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.
[...] Dynamic capebilities, slide 3-6 Ppt. SCM8, slide 3 Ppt. [...]
[...] But since Kompan has a broad arc of integration, this should be relatively controllable. The important thing is that management is aware of, that modularization can limit the creativeness thinking because employees only innovate on the existing products by making different combinations. Virtual in context it becomes clear that the information and material flow which illustrates how information As the culture within Aligning the material and informations flow The sales management operates on a global basis with a market-oriented view and their primary goal is to create the correct CVP and gather information regarding customer needs and demand. [...]
[...] 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. [...]
[...] Customers can pick and choose between products in different ''departments'' and this will give a feeling of individual treatment with customized solutions. This modularization can be a strong tool in order to be flexibility and agile so Kompan can adapt to customer needs. The implementation could contribute to more efficiency within the supply chain regarding use of material and cost of stock in inventories. Because of a lower amount of specialized parts, the forecast on when to buy new supplies also becomes easier. This makes the supply chain more LEAN. [...]
[...] 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: • The sharing of information • Trust and openness • Coordination and planning • Mutual benefits and sharing of risks. [...]
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