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1、简析温哥华制造工厂英国启航论文"1我们谈到确切的资金情况的时候，由丁库存成木不经过P&L系统的考量,导致损失影响了整体的收入水平。惠普所谓的没有“问题”正是温哥华制造厂面临的最大问题。打印机的影响力是一个巨大成功，因此现在的温哥华己经成为高效率的典范。由于。地方主义、缺乏沟通造成的文化压迫，共至是于脱节破坏了的内部竞争，都没有在真正意义上打开全球供应链方法，随看问题的出现，我们普遍认为最好的解决方案是惠普的生产和供应链的改革。由于电了产品的生命期短、竞争激烈以及业务的全球化，加上消费电了行业木疗供应链管理和相关风险，打印机正面临新的挑战。因此针对惠普公司的专长，细节
2、是专门定制的：低咅量，延长货期和供应链周期。ThebiggestchallengefacingtheVancouvermanufacturingplantwasthatfortherestofHewlettPackard,therewasno”problem”；HWhenitcomestorealdollars,inventorycostsdonotenterintotheP&Lstatements,butlosseshurtourrevenues・Don'ttalktousaboutinventory-servicetrade-offs・Period.1'Vanc
3、ouverwasheldupasamodelofefficiency(Kanban)andtheDeskJetprinterrangewasarunawaysuccess・Acultureofterritorialismandpoorcommunicationexacerbatedthelackofurgency.Damaginginternalrivalrywasrifeasaresultofdisjointedanmyopicdecision-makingintheabsenceofanytrulyglobalapproachtothesupplychainke
4、yperformaneeindicators(KPIs);the"bullwhip”effectwaswritlargealloverthefirm'ssupplychain.TheproblemsbrewingwererealandmountingandwearguethatthebestsolutionwouldrequireafundamentaloverhaulofHP'sproductionandsupplychainresultingintheneedtoestablishanewmanufacturingplantinEurope.“Theconsum
5、erelectronicsindustryistheveryembodimentof[key]aspectsofsupplychainmanagementandrelatedrisks,”(Sohdi,2004),duetotheshortproductlifecycles,toughcompetition,andglobalnatureofthebusiness.TheDeskJetprinterbusinesspresentedanewchallengeforHPasthefirm'sexpertisewasinhighlycustomized,lowvolum
6、e,andlonglead-timemanufacturingandsupplychain.InDeskJet,highvolume,shortproductlifecycles,andhighobsolesceneeriskwerethenameofthegame.Printerswereintransitionfromanirmovativeproducttoafunctionalproductbutthesupplychaindidnotreflectthis・HPusedOEMstosourcecomponentsandthendidtheirownasse
7、mbly.HPmadehighmarginsonthecartridges,andtheprinterwastheconduit.HPssuccessinEuropewasbeginningtorivalthehomemarketinsales,addingfurthercomplicationsduetotheneedtomodifypowersourcesandlanguagesforlocalmarkets・InEurope,productoptionMABnhadthehighestmonthlymeandemand,anddemandwasmoredi
