Animated PowerPoint Presentations For Teaching Operations And Supply Chain Management: Perceived Value And Electronic Exchange Of Files

This paper presents the innovation of sharing animated PowerPoint presentations used in teaching operations and supply chain management techniques and concepts through an international electronic exchange. The plan for the exchange is presented and discussed. The potential benefits to faculty and students of using PowerPoint animations in operations and supply chain management classes are discussed. Evidence of these benefits is also provided. Readers are provided with information about how to join the exchange

Do They Have To Move? Logistics Cost Analysis of Shanghai Textile and Apparel Industrial Transfer

The Chinese renminbi had been steadily appreciating against the U.S. dollar since 2005 and in 2008, the Chinese government introduced a revised labor law and minimum wage legislation. These factors brought a steady rise in Chinese labor costs, and this trend was going to continue as Chinese governments intended to double the minimum wage by 2015 through an annual series of incremental wage increases of 20% each year. In this situation, a medium-sized OEM — a Shanghai textile and apparel company — was considering whether to relocate its factory in Jiangsu Province. According to Fisher’s supply chain model, transportation and labor costs were the two major cost components that could have a great impact in deciding whether to relocate the factory. The case analyzes the logistics cost of Company A with different factory locations through comparisons of Shanghai and Jiangsu with regard to transportation costs and labor costs. With the labor cost increases and industry clustering, Shanghai textile and apparel companies were facing the challenges of increases in labor costs and transportation costs. Therefore, they needed to make a decision about whether to move from Shanghai to Jiangsu Province

Global Sourcing at Anheuser-Busch InBev: Tapping (Beer) into the Chinese Supplier Market

本案例介绍了英博在全球采购方面面临的困难。英博是一家国际性啤酒生产商，在六个地理区域设有分支机构。2006年，帕斯卡尔·王立中（Pascal Baltussen）来到中国，成立了英博国际采购办公室，并于年底投入运营。风险不仅局限于交货延迟、成本上升等，2010年，王立中所在公司比利时暨巴西酿酒公司英博集团收购了与其规模相当的美国啤酒制造商安海斯-布希，由此形成了全球规模最大的啤酒酿造集团安海斯-布希英博。但此举也使得情况更加复杂。帕斯卡尔·王立中现在如何才能成功地实现其在中国的采购愿景，应对内外部挑战？This case concerns the difficulties of global sourcing for InBev, an international brewery with branches in six geographical zones. In 2006, Pascal Baltussen came to China to set up the company's international procurement office and had it up and running by the end of the year. Not only were risks such as delivery delays and rising costs constantly lurking, but in 2010 his company, Brazilian-Belgian brewer InBev, acquired the almost equally large U.S. brewer Anheuser-Busch to form the world's largest brewer, AB InBev. This posed further complications. How could Baltussen now successfully roll out his sourcing vision for China and manage internal and external challenges

Indirect Purchasing at BMW: Competitive Tender for all Industrial Robots worldwide

46% was the figure Mr. Griem was searching for in the latest market analysis report received from the corporate sales department at the BMW headquarters in Munich, Germany. This percentage, which represented the vehicle sales growth in China in 2009, was indeed mind-boggling. While the Big Three in the US were struggling to survive the day, the auto sector in China was sizzling hot — seemingly untouched by the global recession. BMW, which operates through its joint venture with Chinese auto manufacturer Brilliance in the northern city of Shenyang, had recently experienced growth pains like those of most other OEMs in the country. In order to meet future demand, the JV company in Shenyang had decided in 2009 to double production capacity at the existing plant — meaning an increase in the annual production output from 35,000 cars to almost 100,000. Furthermore, in order to increase the level of localization, it had also recently been decided that the complete-knockdown (CKD) production mode would be abandoned in favor of a complete local transplant, meaning better opportunities to tap into the local supplier base as well as lower costs for parts imports. Despite the global recession, the corporate strategic planning team had come to the conclusion that markets outside of China would eventually thaw, triggering a worldwide need for upgrading and expansion of production equipment. As VP for purchasing of Production Equipment and Construction, Mr. Griem had been assigned the task of ensuring world-class standards at all of BMW’s production plants. Considering the unstable global consumer markets, volatile currencies, and tightened budgets, Mr. Griem already knew that this project would be a challenge