...| Case Study on Cisco Systems, Inc | Continuous Assessment | Global Supply Chain Management | | | Table of Contents Table of Figures 3 Question 1. Using an appropriate operations framework outline the challenges/risks faced by Cisco in introducing a new product. 3 Question 2. What are the general operational / supply chain issues in using a Chinese supplier 6 Question 3. Identify and briefly explain the specific risks / rewards in selecting Foxconn as a key subcontractor. 9 Question 4. Recommend, detail and justify operational and supply chain strategies for Cisco. 11 Question 5. Research and reference Cisco's subsequent actions using publically available material and comment briefly 13 Appendices 16 Appendix A 16 Appendix B 17 Appendix C 18 References 20 Project Diary: 26 Table of Figures Figure 2.1 Chinese Traditional Values (Jin et al., 2013). 17 Figure 2.2 Global Rate, Labour and Freight (Kumar et al., 2009). 18 Figure 4.1 Competitive Advantages. (Christopher, M., & Peck, H, 2003)…………...….….....18 Question 1. Using an appropriate operations framework outline the challenges/risks faced by Cisco in introducing a new product. Erhun, Gonclaves and Hopman (2007) state that risk during new product introduction (NPI) process can stem from either an internal or external source, and more critically from either a supply or a demand prospective. The challenge for Cisco during the NPI phase is to utilise an operational framework...
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...fundamental perspectives in strategic management and global strategy, and (3) the interdependence of strategy formulation and implementation. The topics and concepts covered in each block are outlined below, and detail on your assignments are provided in the following pages. An integral part of the class will be the application of what you have learned throughout the program in an independent final project on your firm. Week One (Jan 12 & 13) Concepts S1-Friday: Intro and Amgen Case S2-Saturday: Jeffrey Immelt Case Week Two (Jan 26 & 27) S3-Friday: IBP Case S4-Saturday Copeland-Bain Case Week Three (Feb 9 & 10) S5-Friday: Millennium (A) Case S6-Saturday: Wendy Simpson Case Week Four (Feb 23 & 24) S7-Friday: Masco & Household Furnishings Cases S8-Saturday: Cisco & Grand Junction Cases Week Five (Mar 9 & 10) S9-Friday: Cross-cultural simulation S10-Saturday: Dennis Hightower Case Grading: 55% Group Case Projects, 30% Individual written project, 15% Contribution. Text: Carpenter & Sanders. 2007. Strategic Management: A Dynamic Perspective + Cases. Data Sheet |Date |Cases |In Packet? | |Jan 12 |Amgen: Planning the Unplannable (HBS 9-492-052)...
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...[pic] 1. INTRODUCTION In 1967, Ford’s UK and its European operations united to form Ford Europe, to give a strong regional identification. Over the following two decades Ford Europe performed well and in the 1980’s, its profitability helped sustain losses being sustained in the US market. After this Ford Europe began to struggle from 1992-2000 where losses had accumulated to $2.6 milliard. (Donnelly& Morris, 2003) In 1992, Ford Europe had been "slaughtered" by recent wild currency fluctuations that had torpedoed consumer demand in key markets such as Britain, Spain and Italy. The strength of Germany's mark had made Ford's products, even more expensive in those countries. (New York Times, 1992) Furthermore, by the mid -1990s, the European car market was in a state of virtual saturation with an annual growth rate of only 2 percent. Matters were made worse by heavy competition from both the Japanese imports as well as from vehicles produced in Japanese transplant factories within Europe as they focused on niche and hybrid models. Ford’s own specific difficulties were deep rooted and could be traced back to poor model development, excess capacity, failure in recognizing new market segments and inefficient cost control. As such recovery was slow and it was not until the late 1990s that Ford was again able to reach and surpass the level it had first hit 10 years previously. (Donnelly& Morris, 2003) ...
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...college credit by training with Corporate America. The program’s intent is to allow officers to spend a year outside their traditional career paths to glean the best of change, innovation, and leading-edge business practices that could potentially transform DoD business and operational practices. To date, 65 corporate fellows have gone on to form a cadre of Service leaders, knowledgeable in the organizational and operational opportunities made possible by revolutionary changes in information and other technologies. To prepare for the fellowship, the fellows spend four weeks in training. Specifically, participating in lectures on current political and military topics such as strategies, technologies, and process improvement methodologies; meeting with senior DoD officials, Congressional delegates, business executives, etc; as well as taking part in a one-week graduate-level business overview provided by the University of Virginia’s Darden Graduate School of Business Administration. Following the fellows’ corporate assignment, formal outbriefs are provided to approximately forty senior leaders across OSD and the Services regarding their observations and recommendations. Traditionally, these outbriefs include sessions with the Secretary, Deputy Secretary, Service Secretaries and Chiefs, as well as other senior officials. As a member of the 2004-2005 SDCFP, it was an honor and pleasure to be assigned at Cisco Systems in San Jose, CA. Without exception, the men and women...
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...Chapter 1 Basic Concepts Mergers and acquisitions represent the ultimate in change for a business. No other event is more difficult, challenging, or chaotic as a merger and acquisition. It is imperative that everyone involved in the process has a clear understanding of how the process works. Hopefully this short course will provide you with a better appreciation of what is involved. You might be asking yourself, why do I need to learn the merger and acquisition (M & A) process? Well for starters, mergers and acquisitions are now a normal way of life within the business world. In today's global, competitive environment, mergers are sometimes the only means for long-term survival. In other cases, such as Cisco Systems, mergers are a strategic component for generating long-term growth. Additionally, many entrepreneurs no longer build companies for the long-term; they build companies for the short-term, hoping to sell the company for huge profits. In her book The Art of Merger and Acquisition Integration, Alexandra Reed Lajoux puts it best: Virtually every major company in the United States today has experienced a major acquisition at some point in history. And at any given time, thousands of these...
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...STRATEGIC MANAGEMENT UNIT- I STRATEGY AND PROCESS 9 Conceptual framework for strategic management, the Concept of Strategy and the Strategy Formation Process – Stakeholders in business – Vision, Mission and Purpose – Business definition, Objectives and Goals - Corporate Governance and Social responsibility-case study. Concept, Meaning, Definition: Strategy is the determination of the long-term goals and objectives of an enterprise and the adoption of the courses of action and the allocation of resources necessary for carrying out these goals. Strategy is management’s game plan for strengthening the organization’s position, pleasing customers, and achieving performance targets. Types of strategy Strategy can be formulated on three different levels: • corporate level • business unit level • functional or departmental level. [pic] Corporate Level Strategy Corporate level strategy fundamentally is concerned with the selection of businesses in which the company should compete and with the development and coordination of that portfolio of businesses. Corporate level strategy is concerned with: • Reach - defining the issues that are corporate responsibilities; these might include identifying the overall goals of the corporation, the types of businesses in which the corporation should be involved, and the way in which businesses will be integrated and managed...
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...H. Evans, CPA, CMA, CFM Basic Concepts Mergers and acquisitions represent the ultimate in change for a business. No other event is more difficult, challenging, or chaotic as a merger and acquisition. It is imperative that everyone involved in the process has a clear understanding of how the process works. Hopefully this short course will provide you with a better appreciation of what is involved. You might be asking yourself, why do I need to learn the merger and acquisition (M & A) process? Well for starters, mergers and acquisitions are now a normal way of life within the business world. In today's global, competitive environment, mergers are sometimes the only means for long-term survival. In other cases, such as Cisco Systems, mergers are a strategic component for generating long-term growth. Additionally, many entrepreneurs no longer build companies for the long-term; they build companies for the short-term, hoping to sell the company for huge profits. In her book The Art of Merger and Acquisition Integration, Alexandra Reed Lajoux puts it best: Virtually every major company in the United States today has experienced a major acquisition at some point in history. And at any given time, thousands of these companies are adjusting to post-merger reality. For example, so far in the decade of the 1990's (through June 1997), 96,020 companies have come under new ownership worldwide in deals worth a total of $ 3.9 trillion - and that's just counting acquisitions valued at $ 5...
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...supply_chain_strategy All questions are compulsory CASE I LAUNCHING CPFR AT TEXAN FOODS: IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND TECHNOLOGIES Introduction Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program...
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...Cisco Systems, Inc. 2011 Annual Report Annual Report 2011 Letter to Shareholders To Our Shareholders, Fiscal 2011 was one of the most transformative years we have seen at Cisco. We prioritized, simplified, and took action to drive Cisco’s continued market leadership. We aggressively changed the way we do business to become a faster and more agile partner, with the goal continuing to be to increase our ability to deliver unique value to our shareholders, customers, partners, and employees. Throughout our transformation, we continued to execute as we grew fiscal year revenue to over $43 billion. More importantly, we laid the groundwork needed to position Cisco for the next stage of growth and profitability. We believe the network will continue to grow in importance and could become our customers’ most strategic information technology (IT) asset. We will continue to develop technologies, services, and software platforms that enable our customers to leverage the network to solve their greatest business challenges, which in turn will drive, in our view, greater customer and shareholder value for Cisco and also solidify our leadership position in an ever-evolving networkcentric world. In this current environment, we are fortunate to be a company built on a number of tremendous strengths. From a technology standpoint, innovation and customer support have remained Cisco hallmarks, and we have built the most trusted brand in networking, as evident by our continuing market leadership...
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...CASE I supply_chain_strategy LAUNCHING CPFR AT TEXAN FOODS: IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND TECHNOLOGIES Introduction Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program had delivered for the 34 SKUs that...
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...MISSION STATEMENTS OF SOCIALLY RESPONSIBLE FIRMS: A CONTENT ANALYSIS Refika BAKO LU Marmara University, Turkey Bige A KUN Marmara University, Turkey ABSTRACT A well-designed mission statement is essential for formulating, implementing and evaluating business strategy. However the role of the mission statement in the strategic management of business firms has not been sufficiently highlighted in the research literature. The importance of mission statements to the effective strategic management of business organizations is well documented in the literature but it is quite surprising that minimal attention has been paid to the role of mission statements of socially responsible organizations. This paper attempts to fill this gap in the literature. It focuses on the socially responsible firms, which are listed in the Business Ethics' 100 Best Corporate Citizens Index, by selecting the firms whose mission statements could be seen clearly from their corporate websites. The mission statements are then analyzed to determine their components and the differences between the firms. Keywords: Mission Statement, social responsibility, content analysis It becomes apparent when appraising the some definitions of the mission concept is regarded as multidimensional concept by virtually all authors. Further, variations in conceptualization and the specific words used notwithstanding, it is possible to identify common elements that underlie most definitions of the concept. In contemporary...
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...Budget 18 Phase I Deployment 18 Phase II Deployment 19 References 21 Abstract The aim of the Rubha Reidh internet project is to construct a robust computer network to encompass the whole lighthouse area using a high speed and reliable internet connection. This has been determined as mesh networking technology. This network will deliver access to email, Web pages, and internet resources for users in the lighthouse area, using both laptops and desktops, as well as mobile devices with connectivity capability. By leveraging the usage of robust and inexpensive wireless network technology, this plan will substantially decrease expenditures for ensuring internet connectivity for the whole lighthouse area, as well as allow better elasticity in planning and expansion. Rubha Reidh is an automated lighthouse that is located in the Scottish remote western coast. Its remoteness stems from the fact that its nearest neighbour is Melvaig (an Inn and campsite) while the nearest business centre with the semblance of a shop is located 20 kilometres away, at Gairlock. It also acts as a bed and breakfast that offers guesthouse holiday services for visitors. Despite its claim to modern convenience away from civilisation, the lighthouse does not provide its guests with internet access. This is a significant negative point against the...
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...Leadership 10 Teams 11 Monitoring progress 13 Project closure 14 Outsourcing 12 Modern Project Management What Is a Project? The Importance of Project Management Project Management Today—An Integrative Approach Summary Text Overview 2 16 17 Agile PM 18 Career p aths Lar03342_ch01_002-021.indd Page 3 1/27/10 2:04:02 PM f-500 /Users/f-500/Desktop/28-12-09/MHBR120:ARENS:PRINTER CRX All of mankind’s greatest accomplishments—from building the great pyramids to discovering a cure for polio to putting a man on the moon—began as a project. This is a good time to be reading a book about project management. Business leaders and experts have proclaimed that project management is a strategic imperative. Project management provides people with a powerful set of tools that improves their ability to plan, implement, and manage activities to accomplish specific organizational objectives. But project management is more than just a set of tools; it is a results-oriented management style that places a premium on building collaborative relationships among a diverse cast of characters. Exciting opportunities await people skilled in project management. The project approach has long been the style of doing business in the construction industry, U.S. Department of Defense contracts, and Hollywood as well as big consulting firms. Now project management has spread to all avenues of work. Today,...
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...Managerial Accounting: Chapter 1: Managerial Accounting: An Overview - This chapter explains why managerial accounting is important to the future careers of all business students. It answers three questions: (1) What is managerial accounting? (2) Why does managerial accounting matter to your career? (3) What skills do managers need to succeed? It also discusses the importance of ethics in business and corporate social responsibility. □ What is Managerial Accounting? | Financial Accounting | Managerial Accounting | 1. Users | External persons whomake financial decisions | Managers who plan for and control an organization | 2. Time focus | Historical perspective | Future emphasis | 3. Verifiability versus relevance | Emphasis on objectivity and verifiability | Emphasis on Relevance | 4. Precision versus timelines | Emphasis on precision | Emphasis on timeliness | 5. Subject | Primary focus is on companywide reports | Focus on Segment reports | 6. Rules | Must follow GAAP / IFRS | Not bound by GAAP / IFRS | 7. Requirement | Mandatory for external reports | Not Mandatory | There are seven key differences between financial accounting and managerial accounting: 1. Users: Financial accounting reports are prepared for external parties, whereas managerial accounting reports are prepared for internal users. 2. Emphasis on the future: Financial accounting summarizes past transactions. Managerial accounting has a strong future orientation. 3. Relevance...
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...CHAPTER 5 – BUSINESS LEVEL STRATEGY Business level strategy – an action plan the firm develops to describe how it will compete in its chosen industy or market segment – how it will compete on a day to day basis – purpose is to create value for target customers in an area more than anyone else, most effective when everyone understands it (clear, specific statement of value) and it is implemented with zeal and efficiency. It is a function of the basic of competitive advantage (in cost or performance characteristics/uniqueness) and competitive scope (breadth of target market it wishes to serve) Types: 1. Cost leadership – broad, large share of market segment – action plan to produce goods/services at the lowest cost, standardized products appeal to the “average” consumer – must keep primary and support activities such as production, distribution, service costs low a. usually firms have well established economies of scale – continuously improving efficiencies in operations etc. to drive costs lower and lower – difficult for potential entrants b. Also usually have strong engineering skills, efficient manufacturing processes, access to cheap RMs, and performance evaluation systems that reward employees based on quantity of output c. Outperforming in the value-chain d. Low profit margins – often difficult to compete on the basis of price e. Careful of the bargaining power of buyers (buy a large amount of output) and suppliers (supply a large...
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