In the last shake up on corporate cost, Dow had practially eliminated all regional office in N.A. It has made significant cost reduction and improvement on the operation side. Perhaps Dow should do the same to it's oversea operation. Anyone who had been in Dow's Hong Kong office can't help wondering why should Dow spend so crazy for the most expensive rent on the location's Dow do not need. Does Dow's immage so important that has to spend shareholder's money on airconditioned top level horbor view office for folks who makes 20 time a Chinese or Indian filed people make yet contribute much less. there is absolutely no value for keeping those folks in regional center like Hong kong but not use the local talent in China and India. Cutting Dow's oversea regional office expense is really the direction Dow should take a look.
Based on the dialect SSAM is probably from well south of Houma Louisana, possibly either the town of Chauvin or Dulac. All ethnics are well accepted, with the exception of small brown animals called kooks
Don't put your atitude upon me. I maybe not as good as you are in commanding english, but I do allow others to express their opinion weither it is the agreeable or not. Using few word to insult those disagree withyou is really not making an arguement.
600K a year? Are you sure you are hiring for Dow? There are plenty of jobs listed in Dow's China site which offer much less salary then this. I had recruited 7 people in Shanghai and Guangzhou ( not for Dow business), 5 of them with 10 years of experience, it is $850/month the highest. I assume you took up some "half bottle" HKness or TWnss for the job in mainland -:) For this kind of salary, I won't mind suggest anyone in Midland under director position move to China -:)
Speak of the R&D center in China, it is a cost indeed, but it is a better cost then keeping the fancy office in HK. It will pay off in the long run. If you ever check the world high school stundet chemistry olympics, you will agree with me. Andrew may not do an excellent job, but I assume he know how to go forward in Asia.
fooldow, if you are so negative on the prospects of the company why do you frequent a messege board concerned with the company? Does it not seem counter productive to you.
I, like many others that frequent this forum, have a financial interest in the health of the company. You on the other hand do not. Perhaps finding a company you are indeed interested in would be a better use of your time.
I don't play a programmer on TV, but I am one in real life.
Like any other software project, the devil is in the details. If the SAP implementation is well managed, I am sure it will be fine. Implementing it at DOW will be a huge undertaking. I am happy to hear it is phased, that makes sense.
SAP problems ...
I am sure they learn from their mistakes like everyone elst.
Head, it is a phased implementation. I just cannot imagine why/how Dow would have its Maintenance function go first. It doesn't even seem possible without having cost accounting, engineering, and other functions on board as well.
Many changes in SAP since the days you mention. SAP software is pretty good, it's the implementation that killed Carbide. Too much change, too fast with little undrstanding of where the system brought value. Too bad.
BTW, were you known as "Slug" and got caught at Mercer's in a rather embarrassing situation one Fridy night?