This competitive characteristic is what caused the customers to choose the companies good and services over those of our competitors along with making Galanz a viable competitor In the initial years Galanz concentrated OEM and then shifted towards ODM and OBM The focus has changed from Cost to service and towards innovation We believed that by delivering and attracting the masses with new time saving ways of cooking then this technology would become indispensable within the household. After purchasing
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advantages and disadvantages of the new strategy? c) How do you anticipate Altera’s customers will react to this new strategy? What are advantages and disadvantages for Altera’s customers? d) What information does Flextronics have that its clients do not? Why? How can Flextronics leverage this information? e) How does IBM manage its supplier in order to make it pull strategy more effective? 1. (40%) Bullwhip a) (10%) Why bullwhip occurs in a supply chain? b) (15%) Does that contradict with
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the last step of the process of restructuring Lego’s supply chain‚ the Group tried to close some of its’ own factories in Korea and Switzerland‚ upgrade the procurement process and outsource 80 percent of the production. Prior to outsourcing to Flextronics‚ production plants were located in high-cost countries including Denmark and Switzerland. Apart from the famous Brick‚ the company entered into other industries including computer games‚ clothing‚ licensed products and television. The product diversification
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CASE: GS-49 DATE 04/14/06 EVOLUTION OF THE XBOX SUPPLY CHAIN With the first generation of Xbox‚ our ambition was to change the way people think about video games. Starting today with Xbox 360‚ our ambition is to transform the way people play games and have fun. 1 —Robbie Bach‚ President of the Microsoft Entertainment and Devices Division In November 2005‚ Microsoft prepared to launch its next-generation video game console‚ the Xbox 360. A global release was scheduled‚ beginning on November
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What information does Flextronics have that its clients do not? Why? How can Flextronics leverage? Flextronics is one of the worlds largest EMS companies‚ with 12 billion in revenues‚ had an on usually good vantage point of the inventory surplus. The Singapore – based company makes everything from printed circuit boards to cell phones for a variety of high-tech clients‚ including Cisco‚ Lucent‚ Nortel‚ and Ericsson.” The telecom guys thought‚ ‘We can do no wrong‚” says Dan Pleshko‚ vice president
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DISRUPTIVE INNOVATOR MINI CASE : CRESYN CO.‚LTD. 20 Oct. 2008 COMPANY OVERVIEW - Cresyn is a manufacturer of earphones‚ headphones‚ and accessories. They currently produces almost 1/3 of bundled earphones for all mobile phones worldwide. OEM/ODM manufacturing for big names such as Samsung‚ LG‚ Motorola‚ etc. is the main source of their profit (90%) and they have their own brands ‘Cresyn’ and ‘Phiaton’‚ as well. MAIN ISSUE 1. Performance - Initial Phase (1959-1981) : Cresyn was founded
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Answer 1. Companies outsource production of their products for the following reasons: Lack of technical expertise‚ or expert labor in certain operations; reduce manufacturing costs due to the availability of cheap labor; make less investments in expensive equipment‚ staff and IT systems; optimize resource utilization and free up management time from outsourced routine supporting activities to focus on its core competencies; and when domestic manufacturing capacity is reached. Outsourcing is a good
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eliminating competition domestically. In 2000 Galanz domestic market share have become 76% and international market share 40% in 2002. Galanz was making huge progress in manufacturing as a OEM and ODM‚ however when company went into overseas market as a OBM the conflict started to arise with its OEM and ODM orders. Galanz has a great price strategy and very skilled manufacturing production therefore the company should use this advantage to launch a whole new product overseas instead of competing in
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fiscal 2003‚ which ended in December. Hon Hai’s control of expenses is as obsessive as its control of data‚ something Lehman expert Emily Chang acknowledged on a visit to EMS offices in China a year ago. The "pleasant lodging and workplaces" of Flextronics’ expats stood out pointedly from the housing of Hon Hai’s directors. "Indeed‚ even the nearby administrator’s workplaces had uncovered solid floors‚" she says. "This organization is truly thrifty." Hon Hai can depend on the 30 percent and higher
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The LEGO Group: | An Outsourcing Journey | | | 8/2/2012 | Introduction 2004 began an especially difficult period for The LEGO Group‚ which entered into a financial crisis resulting in a deficit of 1.8 billion DKK ($294.9MM USD). The internal turmoil lasted through 2009 as the leading toy manufacturer‚ famous for the signature LEGO brick‚ nearly went bankrupt. This experience was a first-hand lesson in the negative effects of not having a stable and organized supply chain design.
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