HP Case Study
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鲫曩曩躔獒
迳觊鲟桊
曩鞣
HewleⅡ ˉ
Packard:DeskJet
PriⅡ ter suρ ρ
Iy G"a∶ Ⅱ
not wanted tO gctinvo1vcd,c1aiming it was勹 ust a matcria1s issue`’ but had takcn the ti1ne to rant about the cOntinued pro1ifcratiOn of models and
Brent Cart妃 r,manager for special pr丬 ectS in thc
options,The distributiOn Organization’ s pct peeVc was forccast accuracy.They didn’ t fec1that the dis~
Matcrials Dcp碰 ment 0f Hcwlett-Packard (HP)
tributiOn organization shou1d havc to track and
Company’ s VancouⅤ er DiⅤ ision,cⅡ cked off anOther
storc warchouscs of inventory,just because thc
ⅡⅡlc.It had been a Iong weck and it lookcd like it wOu1d be a long 、 veckcnd as we11, bascd on the prepEuratiOn that nccded to be done forˇ 【 onday’ s Fneethg Wi负 group managemcnt On woddwⅡ ci1Ⅳ cntoγ reIs for山 c DedJct PⅡ le△ nter prOduct Ⅱnc。 EⅤen、 when
VancOuvcr Division cOuldn’ t bui1d thc right prOd-
he was busy,he斑 waystook dme for mc25~Ⅱ Ⅱle
Ⅱdcto worb亠 t helpcd reduce曲 ⒑ss in山 ∞ sⅡ屺
b⒒
11∶ l|∶ ll∶
c
ils,
The DcskJct printer was intrOduced in1988and had become one ofIΙ
P’ s mOst successful products. sales had grOwn steadily,reaching a lcⅤ cl of oⅤ cr
600,000units in1990($400Π ⅡlⅡ On).Unfortunatcly. inventory gro、 vth had trackcd sales gro、 Vth clOscly。
ucts in thc right quantitics.The Europcan distribution Organization had eⅤ cn gOnc so far as tO suggest
that thcy charge the cOst Of the extra warchouse space that thcy wcre rcnting back to the、 IancouⅤer
E)iⅤ ision
dircctly,instcad of a11ocating it amOng a11
thc products that they shippcd。 Fina11y, Brent’
s
bOss,David Arkadia,thc matcria1s managcr atthc
Vancouvcr Division,had summarized thc perspective of group managcment at the last rnceting when hc said,“ The wOrd is cOΠ ling down froΠ 1corp0rate∶
Wc can’ t run Our business with this lcvcI of
哥
膏
烹
苷
言
∶
∶
∶
置
宫膏
冒
官
言
迳曩曩詈曩腽章::鲟 鎏曩言
∶
;饔
∶
∶
曩曩
躔曩、
躞曩 ∶
筲
急
宫
盲
宫∶
∶啻
晷
∶
∶
啻
宫
景
∶
言
言
曩 莒
:,}饕
:
:∶
:营
;∶
,:宫
::盲
:∶
!,言 :言
:::言 :∶
,∶
:;:∶ :2宵 ,::言
;∶
:莨
,宫
,::宫
:,∶
:::宫
鲫曩曩躔獒
迳觊鲟桊
曩鞣
HewleⅡ ˉ
Packard:DeskJet
PriⅡ ter suρ ρ
Iy G"a∶ Ⅱ
not wanted tO gctinvo1vcd,c1aiming it was勹 ust a matcria1s issue`’ but had takcn the ti1ne to rant about the cOntinued pro1ifcratiOn of models and
Brent Cart妃 r,manager for special pr丬 ectS in thc
options,The distributiOn Organization’ s pct peeVc was forccast accuracy.They didn’ t fec1that the dis~
Matcrials Dcp碰 ment 0f Hcwlett-Packard (HP)
tributiOn organization shou1d havc to track and
Company’ s VancouⅤ er DiⅤ ision,cⅡ cked off anOther
storc warchouscs of inventory,just because thc
ⅡⅡlc.It had been a Iong weck and it lookcd like it wOu1d be a long 、 veckcnd as we11, bascd on the prepEuratiOn that nccded to be done forˇ 【 onday’ s Fneethg Wi负 group managemcnt On woddwⅡ ci1Ⅳ cntoγ reIs for山 c DedJct PⅡ le△ nter prOduct Ⅱnc。 EⅤen、 when
VancOuvcr Division cOuldn’ t bui1d thc right prOd-
he was busy,he斑 waystook dme for mc25~Ⅱ Ⅱle
Ⅱdcto worb亠 t helpcd reduce曲 ⒑ss in山 ∞ sⅡ屺
b⒒
11∶ l|∶ ll∶
c
ils,
The DcskJct printer was intrOduced in1988and had become one ofIΙ
P’ s mOst successful products. sales had grOwn steadily,reaching a lcⅤ cl of oⅤ cr
600,000units in1990($400Π ⅡlⅡ On).Unfortunatcly. inventory gro、 vth had trackcd sales gro、 Vth clOscly。
ucts in thc right quantitics.The Europcan distribution Organization had eⅤ cn gOnc so far as tO suggest
that thcy charge the cOst Of the extra warchouse space that thcy wcre rcnting back to the、 IancouⅤer
E)iⅤ ision
dircctly,instcad of a11ocating it amOng a11
thc products that they shippcd。 Fina11y, Brent’
s
bOss,David Arkadia,thc matcria1s managcr atthc
Vancouvcr Division,had summarized thc perspective of group managcment at the last rnceting when hc said,“ The wOrd is cOΠ ling down froΠ 1corp0rate∶
Wc can’ t run Our business with this lcvcI of