Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
November 2014
Supply chain managers are on the lookout for metrics that will allow them to put a number to their progress - or lack thereof. Welcome to KPI's that allow them to demonstrate the quantifiable value that they deliver. At the same time, Murphy's Law may intervene or they may be called upon to put out fires or come to the rescue and make good on the promises sales and marketing have made to customers - regardless of the cost. So, how do you measure success? I hope this month's issue and online bonus feature help you consider how you measure your progress. Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
Mergers and acquisitions are part and parcel of business life today. Yes, we celebrate the deal, but there’s a morning after reality: How do we quickly integrate the two companies into one so that we can realize the value of the merger?
Those were some of the big questions facing our team at Hewlett-Packard after the acquisition of 3Com. When the deal was announced in November 2009, Wall Street applauded. But in 2010, after the deal closed, we were faced with how to bring together two distinct supply chains that were managing similar inventories and markets, but using very different strategies to do so.
As the timeline below illustrates (see Exhibit 1), over the next four years, HP consolidated manufacturing and distribution centers—from 25 locations worldwide to approximately half that number today. We adopted a strategy to share inventory, and are in the process of building out a shared business platform for the different supply chain strategies. And we dealt successfully with a big challenge to our supply chain integration—a cultural hurdle that challenged the logic of the integration and tested our creativity.
 |
This complete article is available to subscribers
only. Click on Log In Now at the top of this article for full access. Or, Start your PLUS+ subscription for instant access. |
SC
MR
Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
November 2014
Supply chain managers are on the lookout for metrics that will allow them to put a number to their progress - or lack thereof. Welcome to KPI's that allow them to demonstrate the quantifiable value that they… Browse this issue archive. Access your online digital edition. Download a PDF file of the November 2014 issue.|
|
Download Article PDF |
Mergers and acquisitions are part and parcel of business life today. Yes, we celebrate the deal, but there’s a morning after reality: How do we quickly integrate the two companies into one so that we can realize the value of the merger?
Those were some of the big questions facing our team at Hewlett-Packard after the acquisition of 3Com. When the deal was announced in November 2009, Wall Street applauded. But in 2010, after the deal closed, we were faced with how to bring together two distinct supply chains that were managing similar inventories and markets, but using very different strategies to do so.
As the timeline below illustrates (see Exhibit 1), over the next four years, HP consolidated manufacturing and distribution centers—from 25 locations worldwide to approximately half that number today. We adopted a strategy to share inventory, and are in the process of building out a shared business platform for the different supply chain strategies. And we dealt successfully with a big challenge to our supply chain integration—a cultural hurdle that challenged the logic of the integration and tested our creativity.
|
|
SUBSCRIBERS: Click here to download PDF of the full article. |
SC
MR
More Finance
- Investor expectations influencing supply chain decision-making
- ISM reports manufacturing sees growth in March, snaps 16-month stretch of contraction
- Supply Chains Facing New Pressures as Companies Seek Cost Savings
- February retail sales see annual and sequential gains, reports Commerce and NRF
- A New Model for Retailer-Supplier Collaboration
- How to Create Real Retailer-Brand Loyalty
- More Finance
Latest Podcast
Explore
Business Management News
- Technology’s role in mending supply chain fragility after recent disruptions
- Survey reveals strategies for addressing supply chain, logistics labor shortages
- How CPG brands can deliver on supplier diversity promises
- How S&OP provides the answer to in-demand products
- AI, virtual reality is bringing experiential learning into the modern age
- Tips for CIOs to overcome technology talent acquisition troubles
- More Business Management
Latest Business Management Resources
About the Author
Sarah Petrie, Executive Managing Editor, Peerless Media
I am the executive managing editor of two business-to-business magazines. I run the day-to-day activities of the magazines and their Websites. I am responsible for schedules, editing, and production of those books. I also assist in the editing and copy editing responsibilities of a third magazine and handle the editing and production of custom publishing projects. Additionally, I have past experience in university-level teaching and marketing writing.
Follow SCMR on social media.
@SupplyChainManagementReview on Facebook
@SCMR on Twitter
SCMR on Linkedin
Subscribe
Supply Chain Management Review delivers the best industry content.
Editors’ Picks
