Abstract no 020-0134 A lean perspective on servitization of manufacturing Mats Winroth Dept of Industrial Management and Economics‚ Division of Operations Management‚ Chalmers University of Technology SE-412 96 Göteborg‚ Sweden Phone: +46 31 772 12 17 E-mail: mats.winroth@chalmers.se Glenn Johansson Dept. of Industrial Engineering and Management‚ School of Engineering Jönköping University P.O. Box 1026 SE-551 11 Jönköping‚ Sweden Phone: +46 36 10 16 34 E-mail: glenn.johansson@jth
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ORDER WINNERS AND ORDER QUALIFIERS The operations and supply chain strategy is a functional strategy that indicates how structural and infrastructural elements within the operations and supply chain areas will be acquired and developed to support the overall business strategy. Executing successful operations and supply chain strategies means choosing and implementing the right mix of structural and infrastructural elements. What constitutes the best mix of these structural and infrastructural
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The concept of order-winners and order-qualifiers is originating from an attempt to explain how internal operational capabilities can lead to competitive advantage‚ market success and answer the following : - What drives customers in buying the products manufactured by a company at all. - What makes customers purchase a certain product instead of a similar one manufactured by a competitor. In order for customers to purchase a product a car for example it needs to meet a set of minimum requirements
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INTRODUCTION The terms “order winners” and “order qualifier” were invented by Terry Hill‚ a professor at the London Business School. These terms is defined as the process of how internal operational capabilities are converted to criteria that may lead to competitive advantage and market success. The operations people are responsible for providing the order-winning and order-qualifying criteria-identified by marketing-hat enable products to win orders in the marketplace. This process starts with
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Order Qualifiers and Order Winners for Toyota: Order Qualifiers can be described as aspects of competitiveness where the operation’s performance has to be above a particular level to be considered by the customer. Order Qualifiers may not be the major competitive determinants of success but are important in another way. (Jones‚ Robinson 2007) Order Winning Factors are those things which directly and significantly contribute to wining business. They are regarded by customers as key reasons for purchasing
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the range does not proliferate (see Exhibit 6). It is important at some time to bring to the attention of participants that although the products are of a high specification‚ they tend to cost about the same as an equivalent specification from HP or Dell (see TN/1) Short product life cycles – products tend to be discontinued after 12 to 18 months and replaced with one of a higher specification sold for about the same price as the old one Relatively high
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Order-winners and order qualifiers and its use in the establishment of the relative importance of certain performance objectives. Order winner and order qualifier are criteria defined by managers within their operation strategy plan to gain competitive advantage in the market. These terminologies were first introduced by Professor Terry Hill‚ at The London business school (Encyclopedia of Business‚ 2nd Ed.) and ever since it’s been used as a measuring tool to assure managers about their product
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HKU575 ALI FARHOOMAND DELL: OVERCOMING ROADBLOCKS TO GROWTH You don’t get a big result if you don’t challenge people with big goals. - Kevin Rollins‚ president and CEO‚ Dell1 In spring 2005‚ Dell‚ Inc. (“Dell”)‚ the world’s largest personal computer (PC) maker‚ announced a new goal: to reach US$80 billion in annual sales by 2009. The goal was fairly ambitious for Dell‚ which at the time had revenues of about US$49 billion.2 In an effort to meet its goals‚ Dell had woven together a broad
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Findings Dell started out as a direct seller‚ first using a mail-order system‚ and then taking advantage of the internet to develop an online sales platform. Well before use of the internet went mainstream Dell had begun integrating online order status updates and technical support into their customer-facing operations. By 1997‚ Dell’s internet sales had reached an average of $4 million per day. While most other PCs were sold preconfigured and pre-assembled in retail stores‚ Dell offered superior
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1996 profit margin of 5.1% remains constant‚ profits will fund $405 million of the additional assets. Dell would require additional funding of $315 million. 1996 Profit Margin: Net profit/sales = 272 000 000 / 5 296 000 000 = 5.136% 2) The second liability assumption is that liabilities remain at 1996 sales ratios. With this assumption‚ Dell has excess capital of $217 million. This is consistent with the adjusted sustainable growth calculations
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