...Cisco Systems, Inc. Supply Chain Risk Management Chuck Munson with María Jesús Sáenz and Elena Revilla Vice President, Publisher: Tim Moore Associate Publisher and Director of Marketing: Amy Neidlinger Executive Editor: Jeanne Glasser Levine Operations Specialist: Jodi Kemper Managing Editor: Kristy Hart Senior Project Editor: Betsy Gratner Compositor: Nonie Ratcliff Manufacturing Buyer: Dan Uhrig © 2014 by Chuck Munson Published by Pearson Education, Inc. Publishing as FT Press Upper Saddle River, New Jersey 07458 FT Press offers excellent discounts on this book when ordered in quantity for bulk purchases or special sales. For more information, please contact U.S. Corporate and Government Sales, 1-800-382-3419, corpsales@pearsontechgroup.com. For sales outside the U.S., please contact International Sales at international@pearsoned.com. Company and product names mentioned herein are the trademarks or registered trademarks of their respective owners. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. ISBN-10: 0-13-375744-7 ISBN-13: 978-0-13-375744-6 Pearson Education LTD. Pearson Education Australia PTY, Limited. Pearson Education Singapore, Pte. Ltd. Pearson Education Asia, Ltd. Pearson Education Canada, Ltd. Pearson Educación de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia, Pte. Ltd. Reprinted from The Supply Chain Management Casebook (ISBN: 9780133367232)...
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...Cisco Systems, Inc. Supply Chain Risk Management Chuck Munson with María Jesús Sáenz and Elena Revilla Vice President, Publisher: Tim Moore Associate Publisher and Director of Marketing: Amy Neidlinger Executive Editor: Jeanne Glasser Levine Operations Specialist: Jodi Kemper Managing Editor: Kristy Hart Senior Project Editor: Betsy Gratner Compositor: Nonie Ratcliff Manufacturing Buyer: Dan Uhrig © 2014 by Chuck Munson Published by Pearson Education, Inc. Publishing as FT Press Upper Saddle River, New Jersey 07458 FT Press offers excellent discounts on this book when ordered in quantity for bulk purchases or special sales. For more information, please contact U.S. Corporate and Government Sales, 1-800-382-3419, corpsales@pearsontechgroup.com. For sales outside the U.S., please contact International Sales at international@pearsoned.com. Company and product names mentioned herein are the trademarks or registered trademarks of their respective owners. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. ISBN-10: 0-13-375744-7 ISBN-13: 978-0-13-375744-6 Pearson Education LTD. Pearson Education Australia PTY, Limited. Pearson Education Singapore, Pte. Ltd. Pearson Education Asia, Ltd. Pearson Education Canada, Ltd. Pearson Educación de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia, Pte. Ltd. Reprinted from The Supply Chain Management Casebook (ISBN: 9780133367232) by...
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...Case Study of Cisco Systems, Inc. Nirav Sheth INTB 3354: Introduction of Global Business Professor Alana Aleman April 8, 2015 1. Introduction Leonard Bosack and Sandy Lerner, the married couple who met at Stanford University, founded Cisco in 1984 in San Francisco, California. During Cisco’s founding years at Stanford University, Leonard Bosack, Sandy Lerner, and a few others helped connect hundreds of computers throughout Stanford University on a wired network. They understood that they could take this technology and help other university and business, which helped Cisco grow into the $150 billion networking conglomerate it is today. Cisco multiprotocol router, Cisco’s first major product, was one of a kind package of a group of routers, switches, internetworking and other telecommunication devices that helps a group of computers multitask on a closed network. From here, Cisco’s management created a market where they could sell routers, switches, servers, data centers, and other telecommunication devices and software to help connect the world through electronic devices. Like many other technology companies, there were able to help bring this technology to the rest of the world because their hardware and software did not vary too much throughout different markets. They were able to become truly global and sell their products all over the world to enable billions of people enable them to connect into the digital world. (Boudreau) 2. Problems Cisco first legal problem...
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...| 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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...Ethical Strategy Review of Cisco Systems ethical strategy, what they say, what they do, and how it impacts their stakeholders. 2010 Contents Introduction 3 Background Information 3 Cisco’s Ethical Strategy 6 Stated Ethical Strategy 6 Stakeholder Analysis 9 Employees 9 Customers 13 Government 15 Suppliers 17 Shareholders 18 Communities 20 Institutionalization of Ethics 21 Explicit Components 21 Implicit Components 22 Corporate Environmental Management 23 Environmental Policy 23 Environmental Management Systems (EMS) 24 Crisis Management Policy 25 Overall Evaluations and Conclusions 26 Recommendations 27 Works Cited 29 Appendix 32 Appendix A - Cisco Code of Business Conduct 33 Appendix B - Cisco Ethics Decision Tree 34 Appendix C – Cisco Systems Inc. Board of Directors 35 Appendix D – Cisco CSR Awards and Recognition 36 Appendix E – Cisco’s Supplier Code of Conduct 39 Appendix F – Cisco’s Supplier Ethics Policy 40 Introduction The purpose of this paper is to see how a Cisco integrates their ethical and socially responsible practices into their business. The paper will look at the company background, and history. It will then analyze the ethical strategy of the company by reviewing the stated ethical strategy, statements and documents that support that strategy and how the strategy impacts the major stakeholders of the company. An examination of how Cisco institutionalizes their ethics strategy into the company...
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...area wide. Introduction “Harriet’s Fruit and Chocolate Company was established in 1935 in the Pacific Northwest of the United States to ship gift baskets of locally grown peaches and pears to customers in the United States (Oppenheimer, 2011)” In regards to the physical infrastructure of Harriet’s Fruit and Chocolate Company, my investigation will reveal many important aspects to aid in the planning of the network design. First, I will determine the number of buildings to be used, as well as the distance between them and what equipment they will contain such as wiring closets or computer rooms and the current network devices. Determining the distance will help in the cabling design and wiring as well as the selection of technologies and devices to meet the design goals. My investigation will further reveal any architectural or environmental constraints, such as tall trees within the path that power lines may travel, that will assist in decisions such as whether wireless technologies are feasible as well as if there are any impediments to communications or installation, to include all hazards. Infrastructure architecture consists of the hardware, software, and telecommunications equipment that, when combined, provides the underlying foundation to support an organization’s goals (Baltzan & Philips, 2009). If an organization grows by 50 percent in a single year, its systems must be able to handle a 50 percent growth rate. Systems that cannot...
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...Session 1 MT5006 Jim White Introductions Product Development Overview Break Project Descriptions Team Activity 30 min 45 min 10 min 20 min 60 min PhD in Electrochemistry from UT Austin (1985) IBM: Research and Development (1985 ‐ 1992) 3M (1992 – 2011) ◦ Semiconductors for Solar Energy Conversion ◦ T J Watson Research Center ◦ ◦ ◦ ◦ DFSS Master Black Belt Electronics Business Technical Director for APAC (Shanghai) 3M Taiwan Technical Director (Taiwan) Electronic Solutions Global Technical Director (Singapore) Adjunct Professor NUS Department of Engineering & Technology Management Founded JRW Consulting (www.jrwconsulting.com.sg) (2011) Enjoy distance running, diving, hiking, photography To prepare you for making business decisions, for new businesses, products and services, by providing you with the necessary knowledge and tools. The Basics Technology &Design The Business Sessions 1‐4 Sessions 5‐8 Sessions 9‐13 NPI Systems QFD Intellectual Property Stage Gate Robust Design Business Models Lean NPD Data Analysis Finance Market Assessment Prototyping Value Chain Predictive Engineering Project Management Technology Planning Portfolio Management Customer Engagement We meet every week from 6 – 9 pm. Be on time!! Each week consists of ◦ Quiz or discussion of projects or case studies ◦ Le...
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...Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their...
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...ASSIGNMENT 01 Due Date: Aug-2011 ANALYSING THE EXTERNAL AND INTERNAL ENVIRONMENT OF “DELL” Inc By Group DRIVE (Delegate, Research, Interview, Verify, Execute) |Group members |Student numbers | |1 |HYLTON LUDWIG |73014699 | |2 |GERT LABUSCHAGNE |73030074 | |3 |SAM BALOYI |73019909 | |4 |AVINAASH SINGH |73030090 | |5 |VICTOR MTHOMBENI |71914161 | |6 |SHAWN GORMAN |73026700 | |7 |JACO BIERMAN |73051764 | Contents 1. INTRODUCTION 1 2. ANALYSIS OF THE EXTERNAL ENVIRONMENT USING PESTLE 2 2.1 Political 2 2.2 Economical 2 2.3 Social 3 2.4 Technological 4 2.5 Legal 5 2.6 Environmental 5 3. ANALYSIS OF THE EXTERNAL ENVIRONMENT USING PORTERS 5 FORCES 6 3.1 Threat of New Entrants 6 3.2 Bargaining Power of Customers. 7 3.3 The Threat of Substitute Products 8 3.4 The Bargaining Power of Suppliers 8 3.5 Competitive Rivalry within the Industry 9 4. ANALYSIS OF THE INTERNAL...
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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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...Table of Contents At a glance 2 Company Overview 3 SWOT Analysis 4 Entry Strategies 6 Entry Restrictions8 Political and Cultural Values................................................................................15 Economical Conditions..........................................................................................16 Extrinsic and Intrinsic Motivational and Hygienic Factors..............................17 CSR Programs.......................................................................................................18 Marketing MIX......................................................................................................20 IMC Campaign......................................................................................................28 Contingency Strategies..........................................................................................29 Reference................................................................................................................30 AT A GLANCE Name: Hewlett-Packard Company Type: Public Traded as: NYSE: HPQ S&P 500 Components Industry: Computer hardware Computer software IT services IT consulting Founded: January 1, 1939 Founder(s): Bill Hewlett, Dave Packard Headquarters: Palo Alto, California, United States Area served: Worldwide Key people: Ralph Whitworth (Interim Chairman) ...
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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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...manufactures, the Department of Defense, beverage makers and bottlers, and appliance manufactures. The mission of Riordan Manufacturing focuses in achieving and maintaining reasonable profitability to assure that the financial and human capital is available for sustained growth. Using Six Sigma, leading edge R&D and exceeding ISO 9000 standards, are the attitudes and abilities by which Riordan Manufacturing are defined. Riordan Manufacturing will continue to lead the industry in using polymer materials to provide solutions to meet their customer’s challenges. The responsibility of the Stakeholders for the Riordan Manufacturing Service Request is to utilize the following request from the respective departments and design the best in class system that will rapidly achieve...
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...performance measurements in achieving internal and external process integration. • Understand why it is important to align supply chain strategies with internal process strategies. • List and describe the eight key supply chain processes, and how trading partners integrate these processes. • Discuss a number of the latest trends in the areas of process management and process integration. CHAPTER OUTLINE Introduction Achieving Internal Process Integration Extending Integration to Supply Chain Trading Partners A Look at Trends and Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for Raytheon The Raytheon Company is a major defense contractor; its major customer is the U.S. Department of Defense. Mr. Zack Noshirwani, vice president of integrated supply chain, joined Raytheon in 2001, and prior to his current post served as vice president for operations for both the Air/Missile Defense Systems and for Integrated Defense Systems. Previously, he worked in operations...
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...performance measurements in achieving internal and external process integration. • Understand why it is important to align supply chain strategies with internal process strategies. • List and describe the eight key supply chain processes, and how trading partners integrate these processes. • Discuss a number of the latest trends in the areas of process management and process integration. CHAPTER OUTLINE Introduction Achieving Internal Process Integration Extending Integration to Supply Chain Trading Partners A Look at Trends and Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for Raytheon The Raytheon Company is a major defense contractor; its major customer is the U.S. Department of Defense. Mr. Zack Noshirwani, vice president of integrated supply chain, joined Raytheon in 2001, and prior to his current post served as vice president for operations for both the Air/Missile Defense Systems and for Integrated Defense Systems. Previously, he worked in operations...
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