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Hawlett Packard
Hawlett Packard
Jay Kang
arrival123@gmail.com
CASE: HP - DeskJet Printer Supply Chain Introduction Hewlett-Packard was founded in 1939 with headquarters in Palo Alto, California Hewlett-Packard introduced the DeskJet Printer in 1988 and it had become one of HPs most successful products. Inventory growth has tracked sales growth closely European branches state that inventory levels needed to be raised even further to maintain satisfactory product availability
CASE: HP - DeskJet Printer Supply Chain Meet customer needs with less inventory Find the best way to satisfy customer needs in terms of product availability while minimizing inventory Arrange an agreement among the various parties that they had the right level of inventory European Distribution Center shows a dip in product availability level, but loads of DeskJets had been shipped to Europe in the past months and European DC was telling Vancouver that is had run out of space its products
CASE: HP - DeskJet Printer Supply Chain The Retail Printer Market In 1990, worldwide sales of personal printers were 17 million units, amounting to $10 billion Sales fueled as customers discovered the superior quality of the Ink Jet printers More and more sales through superstores such as Kmart and Price Club The Vancouver division and its quest for zero inventory Established in 1979 to consolidated personal printer activities from four divisions to the Vancouver site Vancouver introduces kanban process and converts the factory to stockless production just-in-time
CASE: HP - DeskJet Printer Supply Chain The DeskJet Supply Chain Manufacturing done by Vancouver, two key stages:
Printed circuit board assembly and test (PCAT) Final assembly and test (FAT)
Localization is the process of meeting the required customization of the printer to meet language and power supply requirements of the local countries Total factory cycle time though the PCAT and FAT stages was about a week
Transportation time to the US was a day Transportation time to Europe and Asia was four to five weeks
CASE: HP - DeskJet Printer Supply Chain The Distribution Process DeskJet printers are a high-volume product and the major performance measures for a typical DC included line item fill rate (LIFR) and order fill rate (OFR). DC had four simple, straight-line process steps:
Receive (complete) products from various suppliers and stock them Pick the various products needed to fill a customer order Shrink-wrap the complete order and label it Ship the order by the appropriate carrier
Standardization
Effective use of aggregated demand information to yield better forecast outcome:
Delay decision for specific product manufacturing until the purchase decision has been made Decision based on aggregated level, insuring a more accurate aggregated forecast
Standardization
Swaminathan identifies four different approaches to standardization:
Part Standardization: Uses of common parts across multiple product lines Process Standardization: Standardizing as much of the process as possible for different products and then customizing the products as late as possible
In some cases resequencing and commonality allows the final manufacturing steps to be completed at the distribution center
Product Standardization: A large variety of products may be offered, but only a few kept in inventory
Downward substitution: An order is filled by a product that offers a superset of the feature required by a customer
Procurement Standardization: Involves standardizing process equipment and approaches, even when the product itself is no standardized
Case Analysis
The lead time is around four to five weeks from its product ion facility in Vancouver to Europe
HP is concerned with high inventory levels and inventory imbalance in European Distribution center
Localization is done in Vancouver many weeks before the products arrive in Europe European DC often find that it has too much inventory of printers customized for certain markets, and not enough inventory of printers customized for others
To address this for the long term the following solutions were proposed:
Switch to air shipments of printers from Vancouver Build a European factory Hold more inventory at the European DC Improve forecasting practices
Case Analysis
An alternative option is Process Standardization (postponement)
Ship unlocalized printers to the European DC and localizing them after observing local demand
HP needs over three-and-a-half weeks of safety stock on hand European DC only keeps safety stock of generic printers, customizing the printers as demand is realized
Mass customization captures many of the advantages of both the mass production and craft production
Delivery of a wide variety of customized goods or service quickly and efficiently at lost cost