MGM4139:Strate gic Management MALAYSIA TECNOL OGY DEVELOPMENT CORPORATION (MTDC) Prof. Dr. Han Chun Kwong Group:7 Name Matric No Lee Bao Yi 138444 Tan Hui Ling 138619 Leong Hui Ching 138620 Chua Bee Bee 138703 Tan Lee Cheah 138912 Boo Chia Lian 138990 Ye Quan 140400 1 Objectives Ø To describe the background of MTDC Ø To determine the strategic management of MTDC Ø To identify other strategic management approaches, techniques and tools that are suitable to MTDC 2 Ø MTDC was set up by the Government of Malaysia in 1992 to spearhead the development of technology business in Malaysia. ØIts initial role was to concentrate on the promotion and commercialisation of local research and invests in new ventures that can bring in new technologies from abroad. ØMTDC has evolved to become a venture capital outfit and gas been the leading venture capitalist in the country long before the concept became familiar and accepted in Malaysia. ØMTDC is the only one-stop agency where financing can be sourced from; all the way from laboratory ideas to full commercialization of such ideas. Ø MTDC have approved grants totaling RM127 million to 124 deserving local companies and participated in taking up equity stakes totaling more than RM150 million in more than 50 small to medium-sized companies. 3 VISION Ø TO be the leading integrated venture capital solutions provider building world class Malaysian technology companies through strategic partnerships. MISSION Ø TO create, nurture and promote technology companies in strategic thrust areas. Ø TO promote high performance culture through employees’ capability building. Ø TO maximize shareholder’s returns. 4 ØIntegrity MTDC demonstrate respect, honesty and transparency in all our interactions and operations. ØProfessionalism MTDC strive for quality and excellence in the provision of our service. ØTeamwork MTDC work together as one – supporting each other, our partners and funding recipients. ØOpenness & Creativity MTDC are open to the possibilities of Technology Development. ØPerformance Driven MTDC focus on the achievement of results and outcomes. 5 Board of Directors Internal Audit AFFEIZ ABDUL RAZAK Vice President Chief Executive Officer NORHALIM YUNUS Investment JAMALUDIN BUJANG Director Malaysian Life Sciences Capital Fund & Special Project RASHIDAN SHAH ABDUL RAHIM Technology Transfer & Commercializatio n MARIAMAH HJ DAUD Director Incubation & Nurturing MUHD SHAMAN BAKAR Director Director CEO’s Office Corporate Service & Finance MOHAMMAD FARISH NIZAR OTHMAN Senior Vice President Human Resource & Corporate Planning & Communication ZAHARIAH ZABIDIN Senior Vice President 6 Spectrum Of Services Venture Cap ital Ø Invest in early, developing and late-stage technologybased business as a way to manage risks. Ø MTDC was entrusted by the Malaysian Government to manage a RM 1 billion of non-ICT fund, MTDC has invested worth of RM90 million since 2004. Ø MTDC will soon establish the country’s first biotechnology venture capital fund with the launch of the Malaysian Life Sciences Capital Fund. 7 Grant Management ØMTDC has been entrusted by the Ministry of Science,Technology and Innovation(MOSTI) to manage Government grants, which are aimed at providing financial assistance to entrepreneurs and companies involved in developing promoted technologies in Malaysia. Ø Technology Acquisition Fund(TAF) ØCommercialisation Of Research & Development Fund(CRDF) 8 Technology Incubator Management Ø Build facilities near to where most new ideas come from-the universities and other research centres. Ø There are two main facilities: - Technology Incubation Centre - Server farm Ø The Incubation Centres are developed base on the strength of the respective universities: - University Putra Malaysia- MTDC Technology Incubation Centre One. - University kebangsaan Malaysia - MTDC Smart Technology Centre. - University Technology Malaysia - MTDC Technology Innovation Centre. 9 Ø The Server Farm is designed to be the platform that provides on-line and IT services to support ecommerce projects and is equipped with state-of-the art IT infrastructure and technology. University Putra Malaysia(UPM)- MTDC Technology Incubation Centre One 10 Value Added Services ØMTDC offer value-added services to help business organizations excel in their respective fields. With more than 14 years of experience in the venture capital and high-tech industry, the personnel have acquired in-depth skills and vast experiences to offer complete solutions to our clients. ØThree core value-added services that are pertinent to the development of technology businesses. -nurturing and business advisory -capacity building and market research -strategic planning 11 Strategic partnership Ø Strategic part nership is when two or more companies enter into a formal business agreement to pursue a common strategic goal. Strategic partnerships are most commonly driven by the decision of each company not to invest in that portion of internal capacity required to achieve the goal on their own. 12 Two Kind of Partnership Ø one company providing engineering, manufacturing or product development services, partnering with a smaller, entrepreneurial firm or inventor to create a specialized new product. Ø a supplier / manufacturer partnering with a distributor or wholesale consumer. 13 MTDC’S Strategic partnership Ø MTDC alliances strategic partnership with over 22 companies. Example of the companies are: Ø Astino Berhad: one of the leading industrial enterprise in the field of building products with three major manufacturing plants located at strategic locations in Peninsular Malaysia. Ø Ecofuture Berhad: milling and sale of crude palm oil and palm kernels and recycling of oil palm biomass. Other activities include production and sale of fibrous mat from oil palm biomass, engineering and sale of specialised machineries, licensing of technologies and investment holding. 14 Familiar with MTDC’s Strategic Partnership Program Step 1-Review the contents by homepage or brochure of MTDC. Begin new relationship with MTDC Step 6-On going partnership activity, measurement, open communication & annual evaluation Identify a clear goal(s), strategy(ies), and meaningful impact measure(s) Step 2-What the partners want to accomplish, how will it be done, how wi ll it be measured and who wi ll do it. Submit the final proposal to MTDC’s for acceptance Step 5-once draft completed, contact MTDC. Identify Partners Step 3-Trade, unions, councils, universities, local government, corporations & etc . Draft Partnership Agreement Step 4-Review core elements , difficult part of process. 15 Benefit Of Strategic Partnership Ø Utilize other company's strengths to make both firms stronger in the long run. Ø Gain access to a resource that is beyond their current financial or operational means. Ø Gaining rapid access to leading technology, which provides a strategic competitive advantage, backed by an experienced team without having to try and accomplish this with internal resources. Ø Greatly accelerate time to market and reduce the perceived risk by customers and potential investors in your company. Ø Significantly reduce risk to work with a company with extensive experience in your target market. 16 ØInsufficient trust ØFailure to understand and adapt to new style of management required for the partnership Ø Failure to learn and understand the cultural differences between the organizations Ø Lack of commitment to succeed Ø Strategic goal divergence ØOperational or geographical overlaps Ø Unrealistic expectations 17 18 Supply Chain Collaboration Ø A transformational business strategy that will have a profound effect on competitive success Ø The new economy is founded on the forces of new technologies and the increasing importance of intangible assets such as relationships and knowledge VICS CPSR® Nine-Step Standard (2004) Ø Voluntary Inter industry Commerce Standards (VICS) Association Ø Collaborative, Planning, Forecasting, and Replenishment(CPFR) 19 Step 1: Front-End Arrangement Ø Develop Mission Statement Ø Determine Goals and Objectives Ø Discuss Competencies, Resources and Systems Ø Define Collaboration Points and Responsible Business Functions Ø Determine Information Sharing Needs Ø Determine Service and Order Commitments Ø Define Conflict Resolution Process Ø Determine Process for Reviewing the Collaborative Arrangement Ø Publish Front-End Arrangement 20 Step 2: Joint Business Plan Ø Identify Partner Strategies Ø Develop Category Roles, Objectives and Goals Ø Develop Joint Category Strategies and Tactics Ø Develop Item Management Profiles Ø Develop Joint Business Plan Ø Agree to Joint Business Plan 21 Step 3: Demand Forecast Creation Ø Analyze Joint Business Plan Ø Analyze Causal Factors Ø Collect and Analyze Point-of-Sale History Ø Identify Planned Events Ø Identify Exceptions or Forecast Disagreements Ø Generate the Demand Forecast 22 Step 4: Identify Item-Level Exceptions to the Demand Forecast Ø Understand and Retrieve Exception Criteria Ø Identify Changes and Updates Ø Update the System with the Constrained Demand Forecast Ø Compare Item Values to Exception Criteria Ø Identify Exceptions for Collaboration 23 Step 5: Collaborate and Resolve Demand Forecast Exception Items Ø Identify Desired Adjustments to the Demand Forecast Ø Recommend Forecast Adjustments Ø Agree on the Forecast Adjustment 24 Step 6: Create the Replenishment Order Forecast Ø Communicate the Demand Forecast Ø Consider Inventory Strategies and Current Inventory Levels Ø Analyze the Manufacturer’s Historical Replenishment Performance Ø Analyze and Communicate Manufacturing Capacity Limitations Ø Evaluate Factors Affecting Replenishment Planning Decisions Ø Create Order Replenishment Forecast 25 Step 7: Identify Exceptions to the Order Replenishment Forecast Ø Understand and Retrieve Exception Criteria Ø Utilize the Replenishment Order Forecast in the Sales and Operations Planning Process Ø Compare the Proposed Replenishment Order Forecast to Supply and Capacity Ø Apply Constraints Capacity Optimization Factors to the Order Replenishment Forecast Ø Identify Exceptions Items 26 Step 8: Collaborate and Resolve Exceptions to the Order Replenishment Forecast Ø Identify and Communicate Exceptions, Along with Supporting Information Ø Recommend Order Replenishment Forecast Adjustments Ø Agree on the Forecast Adjustments 27 Step 9: Create the Replenishment Order Ø Utilize the Planning System to Generate and Communicate Replenishment Orders Internally and to the Trading Partner 28 How Supply Chain Collaborative Works? 29 Advantages Ø Joint business planning Ø Common goals and metrics Ø Agreement to collaborate Ø Use technology standards for data sharing Ø Measuring and reporting of joint benefits and performance results 30 Disadvantages Ø The sales organization is not engaged in the collaboration program as it has no accountability for supply chain activities and company profits Ø Poor integration of the retailer demand forecasts into the supplier’s demand and supply planning systems, resulting in the supply organization being unprepared to satisfy the demand Ø Lack of sharing information internally on the retailer’s planned events and promotions, resulting in unanticipated spikes in demand 31 Disadvantages Ø No sales and operations planning process for synchronizing demand and supply- and validating that the demand plan can be fulfilled Ø Lack of trust- both internally and with the trading partner Ø Poor execution- not doing what the supplier said it was going to do 32 ERP: “ A method for the effective planning and controlling of all the resources needed to take, make, ship and account for customers orders in a manufacturing, distribution or service company” ( American Production and Inventory Control Society, 2001) 33 ØERP is a company wide computer software system used to manage and coordinate all the resources, information, and functions of a business from shared data stores. Ø ERP also played a role as significant strategic tool of competition. Ø ERP systems typically manage the manufacturing, logistics, distribution, inventory, shipping, invoicing, and accounting for a company. 34 An ideal ERP system contained all the software modules as below: ØManufacturing ØFinancials ØHuman Resources ØSupply Chain Management ØProjects ØCustomer Relationship Management ØData Warehouse 35 Steps involved in implementation of ERP : ( focus on Consulting, Customization, Support) Ø Project planning Ø Business & operational analysis including gap analysis Ø Business process reengineering Ø Installation & configuration Ø Project team management Ø Business requirement mapping Ø Module configuration Ø Systems interface Ø Data conversion Ø Custom documentation Ø End user training Ø Acceptance testing Ø Post-implementation/ audit support 36 Ø Reduce paper documents by providing on-line formats for quickly entering and retrieving information Ø Improves timeliness of information Ø Greater accuracy of information with detailed content & better presentation Ø Better monitoring & quicker resolution of queries Ø Help to achieve competitive advantages Ø Improve information access and management throughout the enterprise Ø Reduces the risk of loss of sensitive data by consolidating multiple permissions and security models into a single structure 37 ØLicensing costs-Businesses limit the ERP licenses they purchase thus limit the amount of data that is captured by software ØChallenge of integrating the ERP solution into the user’s business activities Ø ERP systems can be very expensive Ø The system may be too complex measured against the actual needs of the customers 38 Three Critical Elements of Any Initiative. (©2004 Oliver Wight International.) 39 Conclusion Ø All forms of collaboration involve an element of risk and require substantial amount of trust and control. Ø Personal knowledge and the desire to protect one’s professional reputation are sufficient safeguards to justify a limited-scale disclose of sensitive information. Ø If the initial collaboration is successful, the scale of collaboration can be increased incrementally and higher levels of mutual trust will be reached ( Lewicki and Bunker, 1996) 40 Appendix University Putra Malaysia(UPM) MTDC Technology Incubation Centre One 41 42
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