...Apple Manufacturing: Should More Apple Products Say “Assembled in the USA”? Production and Operations Management, BUS 5461 Abstract Apple, Inc. is a $170B global corporation that designs, markets and sells consumer electronic products such as the iPhone, iPad, and the Mac computer. Apple has structured their manufacturing and supply chain processes to take advantage of China’s cheap and plentiful labor. However, Apple has made an innovative decision to have the new ultra high-end Mac Pro partially manufactured and assembled in the US. This report includes research and analysis on the benefits available to Apple by expanding production in the US. Recommendations are presented that will help ensure apple succeeds in moving production to the US, and help reduce the risks Apple faces as a global corporation. Tables of Contents Chapter I – An Introductory Look at Apple, Inc………………………………………. 5-6 Chapter II – The Issues Facing Apple…………………………………. ……………… 6-8 Chapter III – Analysis: A Closer Look into Apple..…………………………………… 8-15 Chapter IV – Recommendations..……………………………………………………… 15-20 Chapter V – Summary ……………………….………………………………………… 20-22 References……………………………………………………………………………… 23-26 List of Figures Figure 1:Average Hourly Compensation Costs in Manufacturing, U.S. Dollars, 2002-2009….....9 Figure 2: Average Hourly Compensation Costs in Manufacturing, U.S. Dollars, 2002-2009……9 ...
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...Contracts: The Success of Apple. Aaron Wood Ottawa University * Introduction For decades, the application of organizational behavior theories to business management has been an ongoing process of discovery and innovative thinking. Concepts like evidence based management (McShane, 2013) and psychological contracts (Braekkan & Tunheim, 2013) are being employed in some of the world’s leading corporations. For the purpose of this paper, the synthesis of material into conceptual application will be applied to a single corporate entity. By choosing a company with global interests who continues to espouse very personal, individual based value perspectives, Apple is a good representational fit. This paper will highlight not only how Apple in some cases is using these concepts successfully in the market place, but also ways in which their former CEO failed miserably in utilization of these concepts while achieving enormous corporate success. This paper will also look to Apple’s future and how study of these theories along with others may be further developed. Multiple references from a wide array of media sources and fields of study have been researched to show the breadth of Apple’s stakeholder and business positioning strategies from the earliest days up to resources compiled as late as November 2013. As the development of information threads lead to fields like manufacturing, education, supply chains, demography, and even social-psychology; some of the sources revealed...
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...communications and information technology corporation (originally a paper production plant) that is headquartered in Espoo, Finland. Its principal products are mobile telephones and portable IT devices. It also offers Internet services including applications, games, music, media and messaging, and free-of-charge digital map information and navigation services through its wholly owned subsidiary Navteq. Nokia owns a company named Nokia Solutions and Networks, which provides telecommunications network equipment and services. As of 2012, Nokia employs 101,982 people across 120 countries, conducts sales in more than 150 countries, and reports annual revenues of around €30 billion. By 2012, it was the world's second-largest mobile phone maker in terms of unit sales (after Samsung), with a global market share of 18.0% in the fourth quarter of that year. Now, Nokia only have 3 per cent market share in smart phones. They lost 40 per cent of their revenue in mobile phones in Q2 2013. Nokia is a public limited-liability company listed on the Helsinki Stock Exchange and New York Stock Exchange. It is the world's 274th-largest company measured by 2013 revenues according to the Fortune Global 500. Nokia was the world's largest vendor of mobile phones from 1998 to 2012. However, over the past five years its market share declined as a result of the growing use of touch screen smart phones from other vendors—principally the iPhone, by Apple, and devices running on Android, an operating system created by...
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...purpose of this chapter is to introduce the student to a variety of strategic issues that arise in the manufacturing function of the firm. Key Points 1. Manufacturing matters. This writer contends that the loss of the manufacturing base in the U.S. economy is not healthy and will eventually lead to an overall loss in the standard of living and quality of life in this country. It counters the argument that our evolution into a service economy is a natural and healthy thing. 2. Strategic dimensions. Along with cost and/or product differentiation, other dimensions along which firms distinguish themselves include (a) quality, (b) delivery speed, (c) delivery reliability, and (d) flexibility. 3. Classical view. The classical literature on manufacturing strategy indicates that strategy should be viewed in relation to one or more of the following issues: (a) time horizon, (b) focus, (c) evaluation, and (d) consistency. 4. Global competition. How do we measure our success and economic health on a global scale? One way is to examine classical measures of relative economic strength, which include (a) balance of trade, (b) share of world exports, (c) creation of jobs, and (d) cost of labor. However, such macro measures do not adequately explain why certain countries dominate certain industries. National competitive advantage is a consequence of several factors (factor conditions, demand conditions, related and supporting industries, firm strategy structure, and rivalry), although productivity...
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...States, and the need for structural reforms to achieve more sustainable patterns of growth in future years. This paper argues that reductions in external imbalances suggest that some restructuring has occurred. However, a more detailed examination of economic developments within each country offers less basis for optimism. China has experienced a large appreciation of its real exchange rate and an external surplus less than half that of the years preceding the global recession. However, the domestic counterpart has been even-higher rates of investment as opposed to lower rates of saving and a more sustainable growth of public and private consumption. For the United States, a reduction in the external deficit has been associated with an extreme contraction of domestic investment rather than increased saving. It is noteworthy that the economic trade between the two countries has become even more unbalanced than in the years before the recession, and the bilateral deficit now accounts for two-thirds of the U.S. global current account deficit. The concluding section argues that further reduction in the trade deficit through the expansion of U.S. exporting capabilities is critical to its future performance. The section discusses policy changes that would slow the process of shifting production facilities out of the United States and promote improved export competitiveness. Those measures include further devaluation of the dollar, reform of corporate taxation, and increased investments...
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...duplicate: superior overall manufacturing capability. For a long time, however, many of these companies have systematically neglected their manufacturing organizations. Now, as the cost of that neglect grows ever clearer, they are not finding it easy to rebuild their lost excellence in production. In most of these companies, the bulk of their labor force and assets are tied to the manufacturing function. The attitudes, expectations, and traditions that have developed over time in and around that function will be difficult to change. Companies cannot atone for years of neglect simply by throwing large chunks of investment dollars at the problem. Indeed, it normally takes several years of disciplined effort to transform manufacturing weakness into strength. In fact, it can take several years for a company to break the habit of “working around” the limitations of a manufacturing operation and to look on it as a source of competitive advantage. In practice, of course, the challenge for managers is The past several years have witnessed a growing awareness among American managers of the central importance to competitive success of first-rate competence in the work of production. At the top of many corporate agendas now rests the...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...Notes on The World is Flat (Friedman, 2006) Summary and excerpts from Thomas Friedman’s The World is Flat (2006) by Bill Altermatt CHAPTER 2: THE TEN FORCES THAT FLATTENED THE WORLD page 1 What Tom Friedman means by the phrase “The World is Flat” is that “the global competitive playing field is being leveled…It is now possible for more people than ever to collaborate and compete in real time with more other people on more different kinds of work from more different corners of the planet and on a more equal footing than at any previous time in the history of the world” (p. 8). Friedman believes that this “flattening” of the world is the result of ten factors, which he outlines in chapter 2 of his book: Flattener #1: “11/9/89, The New Age of Creativity: When the Walls Came Down and the Windows Went Up.” On 11/9/89, the Berlin Wall fell (“the Walls Came Down”) and the citizens of the former Soviet empire were suddenly able to participate in the global economy. Friedman uses the fall of the Berlin Wall as a symbol for a general global shift towards democratic governments and free-market economies (where consumers determine prices based on what they’re willing to pay) and away from authoritarian governments and centrally planned economies (in which prices are set by government officials). India made the conversion from a centrally planned economy to a free-market system two years after the Berlin Wall fell, when its economy was on the brink of collapse. Their annual rate of India’s...
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...of higher education By Tom Ross, 3.15.15 This is adapted from remarks given at the National Public Affairs Forum in Raleigh last week: America is losing her way with regard to higher education. We seem to have forgotten the real value of higher education – both to our economy and to our society. We have become too focused on metrics, return on investment and job preparation. I am not suggesting these are unimportant. Rather, I would remind us that higher education offers many other – and I contend greater – benefits to our nation and its citizens and communities. Universities have long been known and respected as places of ideas and debate, of big discoveries and bigger dreams. It is within our universities that we have tackled some of our most perplexing problems and found solutions to them. It is on our campuses that generations of students have learned how to think for themselves and how to work collaboratively with others. Our universities have been places where ideas and dreams are converted to life-changing discoveries, and where our leaders of tomorrow are developed. Since the dawn of our nation, our universities have been at the center of our civil society and our search for excellence. We increasingly view our colleges and universities as nothing more than factories that must demonstrate an immediate return on investment for consumers. Places that only train people for the workforce. We hear constant calls to drive out costs and produce more product at less...
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...The change in leadership led to changes in the internal environment and marketing strategies. (CI #2) ECONOMIC: Domestic Market Apple (iOS capable) phones are losing market share to Android capable phones. (CI #3) EXTERNAL ENVIRONMENT: Foreign Markets The Apple Corporation is criticized for manufacture issues and the lack of ability to acquire market share from foreign competitors overseas. (CI #4) SOCIAL ENVIRONMENT: Technological The Apple Corporation constantly faces criticism for various technological and security issues. I. CURRENT SITUATION A. CURRENT PERFORMANCE 2013 was a rough year for the Apple Corporation, closing the fiscal year down 29.1%. Despite the record breaking release of the iPhone 5S and 5C and a total revenue of $170 Billion, up 9.55%, net income was only $37 Billion, down 11.25% from the previous year. The Apple Corporation’s market share in smartphones was only 12.9% and 18% in application downloads. The Apple Corporation controls only a relatively small section of the computer market, but its market share has grown with the decrease in sale of windows machines. B. STRATEGIC POSTURE 1. Mission a. As of 2013: “Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and is defining the future of mobile media and computing...
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...NASDAQ before transferring its stock to the New York Stock Exchange in 1997. Today, the company’s corporate headquarters are located in California in the city of Poway. As a major supplier of personal computers and related products and services, Gateway Inc. is a firm currently competing in the computer manufacturing industry along with Dell, Hewlett-Packard, IBM, Toshiba, Apple, and others. It does not only manufacture PCs and laptops, the company also offers servers, workstations, an assortment of computer accessories (monitors, printers, software, memory, etc.), and a line of digital electronics. Gateway Inc. has a broad target market. It consists of small to large business, government and educational institutions, and home and home office. It sells its products nationally through a number distribution channels, including its Website, telephone call centers, and retail stores. The company’s mission is “to be the leading integrator of personalized technology solutions,” by “improving the quality of life through technology,” via “leadership, Innovation, Caring, Honesty, Discipline and Focus.” Why Gateway? Since I was a child I have been attracted to the mechanics behind every toy I was given to play with. This curiosity developed into a hobby as electronic components, computers, and other gadgets have become my toys. As a college student I would like for this hobby to evolve into a career by one day working for a...
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...thomas a . meyer How Great companies Get Started in terrible times Innovate! Innovate! How Great Companies Get Started in Terrible Times THOMAS A. MEYER John Wiley & Sons, Inc. Copyright © 2010 by Thomas A. Meyer. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose...
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...An Integrated Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy (Chapter 9) Strategy in Action Features A Strategic Shift at Microsoft (Chapter 1) ● The Agency Problem at Tyco (Chapter 2) ● Circumventing Entry Barriers into the Soft Drink Industry (Chapter 3) ● Learning Effects in Cardiac Surgery (Chapter 4) ● How to Make Money in the Vacuum Tube Business (Chapter 5) ● The Evolution of Strategy at Procter & Gamble (Chapter 6) ● Diversification at 3M: Leveraging Technology (Chapter 7) ● News Corp’s Successful Acquisition Strategy (Chapter 8) ● How to Flatten and Decentralize Structure (Chapter 9) Practicing Strategic Management Application-based activities intended to get your students thinking beyond the book. Small-Group Exercises Short experiential exercises that ask students to coordinate and collaborate on group work focused on an aspect of strategic management. Exploring the Web Internet exercises that require students to explore company websites and answer chapter-related questions. Designing a Planning System (Chapter 1) Evaluating...
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...Business Research Project: Butterfly effect of Japan´s disaster on global production Professor: Dr. Corrine Young Prepared by: Team 6 Alonzo, Marie Francoise Arango, Luisa Fernanda Darbinyan, Mkrtich Parparcén, Luis Felipe Salas, Ana Karina Solano, Pablo May 28th, 2011 INDEX Content Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain b. Economical impact of the Japanese Disaster 2- Impact on global production in important industries a. Automobile Industry i. Toyota b. Electronics Industry 3- Collateral impacts of the disaster a. Increase in electricity costs b. Explanation of why the yen is so strong. i. Supply Chain ii. Cheap Investment iii. GDP Impact iv. Export Economy v. Currency vi. Monetary Policy 4- Innovation in supply Chain and the Disaster in Japan a. The Top 10 Supply Chain Innovations from 1880-1990 (1) b. Supply Chain Innovation c. Supply Chain Innovation - Environment d. Long-Term Disarray after Japan Disaster Conclusions Bibliography Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain Japan is an island nation located at the East of...
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...International Business Research Project: Butterfly effect of Japan´s disaster on global production Professor: XXXXXXX Prepared by: Team X May 28th, 2011 INDEX Content Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain b. Economical impact of the Japanese Disaster 2- Impact on global production in important industries a. Automobile Industry i. Toyota b. Electronics Industry 3- Collateral impacts of the disaster a. Increase in electricity costs b. Explanation of why the yen is so strong. i. Supply Chain ii. Cheap Investment iii. GDP Impact iv. Export Economy v. Currency vi. Monetary Policy 4- Innovation in supply Chain and the Disaster in Japan a. The Top 10 Supply Chain Innovations from 1880-1990 (1) b. Supply Chain Innovation c. Supply Chain Innovation - Environment d. Long-Term Disarray after Japan Disaster Conclusions Bibliography Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain Japan is an island nation located at the East of Asia, in the Pacific Ocean. Its currency of legal course is the YEN (¥). Japan has the tenth largest populations in the...
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