Panth Transport Limited: Digitizing Bulk Logistics

2021 ◽  
pp. 097226292110356
Author(s):  
Gopal Kapoor ◽  
Rajesh Kumar Singh
Keyword(s):  
Information Technology ◽  
Chief Executive Officer ◽  
Cost Savings ◽  
Chief Executive ◽  
Vehicle Tracking ◽  
Operational Performance ◽  
System Readiness ◽  
The Right ◽  
Do The Right Thing

On 2 January 2018, V. K. Benugopal reviewed the company’s performance for the previous quarter. He thought about the challenges he had faced during the quarter and was convinced that time was running out to make things right. Benugopal took charge as chief executive officer (CEO) of Panth Transfreight Limited (PTL) in July 2017 and was entrusted with the responsibility of streamlining logistics operations for Indian Steel and Power Ltd (ISPL). He was also tasked with eliciting a cost savings of 10% from the existing logistics costs. From the very beginning, Benugopal made critical changes in how logistics operations were managed at ISPL. He centralized operations and contracts, and changed the freight-finalization process from destination-wise freight to a region/state-wise freight concept. He created an information-technology portal to allow for a digitized billing process, and implemented a vehicle-tracking mechanism. These changes created unrest among employees at the plants and confusion among transporters, which resulted in declining operational performance. Benugopal was anxious as he considered his circumstances. Did he do the right thing by implementing so many changes at one time, or should he have made these changes gradually and checked system readiness?

The Chief Executive Officer and the Chief Information Officer: The Strategic Partnership

1991 ◽  
Vol 6 (3-4) ◽  
pp. 128-139 ◽  
Author(s):  
Yash P. Gupta
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Strategic Partnership ◽  
The Future ◽  
The Common ◽  
Relationship Of ◽  
The Relationship

Information technology (IT) has become a strategic resource for many firms today. Coordination of this resource requires strong leadership and cooperation within the firm. The relationship of the Chief Executive Officer (CEO) and the Chief Information Officer (CIO) is crucial for the effective, successful utilization of IT for competitive advantage. This paper first explores the CIO position, giving reasons for its development, tracing its evolution, and pinpointing certain responsibilities associated with the position. The paper then highlights the CIO's concerns and identifies the future implications for the CIO. The second portion of the paper takes the CEO's perspective towards IT and the CIO's position. Special attention is directed towards describing the CEO's perspective on the CIO's qualifications, addressing the problem of overblown CEO expectations for the CIO position, and discussing ‘old-line’ CEOs’ attitudes towards IT and the CIO position. Also addressed is the exploration of the common CEO perception of the CIO as an ‘empire builder’ and an analysis of the CEO's perspective on the future need for a CIO position. Finally the paper focuses on developing this ‘strategic partnership’ between the CIO and the CEO. Suggestions are provided for the CIO and the CEO to help achieve this ideal partnership. Although these suggestions are not all conclusive, they are critical to the ‘partnership’.

scholarly journals Achieving useful data analytics for marketing: Discrepancies in information quality for producers and users of information

2021 ◽  
pp. 234094442199634
Author(s):  
Manuel Morales-Serazzi ◽  
Óscar González-Benito ◽  
Mercedes Martos-Partal
Keyword(s):  
Information Technology ◽  
Chief Executive Officer ◽  
Data Analytics ◽  
Information Quality ◽  
Methodological Approach ◽  
Chief Executive ◽  
Jel Classification ◽  
Marketing Plan ◽  
Determining Factor

This study proposes as a key cause of the high failure rates in the implementation of analytical projects for marketing decisions, the discrepancy in the information quality (DIQ) perceived between producers (information technology [IT]) and users (marketing) of knowledge. Given that the DIQ between agents is a determining factor in the success of the ability to data analytics, this study focuses on examining this concept and its causes, specifically the resources related to data analytics that influence DIQ. The results of the surveys carried out with the IT and marketing managers of 95 companies in Spain, analyzed with a comparative methodological approach (dyadic), reveal the sources of the discrepancy, namely, the quality of the data, the technological capabilities, the talent, Chief Executive Officer (CEO) support, and alignment of the data plan with the marketing plan. JEL CLASSIFICATION M31; M15; D82; L10

scholarly journals The role of top management in supporting the use of information technology in Australian hospitals

1999 ◽  
Vol 22 (4) ◽  
pp. 151 ◽  
Author(s):  
Robert Reeve ◽  
Graeme Rose
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Chief Executive Officer ◽  
Positive Relationship ◽  
Chief Executive ◽  
Top Management ◽  
Hospital Size ◽  
Significant Positive Relationship ◽  
The Way

The progressive use of information systems and information technology has the potential to transform the way complex organisations are managed and the way they operate. This article reports the findings of a study undertaken to examine the importance of various factors related to the progressive use of information technology in Australian hospitals. Our analysis of data from 84 hospitals shows that hospital size has a significant positive relationship with the progressive use of information technology, as does the chief executive officer's attitude to information technology; however chief executive officer participation in information technology activities does not. The implications of these findings for the role of top management are discussed.

Exploring the influence of chief executive officer professional development and work context on organisation performance: A multi-theoretic perspective

2015 ◽  
Vol 21 (5) ◽  
pp. 675-694 ◽  
Author(s):  
Christian A Taniman ◽  
Timothy F O’Shannassy
Keyword(s):  
Professional Development ◽  
Corporate Governance ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Work Context ◽  
The Board Of Directors ◽  
Conceptual Paper ◽  
Research Propositions ◽  
The Right

AbstractUnderstanding the value the right chief executive officer selection and tenure choices can bring to an organisation is under researched in legal jurisdictions such as Australia where there is strong separation of the role of the chief executive officer and chairperson. The chief executive officer is the key organisation strategist and plays an important role in formulating and implementing strategy as well as keeping the board of directors informed of the work of the executive team. This paper reviews and synthesises the corporate governance literature to develop the argument that a chief executive officer’s professional development background and work context will impact his or her ability to favourably influence organisation performance. A series of research propositions of interest to a range of stakeholders inside and outside the organisation are developed drawing on a number of corporate governance theories (e.g., agency theory, stewardship theory). This conceptual paper develops a substantial future empirical research agenda.

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