...INTERNATIONAL BUSINESS MACHINES (IBM) International Business Machines (IBM) is a leadingcompany in global technological products and services. It specializes in services, software, systems, fundamental research and related financing. This mix of businesses and capabilities together provide integrated solutions to the company’s clients (ibm.com). IBM Business Strategy In keeping with the business strategy perspective, an organization’s competitive advantage lies in its ability to produce or get resources and competences, "take a strategic position in a market and implement a competitive strategy that takes into consideration the opportunities and threats in the external environment” (Porter, 1980). Applying a business strategy that is coherent increases competitive advantage by influencing organizational outcomes and creates superior performance. IBM has successfully incorporated this perspective. The 2014 Annual report states that IBM’s strategy continues “to be one of innovation and a constant drive to deliver higher value for our clients”. This global strategy is positioned on three pillars: data, cloud, and engagement. Pillar 1 - the company will use data to transform industry and professions. It reads: “We are making markets by transforming industries and professions with data”. According to IBM data is increasing capability, rapidity and diversity in an exponential manner and is emerging to be a novel global natural resource. It has embraced data as the...
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...Q1. How has Solectron’s value to its customers evolved over time? Over the years, Solectron’s value to its customers has evolved drastically from a player in the Electronics Manufacturing Service industry to a Supply Chain integrator for major firms like IBM, HP, Sony, Ericsson, Cisco etc. Initially, Solectron manufactured a wide range of products for its customers in many business segments like Networking, Telecommunications, Computers, Computer peripherals, avionics, consumer electronics, GPS etc. As Solectron grew, it expanded its services so much so that by the end of 90s it had three strategic business units: * Technology Solutions, which provided technology building blocks which helped customers minimise time-to-market for new products * Global Manufacturing, which provided design, new product introduction, and manufacturing and distribution services * Global Services, which provided repair, upgrade, maintenance etc The company, with Mr. Chen concentrated on offering high quality, responsiveness, communication, service and technical support. The main objective was to achieve customer satisfaction by providing high quality. When Solectron offered contract manufacturing services to OEMs, its aim was to offer them services at reduced prices due to greater volume purchasing. Rather than outsourcing as a way to access relatively inexpensive skilled labour, it became a source of tactical advantage which they provided. Tactical turnkey assembly meant that OEMs...
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...Crafting And Executive Strategy Assignment 1 Case Study # 6 Dell Inc. In 2008 : Can it overtake Hewlett – Packard as the worldwide leaders in personal computers ? Submitted to : Prof. James Farmer Submitted By : Roshni Patel Student Number : 300686000 Question 1: Dell inc. Began with a ‘winning strategy’. At this time (2012), this strategy is not used to the extent that it was once was and the company is now not the company that it was once. Did Dell’s strategy fails, did the company fail to effectively execute the strategy or did the environment changes around Dell? Evaluate the possibilities. Answer: Dell is a global company that delivers products and services in more than 190 countries and company had given employment to over 4000 employees. The company deals in enterprise computing products, monitors, printers, software and peripherals with a focus on fully integrated improved environmental performance into business. The company had gone through many ups and downs from its inception in 1984 and has to face many challenges and competitors to stay ahead in the market. Dell founded the company with simple vision and business concept that the personal computers could be built and sold directly to consumers which would eliminate the additional cost of intermediaries between the company and consumer and thus reducing the overall cost of the PCs making it cheaper than other PCs in the market. The other advantage was that it reduces the costs and risk associated with...
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...an analysis of the profound changes in the productive structure of global capitalism. In the electronics industry, a new model of outsourced manufacturing has emerged as the centrepiece of globalized production networks: Contract Manufacturing (CM) or Electronics Manufacturing Services (EMS). This form of network-based mass production is closely linked to the disintegration of the value chain and the emergence of the “Wintelist” (Borrus and Zysman 1997) model of competition and the rise of “fabless” product design companies in key sectors of the IT industry. In contrast to the general perception of the “informational economy” (Carnoy et al 1993, Castells 1996) as service- or science-based, the rise of the CM-model demonstrates that manufacturing still matters in the "new economy" (Cohen and Zysman 1987). This development also highlights the interaction of new information networks with the restructuring of production, work, and the global division of labor in technologically advanced industries. In this paper, we want to take a closer look at the restructuring of production and commodity chains in the assembly of IT-hardware (such as computers, internet switching and telecommunications...
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...'we make what matters better, together” Philip Clarke, Chief Executive( www.tescoplc.com/interims2013) Our Three Big Ambitions Create new opportunities for millions of young people around the worldOpen Help and encourage our colleagues and customers to live healthier livesOpen Lead in reducing food waste globally * ------------------------------------------------- Our Essentials Trading responsibly: Tesco trade responsibly by putting our customers first and working with our suppliers to innovate and provide high quality products Reducing our impact on the environment: We are reducing our impact on the environment aiming to be a zero-carbon business by 2050 and using scarce resources responsibly, including in our supply chain Being a great employer: We are a great employer creating inspiring work that makes our colleagues happy and proud of what they do Supporting local communities: We support our local communities by being a good neighbour and running our business to the highest standards * Tesco has signed a £28 million deal with CA Technologies, adopting the vendor's systems management tools as a global standard. The UK retail giant has been a CA customer for 20 years, and has used its Unicenter systems management platform to support international operations since 2005. “We rely on CA Technologies software to tame a very big, distributed, heterogeneous infrastructure," explained Tesco CIO Mike McNamara in a statement. "We are very pleased...
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...Analysis of Global Production Networks within Consumer Electronic Industry. Introduction A diagnostic characteristic of contemporary globalization is that the component parts of the world economy are increasingly interconnected in qualitatively different ways from the past. Another way of saying this is that the world economy consists of tangled webs of production circuits and networks that cut through, and across, all geographical scales, including the bounded territory of the state. It is too simple to just define the global production networks, that involving a process of production, distribution and consumption of commodities, goods and services, as technical-economic mechanisms (Coe, Dicken and Hess, 2008). More than this oversimplified conceptual framework, Levy (2008) argues GPN as ‘simultaneously economic and political phenomena . . . organizational fields in which actors struggle over the construction of economic relationships, governance structures, institutional rules and norms, and discursive frames . . . GPNs thus exist within the ‘‘transnational space’’ that is constituted and structured by transnational elites, institutions, and ideologies’. In Levy’s theory, we can find out that more than a economic process of productions, GPNs is also a ‘social’ and ‘cultural’ phenomena in which the geographically differentiated political and social cultural circumstance are also shaped (Coe, Dicken and Hess, 2008). Considering the consumer electronic industry in particular...
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...IT TAKES A LEADER TO TAKE YOU PLACES. A n n u A l r e p o r t 2 0 1 2 2 0 1 3 Growth is… movinG from strenGth to strenGth Flamingos, known for their undeniable beauty, are also recognised as a species that stays strong by sticking together, no matter how trying the circumstances are. But for a flock to be strong, it needs an equally resilient leader to take them in the right direction. Just like Gati, the leader of the logistics industry in India. Gati Limited is India’s leader in providing Express Distribution services, Supply Chain Solutions, Cold Chain Transportation Solutions, Warehousing, International Freight Forwarding, Custom Clearance and e-Commerce Solutions. Founded in 1989 as a cargo management company, Gati pioneered Express Distribution Services in India. With a track record of 24 years, Gati is one of India’s most coveted companies, employing 3500 people, and serving over 5000 customers – including the top 10 brands in the Automotive, Healthcare, Engineering and Consumer Durables industry. Gati has a strong market presence in the Asia Pacific region and SAARC countries, with offices in China, Singapore, Hong Kong, Thailand and Nepal, and has plans to foray into other markets. In a Company where every employee demonstrates dedication and commitment to succeed, its little wonder that Gati is the leader, taking the industry places. values are… a force to be reckoned with Flamingos, as is ingrained in their DNAs for centuries, instinctively have values that...
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...the increased number of subprime loans and home sales during the real estate bubble. When housing prices dropped and interest rates rose, many adjustable-rate subprime mortgage owners were unable to keep up with the higher monthly payment. Mortgages defaulted, demand for houses cooled abruptly, and the suddenly above market rates of credit derivatives collapsed. AIG was the biggest investor with US $527 billion in these bonds. (/money, 2011) During these trying times International Business Machines third quarter income amounted to US $2.8 billion, or US $2.05 per share. That is 20 percent higher than the US $1.68 per share as compared to the same quarter last year, and it surpasses the US $ 2.02 per share predicted by Thomson Reuters. IBM is...
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...that can be gained by implementing IS and IT strategies within the organisation. Specifically this report will be discussing about supply chain management, customer relationship management and E-commerce as three very innovative solutions that are very crucial for the continued existence and increased profitability of Classact. We will be discussing on how other organisations who have implemented customer relationship management, supply chain management and E-commerce have been able to forge ahead of their competitors, increase their profits and maintain that same one to one relationship with the customers. Finally recommendations have been made as to how Classact can forge ahead of their competitors instead of falling prey to bankruptcy by lagging behind in IS and IT innovation. Today it has become critical for businesses to adopt e-commerce in order to gain a competitive advantage and meet customer needs. It's biggest advantage being the accessibility to customers, suppliers and buyers all over the world by the medium of Internet and various networks. It has also resulted in cost reduction in areas like marketing, processing and storage of information. It has proven to be increase efficiency of the business. E-commerce works in collaboration with another crucial area for businesses 'Supply Chain Management'. 'Supply Chain' is an entire chain of facilities and various distribution channels facilitated for a whole network of businesses to be able to work collaboratively to...
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...From the frontlines of demand and supply > Summer 2008 ViewPOINT It Isn’t easY Being green “The volume of global trade has more than doubled in the last decade – reaching six times the rate of growth of the world’s gross domestic product (GDP),” according to Mastering carbon measure emissions as a first step to limiting them. In many cases, it may be more cost effective to shift to lowercarbon practices now rather than wait for the inevitable regulations. As companies decide how to reduce the damage being done, it is understandable that they focus on the lowest hanging fruit first – their direct impact from their immediate operations. Increasingly, however, there will be an expectation to look beyond the emissions from an office block or a factory, to the extended supply chain. This adds its own complications. “There are questions about how and where boundaries are drawn when it comes to carbon emissions,” points out Iain Walpole, company environment manager of Castle Cement Limited. “For example, a UK-produced cement might produce 800kg CO2 direct emissions per tonne. If you then included the transportation of raw materials and electricity within the footprint, the total would be larger. As such, a cement produced in a similar plant in China would have the Insight and analysis from IBM Global Business Services But it’s worth it. Ben Schiller considers the climate change that’s driving business. same direct emissions, but the CO2 from transporting this tonne could...
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...The historical development of outsourcing: the latest fad? Chris Lonsdale University of Birmingham, Birmingham, UK Andrew Cox University of Birmingham, Birmingham, UK Few management practices have attracted as much attention as outsourcing is enjoying at the present time. That firms should aggressively adopt the practice is almost becoming a given, and consultants' Abstract presentations talk of a ``revolution in Notes that outsourcing is just one outsourcing''. The academic literature on the of the means by which the subject has grown in kind. boundary of the firm can be What is often lost in the hype surrounding adjusted. Considers various other means such as conglomeration the concept, however, is that outsourcing is and horizontal and vertical just one way in which the boundary of the integration. Focuses on firm can be adjusted in response to changing outsourcing and its place in this economic pressures. Indeed, any history of bigger picture and discusses the history of outsourcing. Outlines the concept should recognise this, as the concerns for managers and gives recent trends in its favour have very much case examples from Rank Zerox been set in the context of a general movement and BP. towards more ``focused'' business strategies. This article investigating the development of outsourcing is in three main sections. First, it sets outsourcing in the wider context of the boundary of the firm issue. Second, it then proceeds to discuss the history of outsourcing, and...
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...Solectron Supply Chain Management Best Practice Background Solectron was founded in 1977 as the as the “Solar Energy Company”, and originally produced solar energy products. Today it is a worldwide provider of electronics manufacturing services to original equipment manufacturers (OEM’s). The company provides customized, integrated manufacturing services that span all three stages of the product life cycle, including pre-manufacturing, manufacturing, and post-manufacturing (see Table 1). These servies are now integrated to the point where Solectron is now responsible for all supply chain processes associated with sourcing parts, building, and distribution of electronics and systems for almost every major OEM customer in the industry. A list of primary OEM customers is shown in Table 2, which spans the telecommunication, networking, computer systems, peripherals, semiconductors, consumer electronics, industrial equipment, medical electronics, avionics, and automotive electronics industries. These industries are in different stages of maturity, with network manufacturers fairly new, and computer systems fairly mature. The diversity of major customers in this list is testimony to their success. In 1991, Solectron won the Malcolm Baldrige National Quality Award, reflecting the high level of performance achieved within this company. The company has also been honored with more than 100 recognition awards, 25 of which were received this year (see Table 3). The...
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...the benefits of integrating your global supply chain by recognizing the cross-functional links throughout the supply chain, from supplier to customer relationships. Integrating supply chain processes allow companies to manage relationships more effectively, which reduces cost, increases the overall internal efficiency and improves customer relationships and service. &txt2=The program's faculty include Thoma Prof. Hau Lee of Stanford University and professors Marc Sachon, Brian Subirana, and Paddy Miller of IESE Business School. The faculty will provide a holistic vision of global business operations around the world and the necessary tools to face the challenges that globalization is exerting over the supply chain. &txt3=During this three-day program you will learn about the benefits of integrating your global supply chain by recognizing the cross-functional links throughout the supply chain, from supplier to customer relationships. Integrating supply chain processes allow companies manage relationships more effectively, which reduces costs, increases overall internal efficiency and improves customer relationship and service. Customers' demands are the final drivers of your business supply chain activities. This program will give you vision for demand driven supply chains and will address the key hurdles to be overcome to effectively put into action your strategies. As Information Technology is revolutionizing the supply chain, information driven strategies provide you...
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...Table of Contents MODULE TITLE: SUSTAINABLE SUPPLY CHAIN - 1 - DESIGN AND OPERATION - 1 - 1.0) INTRODUCTION - 3 - 1.1) WHAT IS THE ISSUE? - 3 - 1.2) CURRENT STATE OF RESEARCH - 4 - 2.0) SUPPLY CHAIN MANAGEMENT (SCM) - 6 - 3.0) SUPPLY CHAIN OPTIMIZATION (SCO) - 7 - 4.0) SUPPLY CHAIN RESILIENCE (SCR) - 9 - 5.0) CAN SUPPLY CHAIN BE OPTIMIZED AND RESILIENT? - 10 - 5.1) CONCLUSION - 12 - 6.0) REFERENCES - 13 - 7.0) APPENDIX - 17 - 7.1) VULNERABILITY FACTORS - 17 - 7.2) CAPABILITY FACTORS - 18 - 1.0) Introduction The fierce competition in global and local markets, has forced company leaders to focus more on developing and designing an efficient and effective supply chain network. Pishvaee and Torabi (2010) ascertain that one of the most strategic and important element of SCM is making a strategic decision on supply chain network design. And this design takes into consideration some critical parameters that come with a lot of variability, such as the flow mechanism across the chain, facility locations, sizes and numbers. Because this long-term decision will impact the competitiveness of the company in many years to come, therefore, the designed network should be robust with these uncertain parameters. As a robust SC structure is the source of sustainable competitive advantage in this turbulent economic downtown. Therefore a robust SC is capable of making a firm resilient (Tang, 2006). The remaining part of this write-up is organized...
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...CASE STUDY ANALYSIS REPORT ON SUPPLY CHAIN MANAGEMENT OF DELL COMPUTER CORPORATION Submitted By: Asmita Baz ACKNOWLEDGEMENT On the successful completion of the project, first and foremost I thank God, the Almighty without whose blessings the project would not have been a success. I take this opportunity to express my sincere gratitude towards Mr. Subrata Kar (faculty of SCM,Globsyn Business School) under whose guidance I completed this project report. I wholeheartedly thank him for giving his valuable time & attention & for providing me a systematic way for completing our project report in time. THANK YOU. CONTENTS Index | Page No. | Introduction | 4 | Supply Chain | 8 | Channel Strategy | 10 | Market Perspective | 11 | Cycle of Order | 12 | Information | 13 | Conclusion | 14 | INTRODUCTION DELL Computers, a leading PC supplier to corporate and government customers, today is now among the first companies to provide its customers with the next level of industry-standard Pentium processor power, while many vendors are still struggling to broaden their processor-based product lines. Dell's unique ability to take a market strategy position during important technology transitions because of its build-to-order manufacturing process. This build-to-order approach allows the company to maintain low inventory levels and integrate emerging technologies into systems. Today's customers are reducing their supplier bases, providing the opportunity...
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