Abstract Science Construction’s business is in planning, developing and building road projects. The major of its clients are municipalities, city governments, and other public sector entities. While the bankruptcy rates for these clients is very low, when economic downturns happen, their ability to pay in a timely fashion also suffers. This leads to businesses such as Science Construction needing to take on additional debt and to find creative methods in order to stay afloat during times of recession. Methods such as selling accounts receivables at discounted rates and taking larger lines of credit through banks and other lending institutions are some of the ways organizations can remain viable when their cash inflows have turned into a trickle. Science Construction is asking the Turkish Courts to postpone their bankruptcy proceedings for a year while they attempt to restructure. Through this, suggestions such as forcing shareholders to pay their debt to the organization, gaining credi
In 2005, British Telecom adopted agile programming. The need for agile programming came
about as British Telecom began to replace an aging phone-traffic monitoring system. British
Telecom wanted to give traffic managers the ability to more quickly make adjustments in the
network loads, without the risk of system overloads. (Hoffman, 2008). The system that was
replaced was not easy to upgrade. Additionally, the process of updates, included up to nine
months of data gathering. Following, was at least 18 months of development.
Competitive Advantage
By implementing agile development, British Telecom experienced a change in the
landscape of its employee base. Initially Managers were concerned with what their role would
be and how would they demonstrated their value to the organization. By implementing an agile
environment in which employees were encouraged to meet with customers to better learn their
needs so that they could be met. Historically, British Telecom moved from documentation,
quality assurance and testing and focused more on “customer concept to completion.” (Hoffman,
2008)
Value Chain
Agile supply chain is defined as “The agile supply chain basically refers to the use of
responsiveness, competency, flexibility, and quickness to manage how well a supply chain entity
operates on a daily basis.” (Robinson, 2016). First an agile team must be built, which involves
“regular testing of products and ideas within the development phase.” (Webb, 2017) Agile
supply chain requires a toleration for failure, while rewarding efficiency. As ideas are reviewed
and reviewed, management and leaders must appreciate that the quick reviews of potential ideas
are what get to the true solution. Further, as agility in relations to supply chain, organizations
want to avoid shortages and eliminate excessive inventory.
References
Hoffman, T. (2008, March 11). BT: A case study in agile programming. Retrieved from
https://www.infoworld.com/article/2650760/bt--a-case-study-in-agile-programming.html
Robinson, A. (2016, February 18). Agile Supply Chain Beating out Lean Principles. Retrieved
from https://cerasis.com/agile-supply-chain/
Webb, J. (2017, December 26). How To Create An Agile Supply Chain. Retrieved from
https://www.forbes.com/sites/jwebb/2017/12/26/how-to-create-an-agile-supplychain/#
3a372acf62f4
about as British Telecom began to replace an aging phone-traffic monitoring system. British
Telecom wanted to give traffic managers the ability to more quickly make adjustments in the
network loads, without the risk of system overloads. (Hoffman, 2008). The system that was
replaced was not easy to upgrade. Additionally, the process of updates, included up to nine
months of data gathering. Following, was at least 18 months of development.
Competitive Advantage
By implementing agile development, British Telecom experienced a change in the
landscape of its employee base. Initially Managers were concerned with what their role would
be and how would they demonstrated their value to the organization. By implementing an agile
environment in which employees were encouraged to meet with customers to better learn their
needs so that they could be met. Historically, British Telecom moved from documentation,
quality assurance and testing and focused more on “customer concept to completion.” (Hoffman,
2008)
Value Chain
Agile supply chain is defined as “The agile supply chain basically refers to the use of
responsiveness, competency, flexibility, and quickness to manage how well a supply chain entity
operates on a daily basis.” (Robinson, 2016). First an agile team must be built, which involves
“regular testing of products and ideas within the development phase.” (Webb, 2017) Agile
supply chain requires a toleration for failure, while rewarding efficiency. As ideas are reviewed
and reviewed, management and leaders must appreciate that the quick reviews of potential ideas
are what get to the true solution. Further, as agility in relations to supply chain, organizations
want to avoid shortages and eliminate excessive inventory.
References
Hoffman, T. (2008, March 11). BT: A case study in agile programming. Retrieved from
https://www.infoworld.com/article/2650760/bt--a-case-study-in-agile-programming.html
Robinson, A. (2016, February 18). Agile Supply Chain Beating out Lean Principles. Retrieved
from https://cerasis.com/agile-supply-chain/
Webb, J. (2017, December 26). How To Create An Agile Supply Chain. Retrieved from
https://www.forbes.com/sites/jwebb/2017/12/26/how-to-create-an-agile-supplychain/#
3a372acf62f4
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