Hewlett Packard Case

FUTRONICS Inc. is a private company located in Lexington mainly categorized for modems, monitors, disk drives and terminals. It is moreover in to sales and services. This case is about the replacement of Futronics’s central office stores by an outside service provider. In this case supply management manager have an opportunity for investigating selected outsourcing in-house services.

1. Understand and identify supply chain issues and constraints faced by aircraft parts manufacturers like HAL and contrast it from supply chains of other industries 2. Apply basic economic order quantity model to make inventory decisions 3. To analyze supply chain system with serial manufacturing fraught with uncertainties and variations in processing times 4. Use probability models to estimate the probability of on-time delivery under different scenarios 5. Estimate the penalty cost for not meeting the delivery guarantees 6. Demonstrate the use of advanced stochastic models to optimize the use of shelf life parts in the supply chain 7. Summarize mathematical complexity associated with the problem and provid

WGD is a distributor that provides winter sports appeal and equipment to suppliers like FastFit. Their main business needs are profit, market capital, market share, operational excellence, and improved decision making

The customers, wholesalers and retailers may order in large quantities with the expectation that they will receive a greater allocation of products that are in short supply. The impact on the supply chain is significant as the forecasted demand is greatly, and unrealistically, increased with these inflated orders. Eventually orders disappear and cancellations pour in, making it impossible for the manufacturer to determine the real demand for its products

This report is dealing with the case of ACME Electronics vs. Otto Gunter. Gunter purchased a computer from ACME Electronics in 2002. In 2004, the hard drive crashed and he brought it in to ACME Electronics to have it replaced, as well

Flood of the century or not, tech companies are taking steps to limit their exposure to the next traumatic event. Some are revising their inventory models; others are implementing supply chain software and setting up Web supplier hubs. Everyone wants tighter collaboration with suppliers and timelier information from customers. Tech companies are trying, in short, to make their supply chains shorter, transparent, and as flexible as possible. Rethinking of supply chain management at large networking, telecom equipment, PC and chipmakers is the remedy in this unstable

The supply chain process can concentrate on inventory management process in the system to fulfill the order requested (Chase, Jacobs and Aquilano, 2006,). Riordan focuses on management of inventory from raw material to produce fans. It is necessary to track the quality and need of inventory for optimizing the performance of supply-chain process. These measurements are necessary for assessing the exact requirement of material based on revised production forecast sales with key inputs from the conceptual application of supply chain management (Chase, Jacobs and Aquilano, 2006).

1. Consider Dunlap’s statement on page 3 of the case: “Stakeholders! Every time I hear the word, I ask how much did they pay for their stake? There is only one constituency I am concerned about and that is the shareholder primacy? Do you agree or disagree with Dunlap’s view of shareholder primacy? Explain

The allocation of capacity among our suppliers was mainly due to the lead times and unit costs. We placed a larger order with Far Far Away in January because the lead time was four months and we would have received it by the time the sales season started in May. The unit costs were also cheaper which meant we could order more. We placed a smaller order with Pretty Close in April due to the zero month lead time, and the unit cost was more expensive. In the last two years we decided to adjust the order capacity for each model depending on if we overstocked or understocked in the previous year. We ordered less of the product from Pretty Close so we could have more capacity to order more or less if need be after we ordered the production

The Distribution centers in the 5 regions order every 6 days using a periodic review while maintaining their safety stock levels to ensure a customer service level of 95% (Chopra, 323).

Being one of the biggest technological companies in the world, HP 's products are by nature innovative products, which usually have short life cycles and require the introduction of a steady stream of newer innovations to keep imitators at bay. Their market is uncertain and suppliers in this context must be chosen for their speed and flexibility, not for

After carefully reviewing the letter from Executive Director William Patterson, of CtW Investment Group, addressed to Hewlett-Packard’s (HP) Lead Director and Corporate Governance Committee Chairman Rajiv Gupta, I have discovered many new items I was not previously aware of. This well thought and precisely constructed letter clearly addresses the issues and concerns felt by a majority of HP’s shareholders following the news regarding the recent $8 billion of impairment charges. If I were a stockholder of HP, I would be equally as concerned and would question the judgment of upper management and the board of directors.

The unorganized distribution of the finished end products is a major concern that the company faces. Regional ware houses that order the procurement of the products works independently which results in improper management of inventory. There is no accurate data of many hospitals use these warehouses for the frequent replenishment of the products. This resulted in panic ordering as multiple regional warehouses and dealers are trying to match the demand of the customers. (Lee & Jeong, 2010)

With all of the changes Acer underwent, I would say Aspire was a good innovation and it is a chance not to pass. Aspire is a

Previously, in literature, different production strategies for customer order fulfillment have been discussed. These strategies can be classified as Make-to-Stock (MTS), Make-to-Order (MTO), Assemble-to-Order (ATO) and Engineer to Order (ETO) [42, 43]. These strategies differ with respect to where stock is held in the system and where the production system is decoupled from customer order [44]. The adoption of these strategies depends on the customer’s willingness to wait as discussed by Mather in his P/D ratio, where he compares the production system’s response time (P) to the customers’ willingness to wait (D) [45]. Company’s decision to adopt any of these approaches is of great strategic importance [46] as it strongly affects the way a