process at Spartan. The main focus of the improvements is on lead time reduction. Spartan has recently introduced cell manufacturing to improve the lead time for a family of 4 products. Although the results initially looked promising‚ after several weeks the performance started to decline. At the present time the lead time performance is 8 weeks. This is considered unacceptable by Spartan Management. The final target is to reach a lead time of at most 5 days‚ but for the short term (which is the
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High Functional © 2007 Marshall L. Fisher Innovative And supply strategies differ Factory focus Inventory Strategy Lead-time focus Supplier selection Product-design strategy High utilization Maintain buffer capacity High turns Significant buffer stocks of components and FGs Low cost trumps short lead-time Aggressively shorten lead-time Low cost Integral for max performance at min cost Physically efficient © 2007 Marshall L. Fisher Speed & flexibility
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of scientific approach regarding performance measures for the DCs was another cause of the crisis. For example‚ as for the target line item fill rate‚ the target (i.e. 98%) was not decided from scientific estimates but from marketing. • The long lead-time in Europe and Asia DCs was a burden for HP in quickly reacting to unexpected changes in demand. Due to ocean transit and the procedures at port of entry‚ it took 4-5 weeks to send printers to Europe and Asia. Therefore‚ in order to correspond
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BMW: The 7 Series 1. What are the causes and consequences of BMW’s quality problems with newly launched products? What should be done to improve “launch quality”? The causes and consequences of BMW’s quality problems with newly launched products were plentiful and apparent all throughout the case study. For instance‚ BMW does not use pre-production tools during prototyping. This significantly lowers their opportunity to discover and fix quality problems earlier in the production process. Secondly
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Having a global supply chain network has its pro’s and con’s. Obermeyer has facilities in the Far East enabling him to have lower production cost but at the same time it requires a long lead time and having a long distance. Figure A. Cumulative lead time from design to selling It turns out the total cumulative lead-time from design to selling is 27 months and the initial 13 months Obermeyer is more speculating what would sell in the next selling season. And
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To student: Instructions: 1. Read the case study 2. Answer the following questions: : What factors should Pam consider in making a decision to source globally? | : If you were a purchasing consultant hired by Pam‚ which cost effective method can you advice her to use in sourcing Dried floral globally. | : As a procurement officer what lessons can be learnt from this case study and what actions would you put in place? | : Why is Pam able to save 40 percent by buying offshore
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http://www.slideshare.net/himadrisingha/barilla-spa-a-case-on-supply-chain-integration http://www.scribd.com/doc/22320494/Barilla-SpA http://www2.newpaltz.edu/~liush/MOIT/Barilla%20Case%20Study.pdf http://www.scribd.com/doc/7325445/Barilla-SpA-Case-Solution http://www.youtube.com/watch?v=PQgBY5wn0aE The Barilla SpA (Harvard Case) Qian Wang Tsai-Lan Huang Xiaoqing Ge February 2‚ 2000 Summary The JITD initiative at Barrila drew a lot of internal and external objections which
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Case Name: Eagle Manufacturing I. Major Facts Ted Jones‚ supply manager‚ has been working in his position for two years and during this time it has been a challenge. The supply management function was operating well with a team of professionals. The function has been challenged with focusing on other functions verses the strategic function of supply management. Ted’s department has been operating in a react mode instead of a proactive mode most of the work day recently. Ted has
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strategy from a speculative system‚ (trying to “guess” what will sell) to a reactive system (knowing what is required and producing it). 2. Work with suppliers to reduce delivery times and minimum order quantities. This will include both raw material lead time and production capacity. Hong Kong is a much more mature manufacturing environment. They have embraced better manufacturing practices that allow for a higher quality product with a shorter turnaround. Because of these practices‚ they are able
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CASE COPPER KETTLE CATERING Copper Kettle Catering (CKC) is a full-service catering company that provides services ranging from box lunches for picnics or luncheon meetings to large wedding‚ dinner‚ or office parties. Established as a lunch delivery service for offices in 1972 by Wayne and Janet Williams‚ CKC has grown to be one of the largest catering businesses in Raleigh‚ North Carolina. The Williamses divide customer demand into two categories: deliver only and deliver and serve. The deliver-only
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