Project

SCMTProjectQuestions:1.Inwhatwayisauniversalpowersupplyapostponementstrategy?2.Whatarethecostsandbenefitsofauniversalpowersupply(feelfreetomakeassumptions)?3.Howwouldsuchcostsandbenefitsbedifferentovertheproductlifecycle?4.Besidesdecidingonauniversalpowersupply,whatotheroperationalimprovementscanyousuggesttoHPBoise?5.Whatwouldbeyourrecommendationsabouttheadoptionofauniversalpowersupply?6.Describethevariousstagesanddifferentflowsinthesupplychain.7.Identifythecyclesinthesupplychainandthelocationofthepush-pullboundary.8.Describethecompetitivestrategyadoptedbythecompany.Whatarethekeycustomerneedsthatthecompanyaimstofulfil?9.Describehowthecompanycouldmakeuseofinventory,transportation,facilitiesorinformationtoimpacttheresponsiveness/efficiencyofitssupplychain.10.Describeanappropriatedistributionnetworkthatthecompanyshouldadopt.1&8,2&3,4&5,6&7,9&10是有些相关的问题，我们可以按这个来选择。GLMProjectTasks:案例参考LingnanMBACenterLingnan(University)College,SunYat-senUniversityCaseOverviewTheHewlett-PackardManagersfromeachdepartmenthadameetingtodiscussaboutwhetherusingauniversalpowersupplyforthenextgenerationofnetworklaserprintercalled“Rainbow”isbeneficialornot.Theyhavetheauthoritytomakethedecisionwhilestrongjustificationshouldbeprovidedtodefendtheirproposal.HPisdevelopingitsnewgenerationnetworkprinterwhileithasbeenstrugglingfrom3mainissues–ThepowerspecificationfortheprinterisdifferentinNorthAmerican(110volt)andEuropean(220volt).ThisdifferencesbringsabigchallengeinHP’smarketforecastingandthesubsequentstockoutandtransshipmentbetweenregrions;HPneedstoprovidethespecificationstoitsmajorpartnerinJapanatleast14weeksaheadduetotheabovementioneddifferentpowerstandardissue;Thespecificationreadinesstimecanbepostponedfor2monthsifauniversalpowersupplyisused,howeveranextracostof$30foreachprinterwillbeneeded.CaseQuestions1.Inwhatwayisauniversalpowersupplyapostponementstrategy?HPhastwospecificationsforitsprinters,110-voltsforNorthAmericanregionand220-voltsforEuropeanregion.Oneofthecrucialpartoftheprinterisengine.ItisbuiltbyoneofHP’smanufacturingpartnerinJapanwhoneedsthespecification14weeksinorderprepareforproduction.Howeverproductionperiodonlytakesfourweeks.ThedilemmaisthatshouldHPweretodevelopuniversalpowersupply,itcanhavetheflexibilityofpostponingthespecificationrequirementtoitspartnerby2months.Ontheotherhand,shouldtheuniversalpowersupplystrategyisimplemented,HPcanrespondthedemandintheindividualmarketbyoptimizingisinventoryandreducingitsindirectcostthathitsisSG&A.2.Whatarethecostsandbenefitsofauniversalpowersupply(feelfreetomakeassumptions)?Costs:A.IfHPincorporatetheuniversalpowersupplyandsell450,000unitsofRainbow,itwillcostthecompanyapproximately$13.5millioninadditionalmaterialcosts(anextracostof$30foreachprinter).B.Ifthe$30extracostiseventuallypassedthroughtocustomer,theincreaseinpricebymayalsoreducerevenue(sale).C.Sincealltheprintersassemblywillheavilydependononesinglepowersupplyaccessorywhichissuppliedbyonlyonesupplier,anydesigndefect(orevenglobalrecall)mayneedtoasalesandreputationdisaster.Benefits:A.Avoidcostofstockoutduetotheswitchingtoanotherbrandofcustomers.SwitchingtoanotherbrandmeansthatHPmightloseitscustomersforoverthreeorfourgenerationofprinteraswellastherevenuefromsellinginkcartridges.Assumethatwithoutuniversalpowersupply-Productlifecycle:18months;Monthlysales:25,000units.Totalsales=450,000Ifthereare20%ofgoodsneededtobetransshippedandthenreconfiguredbetweenDCsduetoincorrectmarketforecast.Theextracostwillbe:450,000*20%*($75shippingcost+$250reconfigurationcost)=$29,250,000Withuniversalpowersupply–Theforecastingimprovedsothatonly10%ofgoodsneededtobetransshippedandthenreconfiguredbetweenDCs,theextracostwillbe$450,000*$30+$450,000*10%*$75=$16,875,000TheextracostofwithuniversalpowersupplyisSMALLERthanwithoutit.A.Withuniversalpowersupply,ideallyHPnolongerneedstodevelopdemandforecastforeachmarket.Itonlyneedstogenerateestimatedworldwideproductdemandfourmonthsahead.B.AllowHPtobetterforecastdemandasawhole,whichismoreaccurate.Consequently,itreducesinventorybuildupissue.C.FlexibletorespondtocustomerordersothatHPcanincreaseservicelevel.3.Howwouldsuchcostsandbenefitsbedifferentovertheproductlifecycle?Overtheproductlifecycle,bothcostandbenefitaredifferent.Overtheproductlifecycle,bothcostsandbenefitsaredifferent.Atthebeginninglifecycle(ramp-up)ofproduct,thecostofstockoutwouldbehighbecauseforeveryorderlostwouldnotonlyresultinlostinrevenuebutalsofuturerevenue.Thetheoryisthecustomerstendtobuysimilarproductand/orbrandtokeepconsistency.Inaddition,ittakesoverfourlifecycleofproductbeforethatcustomerreturnstoHP.Atthematuritystage,theextracost,althoughverysmall,canbearealdisadvantagebecauseduringthisperiod,themarketbecomesverycompetitiveandmanyplayersenterthesamefieldcausingpricetodrop.Customersalsobecomemoreprice-sensitive.However,thebenefitofbetterforecastingdemandssignificantlyhelpslowerthelevelofinventory.Attheendinglifecycle,costofstockoutsislowerthancomparedtoatbeginningbecausethereislessfearoflosingfuturesale.4.Besidesdecidingonauniversalpowersupply,whatotheroperationalimprovementscanyousuggesttoHPBoise?OneofthesuggestionsHPshouldconsiderisimprovingforecastingabilitytoensureappropriatedemandismetinallsectorwhileoptimizinginventorylevel.Inaddition,HPshouldalsolookintocreatingsimilarstandardizationofpowersupplyinotherproductofferingsuchasworkstationsandservers.ItisalsopossiblethatHPcanconsolidateallpowersupply(forservers,workstationsandprinters)toitsmanufacturingpartnerinlowcostcountry.Theideaistoconsolidateandstandardizewhichintheorycreatesefficiency,andoptimizealllevelofcostincludinginventory.5.Whatwouldbeyourrecommendationsabouttheadoptionofauniversalpowersupply?Inlookingatthisissuefromallperspective,IwouldrecommendHPtoadoptuniversalpowersupplyasthepotentialbenefitsoutweighthecosts.Fromoneperspective,$30increasesinproductthatsalefor$1000whichisonly3%.This3%increasewilleliminatealotofmarketing,manufacturing,forecasting,andlogisticalproblemthatHPisspendingmillionseachyear.Ibelievethatbyspending3%moreupfrontwillhavebetterbottomlineeffectinend.Nottomention,itwillalsoaddvaluetocustomerinsenseHPmaybetheonlycompanythatoffersuniversalpowersupply.