Performance measurement and analysis Coorss six planks also suggest their closer proximity with it vision statements when they declare that they will continue to improve the quality of their human resource by contiously upgrading their skill levels in order to improve their performance. However there is another gap between the statements where vision statement mentions for bringing in new and innovative change in the industry in order to help them evolve and thrive however the Six Planks do not seems to suggest any effort on the part of the company to initiate any change which can affect the whole industry recipe.A close analysis of the vision statement of the Coors Operations and Technology department suggest that they consider their internal business as their own stakeholders with the responsibility to deliver the best and freshest beer while ensuring everything to deliver it in superior packaging at competitive cost. Further the department considers itself an innovative place to deliver quality beer to its drinkers. The department also set learning as one of their vision objectives as each individual within the department seems to be well versed with his work. Further the department also believes in bring in more value to their brands so that they can gain consumer trust.A close analysis of the Supply Chain guiding principles suggests a very closer link with the vision statement of the department and there are very subtle gaps between the two. The only gap which seems to me a major gap is again less emphasis on the social responsibility. The department has probably failed to translate its responsibility to external stakeholders as its guiding principals are silent as to how they are going to effectively play its part in showing responsiveness to its external customers by translating its department which is just not focused on cutting costs and reducing the waste.
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