- Lego Group: An Outsourcing Journey - Assignment #5 Question: Why do you think Lego’s outsourcing “failed”? (What factors explain the short-lived outsourcing relationship between Lego and Flextronics?) To answer this question‚ I want to state the fact that short-lived relationship between Lego and Flextronics was not a total failure. And to begin with‚ I want to list some of things that Lego learned through this outsourcing. From this list‚ we can also see why their relationship was short-lived
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What were LEGOs main expectations and learnings from the relationship with Flextronics. The Legos main expectations were: A 1. The rapid cost cuttings so as to overcome the largest internal financial crisis in the history of company. 2. The problems of product development and distribution would be sorted out. 3. To reduce the production complexity by attracting large sub contractors. However‚ the deal was not successful and Lego learnt that 1. Outsourced facilities are always not effective
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production to Flextronics? When Microsoft decided to enter the video game market with its Xbox gaming console executives had to make a strategic decision whether to manufacture the Xbox or outsource the manufacturing. After some studies‚ it was decided that they did not have manufacturing and logistics capabilities and decided to outsource the assembly and significant logistics functions to Flextronics‚ a Singapore-based contract manufacture. Microsoft already knew Flextronics because they had
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corporations the green movement can translate directly into increased efficiency and therefore increased profits. Flextronics for example has found a way to refurbish their own products‚ Motorolla cell phones‚ to optimize resource use and profits. This comes after the realization that their competitors were using the Flextronic products and refurbishing them to compete against Flextronic and make a profit. Other companies such as HP and Xerox are going green in order to increase efficiency and competitiveness
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IS2104 Flextronics Lecturer: Dr. Sharon Tan [AY 2011/12 Semester II] Group 2 Swarit Kumar Agarwal – A0075127H Dong Qihao – A0077966H Shum Chee How – A0073997H Tan Wee Kwan – A0074053M Tan Hong Chuan – A0067407A Nah Zheng Xiang Philson – A0067379M Problem statement With the launch of the Xbox just seven months away‚ Jim McCusker seems to have reached an impasse. The industrial parks at Mexico and Hungary are at loggerheads over the decision to choose a unified software system. Both
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significant logistics functions to Flextronics‚ a Singapore-based contract manufacturer. Microsoft already knew Flextronics because they had already contracted out the manufacture of computer mice to them. Since Microsoft had worked with Flextronics for several years‚ relationships between employees of the two companies are very good making the strategic alliance an advantage to Microsoft. Another advantage of the outsourcing to Flextronics was the cost and quality of Flextronics. There are always
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MANAGEMENT INFORMATION SYSTEMS IMT - MIS (Assignment Questions) Institute of Management Technology Centre for Distance Learning Ghaziabad 2 IMT CENTRE FOR DISTANCE LEARNING GHAZIABAD Distance Learning Programme MANAGEMENT INFORMATION SYSTEMS Notes: a. Write answers in your own words as far as possible and refrain from copying from text books/handouts. b. All answers should be of 200 words. c. Write on one side of the paper. d. Answers of Assignments I‚ II‚ III and IV (Case Study)
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Gafurov Nodirbek Batch#: B0900377 Table of Contents Executive Summary 3 Introduction 4 The Role of Supply Chain Management 5 Flextronics Logistics Management 7 Reverse Logistics 9 Flextronics in Channel Management 10 References: 12 Executive Summary This assignment demonstrates the most key business areas of the given‚ Flextronics International Ltd. It analyzes the core businesses of the company as logistics and supply chain that is subjective for the development and business
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1. How has Altera modified its strategy? Why? Altera learned a hard lesson in inventory management after losing $115 million worth of inventory in the 2000-2001 timeframe. Altera produced its programmable logic devices and stocked them in warehouses waiting for customer demands. Their thought was to provide a cost advantage to their customers by having readily available stocks. Altera also leaned forward to help customers by building new products from specs. This push strategy backfired‚
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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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