Kompan from a supply chain perspective

Résumé du document

from a supply chain perspective and then asses the possibilities for innovation that arises because of this.
•Benefits and challenges: we interpret these as to what extent the acquisition strategy creates benefits and challenges when aligning information and material flow as well as CSR strategies etc.
•Acquisition strategy: we interpret the acquisition strategy as to what horizontal or vertical integration Kompan focus on.
•Supply chain perspective: we interpret this as to how the information and material flow (processes) within Kompan is affected by the acquisition strategy.
•Possibilities for innovation: we interpret the possibilities for innovation from a source, make and deliver point of view.

Models and theories applied
We have divided the case into three parts being Introduction, Benefits & Challenges and Innovation.
1.Introduction: we will point the attention to theories of agility and lean thinking as well as the models ,Segmenting the market and The supply chain response when introducing Kompan's acquisition strategy.
2.Benefits and Challenges: by applying the models Arcs of integration, An integrated model for enabling the agile supply chain network as well as the Focused markets versus focused factories - we are able to define and analyze cost versus lead time and discuss centralization and efficiency.
3.Innovation: the innovation part will take its offspring in theories about dynamic capabillities and modulization.

Extraits

[...] Kompan from a supply chain perspective Interpretation of question 1 & 2 We are asked to identify the benefits and challenges of Kompan's acquisition strategy from a supply chain perspective and then asses the possibilities for innovation that arises because of this. Benefits and challenges: we interpret these as to what extent the acquisition strategy creates benefits and challenges when aligning information and material flow as well as CSR strategies etc. Acquisition strategy: we interpret the acquisition strategy as to what horizontal or vertical integration Kompan focus on. [...]

[...] Therefore management has to be aware of the problem and compensate so that customers do not get dissatisfacted. Innovation If alignment is achieved: Kompan can gain a competitive edge within the CVP. This is due to the strong CSR progrom Kompan owns. Aligning all the units will strengthen the CSR program and reach out to more existing/potential customers. A lot of new specific innovation solutions could arise from the new acquisitions. The broad arc of integration[7] in the supply chain means information/knowledge sharing and collaborative planning on the strategic, tactical and operational level.[8] Getting together with colleagues from different departments can inspire and contribute to process or product innovation. [...]

[...] With the acquisition strategy and the centralized production facilities, the importance of partnerships in the supply chain becomes important. This is to ensure that the image of Kompan is not affected negatively by suppliers that does not fulfill the required standards or does not live up to the shared values necessary for working together with Kompan. By establishing a good network of partnerships some benefits can be achieved[5]: The sharing of information Trust and openness Coordination and planning Mutual benefits and sharing of risks. [...]

[...] Therefore, Kompan focus on an agile supply chain that can deliver customized service and provide a high variety. By looking at the supply chain response model (linked to segmenting the market) we learn that the supply chain should be able to respond by: build to order, additional value added service for installation and unique software configurations. But as Kompan's growth strategy is acquisition of companies supporting and strengthening Kompan's product portfolio and distribution channels. Numerous of challenges (and benefits) arises on how to integrate these into the agile supply chain while making sure that they operate according to Kompan's CSR strategy. [...]

[...] Dynamic capebilities, slide 3-6 Ppt. SCM8, slide 3 Ppt. [...]