Case Study SCMMS II – Hilti – Gearing the Supply Chain for the Future 1. Evaluate the three scenarios proposed by the project team along the lines of the criteria presented in the case 2. What would be your recommendation to the board in the current situation of world economy in December 2011 1. The project team has proposed three scenarios for Hilti’s management board which all have the potential to help the company compete in an ever more competitive and cost-driven
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Hilti 2003. Maintaining a Proactive Sense of Urgency As of 2003‚ the Hilti Group was a world leader in developing‚ manufacturing‚ and marketing added-value‚ top-quality products and services for professional customers in the construction industry and building maintenance. Hilti’s product range covered drilling and demolition‚ direct fastening‚ diamond and anchoring systems‚ firestop and foam systems‚ installation‚ positioning and screw fastening systems as well as cutting and sanding systems
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Hilti supports the global building industry to the hilt. The company manufactures drilling and fastening equipment and supplies for professional customers in the construction and building maintenance industries worldwide. The company’s products include drilling and demolition tools; direct and screw fastening systems‚ diamond coring and cutting tools (saws‚ sanders‚ and grinders); anchoring and positioning systems; firestop and foam products; measuring systems; and cutting and sanding systems. The
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Contents Table of Contents Hilti: Cut Costs or Hold Fast? Overview This case review was executed about a case study that was discussed in class on the operations of Hilti and its surroundings – Hilti is a global corporation based in Lichtenstein that is a market leader in drills‚ saws and fastening products. The analysis looks at the development of Hilti ever since it was founded‚ and the different strategies which have been implemented to get them to where they are now. For a company
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HILTI CORP - Industry Analysis PORTERS 5 FORCES 1. Extent Competitive Rivalry Few but strong players in this strategic group The construction tool industry is huge and has the propensity to shift with shift in economic dynamics – Economic growth‚ GDP Requires substantial capital due to fixed and variable cost Wide range of products in variety of market segments within Few competitor with differentiation strategy Industry is driven by high level of technology and innovation‚ this could be
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CASE 14-2: TRIGO EXPORT CO.‚ LTD. The pricing of products for export sale is covered here‚ with logistics practices and costs having considerable influence. Question 1: Ziola’s export packaging materials consisted of at least 40% recycled contents. Should this be mentioned in the quotation given to the potential Brazilian buyer? It would not hurt in case somebody reviewing the bid happened also to be interested in environmental protection. However‚ note that they are buying tractors to use in
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Service Purchasing at the Sunny Hotel 1. What makes the procurement of services different from that of the purchase of goods and materials? The basic difference between the purchase of services and goods is that‚ the services requires more professional knowledge and experience to evaluate its performance. The goods has a fixed standard which can be measured. Services as a people’s business is more complicated to analyze‚ particularly for supply department. Furthermore‚ for evaluating and improving
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Test Questions Sessions 1-9 * What is a supply chain? The interconnected businesses that convert raw materials into consumer products via the transfer of materials‚ information and cash. * Draw a hypothetical milk supply chain * What is supply chain management? The management of upstream and downstream suppliers working together to create high value products for consumers as efficiently as possible to the benefit of the whole supply chain. It operates on three different levels‚ Strategic
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Louis Zecchino Case Study 1 I don’t feel that the fixed price contract agreed upon by Florida Retailing Company was the best way to procure ACME’s computer system. The reason for this is because with the agreement‚ 50% was being paid up front‚ where that could still probably be acceptable in a revised agreement‚ however‚ the other 50 % was being pad upon delivery. ACME received full payment without any guarantee that the computer system would be what as expected out of the system. This then hurt
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| |[pic] | |Type |Public (AG‚ FWB: ADS) | |Founded |1924 (registered in 1949)[1] | |Founder(s) |Adolf Dassler | |Headquarters |Herzogenaurach‚ Germany | |Key people |Herbert Hainer (CEO)‚ Erich Stamminger
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