HP Deskjet Printer Supply Chain Case Analysis - This case study deals with Hewlett-Packard (HP)‚ a famous manufacturer of computers and peripherals. In the early 1990s‚ HP faced a so-called “Inventory/Service-Crisis” concerning one of their high volume products‚ the DeskJet printer. Despite growing inventory levels at the distribution centers in Europe and Asia-Pacific‚ customer service levels were unsatisfactory. Affected by growing competition this problem had to be handled quickly. Brent Cartier
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Hewlett-Packard Company Deskjet Printer Supply Chain (A) Table of Contents Introduction: 3 Problem identification: 3 Recommendations and solution 5 Strategies to be adapted: 5 A. Postponement or Delayed Customization: 5 B. R&D in Europe and Asia 5 C. Investing in information: 6 Strategies to be altered: 6 I. Quick response can be used‚ along with improved and more accurate forecasting: 6 II. Ordering quantity that would allow HP to provide a certain service level:
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CASE: GS-3A DATE: 05/01 (Rev’d. 3/8/04) Hewlett-Packard Company DeskJet Printer Supply Chain (A) INTRODUCTION Brent Cartier‚ Manager for Special Projects in the Materials Department of Hewlett-Packard (HP) Company’s Vancouver Division‚ clicked off another mile. It had been a long week and it looked like it would be a long weekend as well‚ based on the preparation that needed to be done for Monday’s meeting with Group Management on worldwide inventory levels for the DeskJet Printer product line
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HP DESKJET PRINTER-2655 Overview HP is a reputed brand that has introduced diverse brand of printers that suits the needs of the customers precisely. The Deskjet brand by HP‚ introduced in the year 1990 can create high quality images with features like printing‚ copying‚ scanning‚ and faxing at a reasonable price. The HP DESKJET PRINTER-2655 is the time saving‚ wireless‚ all-in-one‚ and cost-effective printer. It has a hassle-free setup that meets the printing needs of the customers. It is useful
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Hypothesis: Is rooms positively correlated to customers satisfied? Correlations Correlations | | 7. Rating based on scale from trip advisor | 6.Overall Rating by the scale from trip advisor | Spearman’s rho | 7. Rating based on scale from trip advisor | Correlation Coefficient | 1‚000 | ‚729** | | | Sig. (2-tailed) | . | ‚000 | | | N | 448 | 447 | | 6.Overall Rating by the scale from trip advisor | Correlation Coefficient | ‚729** | 1‚000 | | | Sig. (2-tailed) | ‚000 |
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successful. HP – Compaq Case – As the PC‚ printing and services related to this and IT were changing fast because of customers and enterprise’s increased expectation from the manufacturer and service providers. The industry saw the biggest change from 1990 to 2000. In this period Dell became leader in PC space mainly using the the make to order concept and then dealing directly through their web site with the customers. And IBM was leader in high end high growth service related space. HP on the
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MBA 533 Advanced Operations Management Fall‚ 2010 Case: Hewlett-Packard: DeskJet Printer Supply Chain A and B What are the pros and cons of the following proposals mentioned in the A case: a European factory‚ better forecasting‚ more inventory. • European factory Pros: (1) Shorter delivery time‚ which means less pipe line inventory‚ less inventory cost. (2) Faster response to market requirement. Cons: (1) Need to build another
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rant about the cOntinued pro1ifcratiOn of models and Brent Cart妃 r‚manager for special pr丬 ectS in thc options‚The distributiOn Organization’ s pct peeVc was forccast accuracy.They didn’ t fec1that the dis~ Matcrials Dcp碰 ment 0f Hcwlett-Packard (HP) tributiOn organization shou1d havc to track and Company’ s VancouⅤ er DiⅤ ision‚cⅡ cked off anOther storc warchouscs of inventory‚just because thc ⅡⅡlc.It had been a Iong weck and it lookcd like it wOu1d be a long 、 veckcnd as we11‚ bascd on the
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. Over the time covered here‚ did Hewlett-Packards board of directors fulfill its duties to the company’s share owners? Explain how it met or did not meet basic duties. He did not fulfill his duties to the company. The board directors let a few influence their decisions. They did not take their decisions based solely on what was best for the company and their shareholders. It became a war between board members for control. 2. What different perspectives on the role of the board are revealed in
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5. Were the changes initiated by Fiorina justified? At the time when Fiorina took over HP‚ she faced many problems‚ for instance stagnating technology‚ losing market share to competitors. Many expected her to help the company. She made many changes on structure and policies of the company. Although the overall outcomes of her changes are not as good as expected‚ the changes initiated by her were still justified because the situation of the company drove her focus more on outcome than people. One
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