Operation management: Evaluation of manufacturing practices at IBM
Summary :
Table of Contents
- Introduction.
- Analysis of IBM's operational management strategies.
- The power of suppliers.
- Rivalry among existing competitors.
- Inventory cost control.
- Performance metrics.
- Kanban: simplest modality for managing inventories.
- Manufacturing resources planning.
- Conclusion.
- References.
Abstract
Just like many other manufacturers of (personal computers) PC, the International Business Machines (ibm) w not spared the difficult times that engulfed the PC market from the early 1990s to the late 1990s. Despite the significant growth of demand for PCs that was experienced during this particular period, many computer manufacturing companies failed to gain distinctive competitive advantage because of overwhelming product and price similarities. ibm was particularly hit by high production costs, an experience that denied the company to offer its products to consumers at discounted prices. By the onset of the twenty-first century, ibm's position as the third largest computer manufacturer in the world had been taken over by Hewlett-Packard (HP). This called for a strategic shift, a move that has seen ibm's reemergence into one of the leading PC manufacturers in the 21st century.
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