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MBA-IB 00-5Please come prepared for the discussion on case mentioned below- Section A on 6th.Nov and Section B on 4th.Nov. Case
The scene was conference from at a the Anaheim Marriott booked byconsulting firm Technology Forecasters Inc. Seated around a square of longtables, thirty-three executives from across the electronics industry ? bigtelecom networking companies, distributors, components makers, softwareproviders, contract manufacturers big and small ? gathered in early 001 tomull the once-again hot topic of supply-chain management. But in no time, the sparks were flying. At issue Why, in thissupposed age of just-in-time delivery and razzle-dazzle E-businesstechnology, is the U.S. electronics industry sitting on an inventorypile-up that could take at least six months to flush out? Moreover, whowill end up footing the bill for carrying all that stuff now that the linebetween buyer and seller has been blurred by outsourcing and virtualalliances? Im alarmed about the lack of ownership of the massive build-upof inventories, said Harriet Green, and executive at distribution giantArrow Electronics Inc., which saw its own inventory double last year to $8billion. Everyone says its yours. Its undeniable that the revolution in information technology andmanagement practices over the past decade has made US industry vastly moreefficient. But beneath all the boasts of flexible manufacturing andtransparent supply chain, a lot needs to be done to improve the working ofthe New Economy. The problems include flawed flows of information,software tools that are too difficult and costly to use, and confused linesof responsibility. Yet, just year ago, Wall Street was intoxicated by the idea thattechnological advances would help companies achieve the nirvana of businessmanagement zero inventory. But today, with warehouses starting to bulgedespite millions spent on inventory management efforts, investors and CEOsalike are left with a bitter taste in their mouths. The theory contended that technologically driven improvements ininventory management ? like just-in-time production, direct online sales,and supply-chain management software ? would prompt increased efficiencyand allow managers to tailor output to match demand exactly. That, inturn, would increase working capital, boost margins, and help companiessmooth out the ups and downs in the business cycle. Lesson one is that killer software applications cant compensate forold-fashioned business judgment. There is a flow in the premise thattechnology can synchronize every party in the product chain by providing atransparent view of supply and demand The forecasts driving the entireflow of work are still concocted by people, not by real-time blips of datafrom retail shelves. No matter how mechanized the system becomes, salesmanagers and CEOs still shoot for the moon in a boom and dont shareinternal market intelligence with outsiders. The experience of Solectron Corp., the worlds biggest electronicscontract manufacturer, is a case in point. Last fall. Company officialssay they could tell a supply glut of telecom include Cisco, Ericsson, andLucent, was expecting explosive growth for wireless phones and networking gear. But since Solectron supplies every major player, it knew the numbersdidnt add up, even under the rosiest scenario. Nevertheless, the telecom giants told Solectron and other contractorsto produce flat out, assuring them that they would pay for excess materials. But when the bottom finally fell out and its clients ordered production cutbacks, it was too late for Solectron to halt order from all of its 400 suppliers. Now, Solectron has $4.7 billion in inventory. There is also a real problem integrating the plethora of software used throughout the supply chain. Software companies like SAP, Oracle, and i sell a host of tools that like materials suppliers to purchasingdepartments to engineers to factory floors. Problem is, the tools are over hyped, underdeveloped when they are sold, andrequire immense resources to bold them together, says Bob Flowers, Senior Sales Manager of chipmaker Xilinx Inc. Lots of better Web-based software solutions are in the pipeline. Buttechnology still wont care the problem of sloppy management and forecasts.If nothing else, the shakeout, which will surely feature hefty write-downs for whomever ends up stuck with the inventory hot potato, will underscore the financial risks of accepting overly optimistic estimates and lackingthe willpower to curb production.MBA-IB 00-5Please come prepared for the discussion on case mentioned below- Section A on 6th.Nov and Section B on 4th.Nov. Case The scene was conference from at a the Anaheim Marriott booked byconsulting firm Technology Forecasters Inc. Seated around a square of longtables, thirty-three executives from across the electronics industry ? bigtelecom networking companies, distributors, components makers, softwareproviders, contract manufacturers big and small ? gathered in early 001 tomull the once-again hot topic of supply-chain management. But in no time, the sparks were flying. At issue Why, in thissupposed age of just-in-time delivery and razzle-dazzle E-businesstechnology, is the U.S. electronics industry sitting on an inventorypile-up that could take at least six months to flush out? Moreover, whowill end up footing the bill for carrying all that stuff now that the linebetween buyer and seller has been blurred by outsourcing and virtualalliances? Im alarmed about the lack of ownership of the massive build-upof inventories, said Harriet Green, and executive at distribution giantArrow Electronics Inc., which saw its own inventory double last year to $8billion. Everyone says its yours. Its undeniable that the revolution in information technology andmanagement practices over the past decade has made US industry vastly moreefficient. But beneath all the boasts of flexible manufacturing andtransparent supply chain, a lot needs to be done to improve the working ofthe New Economy. The problems include flawed flows of information,software tools that are too difficult and costly to use, and confused linesof responsibility. Yet, just year ago, Wall Street was intoxicated by the idea thattechnological advances would help companies achieve the nirvana of businessmanagement zero inventory. But today, with warehouses starting to bulgedespite millions spent on inventory management efforts, investors and CEOsalike are left with a bitter taste in their mouths. The theory contended that technologically driven improvements ininventory management ? like just-in-time production, direct online sales,and supply-chain management software ? would prompt increased efficiencyand allow managers to tailor output to match demand exactly. That, inturn, would increase working capital, boost margins, and help companiessmooth out the ups and downs in the business cycle. Lesson one is that killer software applications cant compensate forold-fashioned business judgment. There is a flow in the premise thattechnology can synchronize every party in the product chain by providing atransparent view of supply and demand The forecasts driving the entireflow of work are still concocted by people, not by real-time blips of datafrom retail shelves. No matter how mechanized the system becomes, salesmanagers and CEOs still shoot for the moon in a boom and dont shareinternal market intelligence with outsiders. The experience of Solectron Corp., the worlds biggest electronicscontract manufacturer, is a case in point. Last fall. Company officialssay they could tell a supply glut of telecom include Cisco, Ericsson, andLucent, was expecting explosive growth for wireless phones and networking gear. But since Solectron supplies every major player, it knew the numbersdidnt add up, even under the rosiest scenario. Nevertheless, the telecom giants told Solectron and other contractorsto produce flat out, assuring them that they would pay for excess materials. But when the bottom finally fell out and its clients ordered production cutbacks, it was too late for Solectron to halt order from all of its 400 suppliers. Now, Solectron has $4.7 billion in inventory. There is also a real problem integrating the plethora of software used throughout the supply chain. Software companies like SAP, Oracle, and i sell a host of tools that like materials suppliers to purchasingdepartments to engineers to factory floors. Problem is, the tools are over hyped, underdeveloped when they are sold, andrequire immense resources to bold them together, says Bob Flowers, Senior Sales Manager of chipmaker Xilinx Inc. Lots of better Web-based software solutions are in the pipeline. Buttechnology still wont care the problem of sloppy management and forecasts.If nothing else, the shakeout, which will surely feature hefty write-downs for whomever ends up stuck with the inventory hot potato, will underscore the financial risks of accepting overly optimistic estimates and lackingthe willpower to curb production. Please note that this sample paper on hgfhgf is for your review only. 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