IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 34
... competitive position of the manufacturing firms . Although the benefits of AMS are numerous and have been found to have direct links with the firm's characteristics , only a handful of companies have been able to realize the full ...
... competitive position of the manufacturing firms . Although the benefits of AMS are numerous and have been found to have direct links with the firm's characteristics , only a handful of companies have been able to realize the full ...
Pagina 261
... competitive advantage was developed for China , and many objected on ideological grounds ( Howell , 1993 ) . To be competitive in world markets , it has been necessary for the Chinese economy to develop rapidly and to simultaneously ...
... competitive advantage was developed for China , and many objected on ideological grounds ( Howell , 1993 ) . To be competitive in world markets , it has been necessary for the Chinese economy to develop rapidly and to simultaneously ...
Pagina 276
... Competitive Culture - Internal and external competitive environment that results in the enterprise in many instances being self- competitive . In many instances , a technological entrepreneurial enterprise will cease development of a ...
... Competitive Culture - Internal and external competitive environment that results in the enterprise in many instances being self- competitive . In many instances , a technological entrepreneurial enterprise will cease development of a ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
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activities analysis application approach areas automation Balanced Scorecard benefits capabilities Cellular Manufacturing client communication companies competitive complex cost cycle cyclical software development data mart database decision defined development process economic effective employees Engineering enterprise environment evaluation example expected Expert Systems factors Fat Clients firms focus function Geographic Information Systems global goals identified impact implementation important improve increase industry information system integration interaction internal issues kenaf knowledge manufacturing methodology Object OOBIS operations organization organizational output paper parameters performance phase planning problems product development Project Management psychological contract radical innovation Re-Design Rensselaer Polytechnic Institute requirements role schedule sharing specific stage strategy structure success system supplier task TCAD team members technical Thin Clients value network variables Waterfall Model