprehensible reporting of fares, service levels, and passenger rights; arbitrating disputes between industry players; managing developmental air routes (i.e., those that are not commercially viable) through a competitive bidding process similar to the “Essential Air Services” programme in the U.S. or similar arrangements in China and Indonesia.

Continuous communication and stakeholder engagement

·         Regular communications and engagement with key external stakeholders and periodic public accountability briefings will be implement. Given the scale and scope of the restructuring, it will be critical for MAS to have the right enablers in place and primarily in the form of public support and engagement. As a result, MAS will be proactive in communicating to its stakeholders through means including, but not limited to, public accountability sessions, detailed reports (e.g., releasing an annual report despite delisting), and continuous engagement with the press and public.

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REFERENCES;

 https://www.google.com.my/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0CBwQFjAA&url=http%3A%2F%2Fwww.khazanah.com.my%2Fdocs%2FRebuilding%2520a%2520National%2520Icon-The%2520MAS%2520Recovery%2520Plan.pdf&ei=TuUeVKCYCNSIuATN94HICQ&usg=AFQjCNEBOjbW0_pseFMxUd_EMdVmtbi2oA&sig2=_9KZIgXdFDaTWV_S16El-g&bvm=bv.75775273,d.c2E

MARK JR. GROUP ORGANIZATION CHART

Dedicated Team Leader 

This is Vice President for our group. (SMART BOY)

Nuralif as person in-charge for editing  

Intan Aishah an Active Member  :)

Nurul Amiera an Active Member :)

Crew behind the scene Azim Azman

Case Study chapter 12 : Life on the Grid: iPhone Become iTrack

      1. Why do cell phone manufacturers (Apple, Google, and BlackBerry) want to track where their customers go?

             Cell phone manufacturers, Apple, Google and Blackberry, want to track where their customers go due to various factors. Firstly, location-based service provided in Apple, Google’s Android and BlackBerry smartphones can be the tool for three of the cell phone manufacturers to earn money. They can earn money by the location-based service in smartphones through advertising. Apple and Google are advertising platforms, so this makes them create the location-based service in their smartphones products.

            This can be explained that mobile technologies based on the smartphone make it possible to locate people who use smartphones. After that, the location data of the users will be reported to the smartphone manufacturing company databases, retained and analyzed. The analyzed location data will then be sold to advertisers and others. When the advertising firms received the location data of their customers, they will pay Apple, Google’s Android and BlackBerry for the information of their customers’ location and for the distributing of their mobile advertisements. Once the advertising firms know where their customers are through mobile, they can send the customers advertisements, coupons, and flash bargains based on where the customers are.

        Next, Apple, Google and BlackBerry needs the location data of their smartphones’ users as they want to use the information to identify the location of cell phones for WIFI connected phones, and to improve the customer experience of location based services. Furthermore, the location information of users is also needed for them to improve their services.

        Moreover, location-based service created in smartphone can also build a strong and closed customer relationship to Apple, Google and BlackBerry. For instance, Foursquare, a 2009 start-up, is a popular mobile social application that allows users to check in to a restaurant or other location, and the app automatically lets friends on Facebook and other programs learn where you are. After starting up Foursquare on a smartphone, smartphone users will see a list of local bars and restaurants based on their cell phones’ GPS position. Foursquare has a widely accepted loyalty program. Each check-in awards users points and badges, which can be used later for discounts and at various venues. Users of  smartphones with Foursquare app are also awarded to be “Mayors” of the venue based on how many times they have checked in over a month’s time. Those who become Mayors will be given special offers. Thus, from here, it is shown that Apple, Google’s Android and BlackBerry provide location-based service in their smartphones can help them to create customers’ values.

     2.  Do you think cell phone customers should be able to turn tracking off ? Should customers be informed when they are being tracked? Why or why not?

          In my opinion, I think that the cell phone customers should be able to turn tracking off. They should also be informed when they are being tracked. This is because if the systems of the smartphones manufacturers do not have the action of that, they will violate their customers’ privacy for certain scenarios. For example, it is sure that most of the people do not like others from the public, who they do not know, to have known their location and what they are doing. This will be especially when they are enjoying their special occasions, such as, wedding ceremony and dating. So, from here, it is encouraged that customers are informed when they are being tracked.

          Moreover, allowing smartphones users to turn tracking off using their smartphones’ functions also acts as a respect of the cell phone manufactures towards their customers. They can show their respect to their customers by giving permission to their customers to choose to check in their location areas or not through their phones’ location-based services.

          Last but not least, if there is no awareness of being tracked among customers and customers cannot turn tracking off, users will be scary to use smartphones with location-based services. This may bring bad reputation to the cell phone manufactures and also the smartphones products itself. It is owing to the bad treatment and customers’ services provided by the system of cell phones. Consequently, sales of cell phones with location-based services may decrease.

      3. Do you think cell phone tracking is a violation of a person’s privacy?

         Many privacy groups are calling for legislation to gain user consent as a condition of cell phone tracking. Go to the Internet to find out one of the privacy groups and summarize its stand and viewpoint. We must support this group in its call for federal regulation cell phone tracking. Because the Cell phone manufacturers (Apple, Google and Blackberry) tracking is indeed an invasion of privacy. A privacy group is Electronic Privacy Information Center (EPIC).The Electronic Privacy Information Center (EPIC) was founded in 1993 and focuses public attention to emerging civil liberties and to protect privacy, the first amendment, and constitutional values. EPIC does not lobby for, consult, or advice companies, nor do we endorse specific products or services. This list merely serves as a sampling of available privacy-enhancing tools. I do support its calls for federal regulation because it does need to be regulated, as this type of tracking is a breach of privacy. Google and Apples position of cell phone tracking is to help improve apps and service. Limitations of cell phone tracking can be specified in the settings from accurate to city locations.

Case study chapter 11: DST Systems Scores with Scrum and Application Lifecycle Management

    1.   What were some of the problems with DST Systems’ old software development environment?

       DST Systems is a software development company whose flagship product, Automated Work Distributor, increases back – office efficiency and help offices become paperless. DST was founded in 1969 and its headquarters are in Kansas City, Missouri. The company has approximately ten thousand employees, 1200 of whom are software developers.

            Some of the problem is DST Systems’ used a mixture of tools, processes, and sourced code control system, different group within the organization used very different tools for software development for example like Eclipse.  This makes managers hard to unable to easily determine how resources were being allocated, which of their employees were working on certain project, and the status of specific assets. Other than that, the previous method that is “waterfall” method which is used for designing, coding, testing and integrating its product. In the waterfall model of software development, progression flows sequentially from one step to next like a waterfall, with each step unable to start until the previous step has been completed.

     2.  How did Scrum development help solve some of those problems?

          Scrum is a framework for agile software development in which project progress via a series of iteration called sprints. Scrum projects make progress in a series of sprints, which are time boxed iterations no more than a month long. Scrum development help solve some of those problem by relies on self- organizing, cross- functional teams supported by a Scrum Master and a product owner. The Scrum Master acts as a coach for the team, while the product owner represents the business, customers or users in guiding the team toward building the right product. DST tried Scrum with its existing software development tools and experienced strong results. The company accelerated its software development cycle from 24 to 6 month and developer productivity increased 20 present. 

      3. What other adjustments did DST make to be able to use Scrum more effectively in its software projects? What management, organization and technology issues had to be addressed?

           The other adjustments DST was able to make to use Scrum more effectively in its software projects were by setting up a project evaluation team to identify the right development environment. DST wanted the ability to use the new software without significant training and software they could quickly adopt without jeopardizing AWD’s development cycle. After considering, DST settled on CollabNet’s offerings.

CollabNet specializes in software designed to work well with agile software development methods such as Scrum. Its core product is TeamForge, it used to centralize management of users, projects, processes and assets. DST adopted Collabnet's subversion product to help with the management control of changes to project documents, programs, and other information stored as computer files. DST’s adoption of CollabNet’s products was fast, just requiring 10 weeks. Besides, the adjustment allowed DST to complete all of their work within the ALM platform.

          For the part of management, organization and technology issues had to be addressed, Jerry Tubbs, the systems development manager at DST systems, says DST was successful in attempts to revamp the software group because some factors.

1.  Looked for simplicity rather than complicated

2.  Much cheaper than some of the alternatives

3. Involved developers in the decision making process to ensure that change to be greeted enthusiastically

4. Allow for the developers to adopt ALM software on their own

The company was successful because they selected the right development framework as well as the right software to make that change a reality and skillfully managed the change process.

CHAPTER 10: COLGATE PALMOLIVE KEEPS MANAGERS SMILING WITH EXECUTIVE DASHBOARDS

    1.   Describe the different types of business intelligence users at Colgate-Palmolive.

The different types of business intelligence users at Colgate-Palmolive Colgatehad been a global SAP user since the early 1990s, but it was running five separate ERP system to serve its different geographic regions. Over a period of time, disparities in the data developed between different geographic regions and between the data used at the corporate level and the data used by an individual region or business unit

Other than that, Colgate choses to creating a single global data repository using SAP NetWeaver Business Warehouse, SAP’s analytical, reporting and data warehousing solution. Colgate’s regional ERP System feed their data to the warehouse, were the data are standardized and formatted for enterprise-wide reporting and analysis. This eliminates differences in data across the enterprise.

Furthermore, Colgate’s Information Systems specialist then implemented SAP NetWeaver BW Accelerator to speed up data loads and improve user perception and adoption, and then they implemented SAP Business Objects Web Intelligence to build customized reports. SAP Business Objects Web Intelligence provides a powerful, intuitive interface that enables business professionals to ask spontaneous questions about their data.

      

       2.  Describe the “People” issues that were affecting Colgate’s ability to use business intelligence.

               

        The “People” issues that were affecting Colgate’s ability to use business intelligence. For example, every time a sales report was run, it showed different number for orders and shipments. Colgate wanted more useable data to drive business decisions and all of its managers and business units worldwide to work with the same version of data.

          In addition, for of the output of the warehouse for senior manager is daily HTML table that showing series of financial and operational metrics for the day compared to the previous month and quarter. However the data were not being used enough employees in their decision making to have an impact on business benefit.

      Eventually, Colgate’s senior manager and other casual user began requesting deeper access to the warehouse data in a more timely and user-friendly format. They want reports that were easier to run where the data could be interpreted faster. Senior management requested customizable.

      

           3. What people, organization and technology factors had to be addressed in providing business intelligence capabilities for each type of user?

              

                 Colgate’s Senior Managers and other casual users, on the other hand did not feel comfortable running ad hoc reports or drilling down into the layers of data to answer questions the data brought to light. They did not have much time to spend developing reports and the standard reports produced for them by the warehouse lacked navigation and drill down capabilities.

Eventually Colgate’s senior manager and other casual users began requesting deeper access to the warehouse data in a more timely and user-friendly format. They wanted reports that were easier to run where the data could be interpreted faster. Senior management requested customizable, real-time dashboards that could be more easily used to drive performance improvement.

Colgate’s information systems specialists then implemented SAP NetWeaver BW Accelerators to speed up data loads and improve user perception and adoption and they implemented SAP Business Objects Web Intelligence to build customized reports.

    4.  What kind of decisions does Colgate’s new business intelligence capability support? Give three examples. What is their potential business impact?

                 

          For Colgate, better reporting tools that can support different kinds of users have greatly expanded the use of business intelligence throughout the company. Currently about 4000 users interact with Colgate’s SAP system daily, but this number is expected to expand to 15000 or 20000 users in the future. People who are accustomed to seeing reports stuffed with numbers are finding that they can use the information presented in dashboards to make faster decisions.For example, managers can determine positive or negative financial conditions by simply looking for negative financial conditions by simply looking for where dashboard reports use the colour green, which reflects improvements in Colgate’s financial position.

CHAPTER 9: SOCIAL COMMERCE CREATES NEW CUSTOMER RELATIONSHIP.

      1. Assess the people, organization, and technology issues for using social media to engage with customers.

Nowadays, most people will use the social media to keep in touch with friend and let them know what they recently doing. However, these social media such as Facebook, Twitter, and Line can become powerful tools for engaging customers in business for all companies of all shapes and sizes. In addition, location based businesses like gourmet food trucks can tweet their current location to loyal followers and fans. Appointment-based businesses can easily tweet or post cancellations and unexpected openings. Larger companies run sweepstakes and promotions and can have an opportunity to shape the perception of their brands and to solidify relationships with their customers.Companies are rolling out ads that capitalize on the social media features of Facebook to achieve greater visibility. For example, Facebook ads feature the ability to ‘Like’ a brand, send a virtual gift, answer a poll question, or instantly stream information to your news feed. Facebook also allow you to following the fan page of the brand and can get the new feed about the brand or the updates news, promotion, and competition.

     2.  What are the advantages and disadvantages of using social media for advertising, brand building, market research, and customer service?

Advantage	Disadvantage
Companies of all sizes have an opportunity to shape the perception of their brands and to solidify relationships with their customers.	The result can be unpredictable, and not always beneficial, as Starbucks learned. Starbucks launched a social media contest, which was essentially a scavenger hunt for advertising posters in Twitter. The campaign backfired. At the urging of anti- Starbucks protesters, users flooded Starbucks’ Twitter feed with pictures of employees and protesters holding signs criticizing Starbucks’ labor practices.
To achieve greater visibility- Facebook ads feature the ability to “like” a brand, give comment, answer poll question, send a virtual gift
To allow customers to socialize and share their purchases with friends through social media
Answer user question and respond to complaints. Companies can easily manage the complaints of products from user and get improvement overall through these application
A company used text mining to gather data and convert then to useful information and uses the information to gauge the success of promotions, which products are hot and which are duds, and the impact of advertising campaigns.
Use social media- Facebook’s targeting capabilities to determine which types of people respond to the various ads it has created.

    3.  Should all companies use Facebook and Twitter for customer service and advertising? Why or why not? What kinds of companies are best suited to use these platforms?

Yes, companies should use these social media-Facebook and Twitter for customer service and advertising. This is because Facebook and Twitter more effective compare to others. Facebook and Twitter is a social web and have a large amount of people or companies link their business, company products to social media. Companies with selling digital goods like camera, smartphone and so on are suitable to use the platform because social media need be efficiently and good performance with digital products. Furthermore, with media social, companies easy to communicate with other company. They also can make a good relationship with both companies that make an agreement or contract. Other than that, company can make an improvement about their organization with conversation from the other country. They will changes and share experience and idea to become a good and successful company in the future.