...1. Introduction: Leitax is a large digital camera manufacturer and it was the seventh largest player in the field of digital camera business in 2004. It is headquartered in Memphis, Tennesse, U.S.A and made a revenue of $423 million in 2002. Leitax was a subsidiary of Newplex, a $22 Billion print, imaging and a consumer electronics company. Leitax was started owing to the large boom period witnessed in the digital camera market in the early 2000’s. It was to become a company that focused on manufacturing and selling of digital cameras in the different geographical regions of the U.S and in the world namely Europe, Middle East and Africa (EMEA) and the Asia Pacific Region (APAC). Leitax was able to sell its cameras through retailers such as Best Buy, CompUSA and Circuit City in U.S.A , Carrefour in Latin America and other retailers in Europe and Asia. In addition to the respected Directors already employed, Leitax further employed Sales Directors to control operations in the Latin American and Canadian regions. Leitax maintained Distribution Centres (DC’s) in Little Rock & Arkansas in the U.S, Amsterdam-Holland in Europe and Hong Kong- China. Manufacturing was undertaken in the plants located in Mexico, Chile and China and then were shipped to the DC’s for resale to the retailers. Leitax on an average had produced and maintained eight camera models in its product portfolio that offered optical zoom, megapixel resolution and internal memory. These cameras were able to the...
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...Case study Leitax Introduction We are in 2005. Leitax is a company that manufactures digital cameras for the entertainment and professional markets. Leitax was created in 1997 from a department of Newplex that manufactures print and imaging technologies since the late 1970’s. The target market is quite global but most of the sales are made in the USA and in EMEA (Europe, Middle East and Africa). Leitax has a poor market share and needs sustaining all the improvements in order to survive in a highly competitive market. Brian J. McMillan, head of the Demand Management Services (DMS) and Kevin C. Fowler, senior director of Planning and Fulfilment, are discussing about possible changes to the forecasting process in the company after several missteps of production of recent products. In this case, some readings are useful to understand the relevant theory underlying the main issues to overcome. It is clear that this case deals with the ability to manage a good forecasting tool in order to meet the demand in an uncertain world and with the key elements of the forecasting process that lead to improving forecast accuracy and operational performance. Besides, the theory about the different forecasting techniques will also have a central role in this analysis. I used 3 articles to support what I will say. The references are indicated in the footnote of this page. Who is responsible in the failures of forecast in 2002 and 2004? In 2002, the sales forecasting process was ill-designed...
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...redesign project, what factors, processes and behaviors led to the planning problems? Lack of consensus on forecasts that the departments of sales, marketing, finance and operation all had their own forecasts and they did not trust each other’s numbers. The lack of formalized process and communication of forecasting was the key reason underlying. Also, the data most relevant to forecasting was often not accurate or inusable and Leitax had no built-in system to monitor demand planning. Life cycle of certain products was often extended in order to push sales to resellers. Sell-in rather than sell-through was relied upon. The other aspect is the industry aspect that digital camera is a rapidly changing industry that new products had to be introduced frequently. These further distorted the forecasting and demand management issue. * What are the successful elements of the consensus forecasting process that should be maintained in the organization? Key player such as Fowler who has the capacity to influence the senior leadership in Leitax at the same time Fowler has what it takes to be a successful supply chain professional, the good technical know-how and understanding of this industry and the product. Before Fowler got started, he obtained buy-in from different functional groups. There would be 3 forecasts made, one is the top-down forecast from PPS focused on macro economic demand for the product; the other is the bottom-up forecast from sales focused on demand...
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...2 The latest version of this guide can always be found at http://nofilmschool.com/dslr 2010-2012 Ryan Koo This document is licensed under Creative Commons, so the following freedoms apply. However, I would request you do not email this PDF to a friend; instead, please send them to http://nofilmschool.com/dslr where they can get their own copy of the guide for free. Thanks very much. You are free: to Share — to copy, distribute and transmit the work to Remix — to adapt the work Under the following conditions: Attribution — You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work). Noncommercial — You may not use this work for commercial purposes. Share Alike — If you alter, transform, or build upon this work, you may distribute the resulting work only under the same or similar license to this one. You can find out more about this license at: http://creativecommons.org/licenses/by-nc-sa/3.0/us/ nofilmschool.com/dslr 3 Most people would charge good money for this guide, but I’m giving it away free. In return, I ask that you please help support NoFilmSchool! You can do this via the following: Share the guide If you have a blog or website, please write a post telling others about NoFilmSchool (and the DSLR Guide)! If you don’t have a website, please share NoFilmSchool via Facebook, Twitter, or any other social network. Also, be sure to friend us on: Facebook...
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