Global Supply Chain
Global Supply Chain
Global Supply Chain
Moderator:
Panelists:
Janice H. Hammond, Jesse Philips Professor of Manufacturing, Director of Faculty Planning
William K.L. Fung, Group Managing Director, Li & Fung Ltd.
Willy C. Shih, Professor of Management Practice, Technology and Operations Management Unit
Marjorie M.T. Yang, Chairman, Esquel Group matter how large the order. But it then took The Limited three weeks to get the items from their distribution center to their stores. Mr. Fung offered a more efficient solution.
Besides producing the goods for The Limited, Li & Fung could also pack and ship the items as required by each
Limited store to cut down on this customer’s total supply chain time—thus evolving from overseeing manufacturing to providing more comprehensive supply chain solutions.
Despite initial objections from managers at The Limited, Li
& Fung eventually assumed this responsibility.
Overview
The global companies profiled in this session, Esquel, Li &
Fung, and Flextronics, highlight very different global supply chain management models. Esquel is vertically integrated;
Li & Fung has no manufacturing assets but coordinates manufacturers; and Flextronics has the infrastructure and capabilities to simultaneously manage supply chains for hundreds of thousands of different products.
The global financial/economic crisis will hurt demand and challenge the supply chains of each of these companies. It will require becoming more efficient and responsive; better matching supply with demand; continuing to have low prices; and considering the opportunities and risks presented through supplier financing.
In general, the company has benefited from two worldwide trends and several important decisions.
Key trends. Li & Fung benefited from the widespread adoption of offshoring and outsourcing. Its network and supply chain management capabilities enabled the company to capitalize on these trends.
Context
“We are in the
Global Supply Chain
Moderator:
Panelists:
Janice H. Hammond, Jesse Philips Professor of Manufacturing, Director of Faculty Planning
William K.L. Fung, Group Managing Director, Li & Fung Ltd.
Willy C. Shih, Professor of Management Practice, Technology and Operations Management Unit
Marjorie M.T. Yang, Chairman, Esquel Group matter how large the order. But it then took The Limited three weeks to get the items from their distribution center to their stores. Mr. Fung offered a more efficient solution.
Besides producing the goods for The Limited, Li & Fung could also pack and ship the items as required by each
Limited store to cut down on this customer’s total supply chain time—thus evolving from overseeing manufacturing to providing more comprehensive supply chain solutions.
Despite initial objections from managers at The Limited, Li
& Fung eventually assumed this responsibility.
Overview
The global companies profiled in this session, Esquel, Li &
Fung, and Flextronics, highlight very different global supply chain management models. Esquel is vertically integrated;
Li & Fung has no manufacturing assets but coordinates manufacturers; and Flextronics has the infrastructure and capabilities to simultaneously manage supply chains for hundreds of thousands of different products.
The global financial/economic crisis will hurt demand and challenge the supply chains of each of these companies. It will require becoming more efficient and responsive; better matching supply with demand; continuing to have low prices; and considering the opportunities and risks presented through supplier financing.
In general, the company has benefited from two worldwide trends and several important decisions.
Key trends. Li & Fung benefited from the widespread adoption of offshoring and outsourcing. Its network and supply chain management capabilities enabled the company to capitalize on these trends.
Context
“We are in the