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6 cases found.
This case investigates how Philips became a globally integrated enterprise - how it “de-risked” its business and internationalized its supply chain (moving most production from Europe to Asia). The objective is to highlight the factors and analysis involved in “location cost economics.” (The case is developed around the leadership of INSEAD alumna and board member Barbara Kux.)
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Reference 5859
Published 27 Feb 2012
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing, Medical Devices
This case investigates how Philips became a globally integrated enterprise - how it “de-risked” its business and internationalized its supply chain (moving most production from Europe to Asia). The objective is to highlight the factors and analysis involved in “location cost economics.” (The case is developed around the leadership of INSEAD alumna and board member Barbara Kux.)
Founded by Noraini, a young Malaysian entrepreneur, by 2005 SIPRO Plastics is a leading manufacturer and assembler of plastic parts and components for the Malaysian auto and electronics industries.
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Reference 5561
Published 30 Nov 2008
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing
Founded by Noraini, a young Malaysian entrepreneur, by 2005 SIPRO Plastics is a leading manufacturer and assembler of plastic parts and components for the Malaysian auto and electronics industries.
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
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Reference 5317
Published 02 Jan 2006
Topic Operations
Region Asia
Industry Electrical/Electronic Manufacturing
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
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Reference 5317
Published 02 Jan 2006
Topic Operations
Region Asia
Industry Electrical/Electronic Manufacturing
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
Otis has negotiated two joint-venture contracts in Vietnam for the manufacture of elevators. The aim is to erect entry barriers and to build a service organisation before their competition. However, competition heats up immediately in a small, short-term oriented market suffering from regulatory uncertainties.
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Reference 4561
Published 04 Jan 1996
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing
Otis has negotiated two joint-venture contracts in Vietnam for the manufacture of elevators. The aim is to erect entry barriers and to build a service organisation before their competition. However, competition heats up immediately in a small, short-term oriented market suffering from regulatory uncertainties.
Describes some of the organisational and administrative challenges of Matsushita - one of Japan's most successful multinationals - as it tries to respond to changes in the strategic requirements of its different businesses.
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Reference 2041
Published 01 Jan 1987
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing, Consumer Electronics
Describes some of the organisational and administrative challenges of Matsushita - one of Japan's most successful multinationals - as it tries to respond to changes in the strategic requirements of its different businesses.