Technology Transfer in Global Food Management

Subject: Global Scale Management
Pages: 3
Words: 555
Reading time:
3 min
Study level: College

Key Concept Exercises

A technology transfer process is inevitable while investing in new services or products. This process presupposes the transmission of the experience connected with product design and production, the supply of service, and the competence of the reinforcing methods related to the product or service (Bamford & Forrester 2010). Technology transfer is connected not only with the establishment of new hardware but also with the methods and facilities to manage it.

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Global Organization Management

Among the most appropriate current technologies for the owners who manage multiple sites or integrate supply chains is the implementation of technology transfer and adoption of new methods (Kristianto et al. 2012). By doing this, they will be fully aware of the current updates in their business sphere. Also, better management approaches will become possible. Another beneficial approach is enterprise resource planning (EPR) (Hald & Mouritsen 2013). EPR eliminates coordination problems. Also, it is vital to organize the protection of information (Mesquida & Mas 2015). Protecting the company’s data disables the disclosure of the company’s confidential information referring to the production process and the employees.

When properly coordinated, technology transfer will not only give the most reliable information but also provide control through the enterprise. To achieve this aim, a network should organize such technology transfer mechanisms as meetings, conferences, and site visits (Bamford & Forrester 2010). Site visits are the best way of controlling the production process. Conferences and meetings allow sharing data about the network’s achievements and drawbacks. By doing this, enterprise owners can stimulate the best performance of the employees.

Web technologies (WT) are rather helpful in promoting technology transfer. They enable faster adaptation to constant market transformations and enable the business owners to stay updated. Employment of WTs allows to make the management organization more dynamic and responsive (Ghilic-Micu et al. 2010). WTs are particularly useful for companies that are digitally clustered (Adebanjo & Michaelides 2010). WTs promote the clusters’ participation and develop their integration.

Food Retailer Management

The current uptake of enterprise systems is high, which requires particular attention to productive operation. With a high uptake of technological advancements and enterprise systems, any error in the chain may cause adverse outcomes.

The bottlenecks impacting the profits of a food supplier may be connected with outdated or ineffective equipment, poor productivity rates, communication problems within the organization, or inefficient transportation. Any of these problems may lead to other difficulties in the retailing business. Therefore, it is crucial to identify the bottlenecks as soon as possible and come up with ideas on how to deal with them.

To measure the bottlenecks, feedback loops, and process optimization, the company owner should organize a forecasting demand, implement optimized production technology, arrange the stock parameters and reorder level policy (Bamford & Forrester 2010). The data collected with the help of these methods will enable the retailer to plan the number of products and manage the various technology steps. By finding out the origins of bottlenecks, it will become possible to eliminate the feedback loops and enhance process optimization.

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The significance of obtaining relevant data through the enterprise system speaks for itself. If an organization’s manager disregards the technology transfer process, he/she will meet obstacles due to the lack of information. Access to relevant data eliminates the production failures and increases the opportunities for the prosperous operation of a company.

Reference List

Adebanjo, D & Michaelides, R 2010, ‘Analysis of Web 2.0 enabled e-clusters: a case study’, Technovation, vol. 30, no. 4, pp. 238-248.

Bamford, D & Forrester, P 2010, Essential guide to operations management: concepts and case notes, Wiley, London.

Ghilic-Micu, B, Mircea, M, Nisioiu, C, Silvestru, C, & Stoica, M 2010, ‘Designing flexible e-business workflow systems’, Journal of Applied Computer Science & Mathematics, vol. 9, no. 4, pp. 72-77.

Hald, K S & Mouritsen, J 2013, ‘Enterprise resource planning, operations and management: enabling and constraining ERP and the role of the production and operations manager’, International Journal of Operations & Production Management, vol. 33, no. 8, pp. 1075-1104.

Kristianto, Y, Ajmal, M, Tenkorang, R A & Hussain, M 2012, ‘A study of technology adoption in manufacturing firms’, Journal of Manufacturing Technology Management, vol. 23, no. 2, pp. 198-211.

Mesquida, A L & Mas, A 2015, ‘Implementing information security best practices on software lifecycle processes: the ISO/IEC 15504 security extension’, Computers and Security, vol. 48, pp. 19-34.

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