Global Supply Chain

Management
- Submitted to :

EIB-525/540 Shobod Deba Nath, PhD

Associate Professor and Chairperson
Department of International Business
Faculty of Business Studies
University of Dhaka
 Md. Mahmudul Haque- 801827001

Bhuiyan Farhan Tanvir -801827034

Early Supplier Rita Akter- 801827040

Integration in the
Design of the Md. Imran Hossain Bhuiyan 801827043
Skid-Steer Loader
Md. Niaz Hassan- 801827045

Md. Asif Barkat Ullah-801827050

Case Summary
Deere & Company, headquartered in Moline,
IL, had more than 150 years of history, making
it one of the world’s oldest business
enterprises. With more than 38,000
employees worldwide, Deere & Company
conducted business in more than 160
countries. manufacturing, distributing,
financing, and servicing of agricultural
equipment ,construction and forestry
equipment and commercial and consumer
lawn care equipment. In 1995–1996, Deere’s
average market share for the skid-steer loader
varied between 1 and 3 percent.
Q.1 Suppose there are 100 potential suppliers, how many suppliers
do you think should ideally be integrated in the early skid-steer
development process? Why that many or that few?

Few selected supplier

Selecting few suppliers Just integrating and
should be able to
will reduced involving suppliers
integrated the early
operational should not be “lip-
skid-steer
inefficiencies service”
development process
Q.1 Suppose there are 100 potential suppliers, how many suppliers
do you think should ideally be integrated in the early skid-steer
development process? Why that many or that few?

Selected suppliers should be well integrated into the various

product development activities. As I am well aware of the
general principle of involving suppliers in product
development and manufacturing decisions and the
frequently touted benefits of lower costs structures, faster
product development cycle I believe not all suppliers needed
to be or should be involved, especially in the early stages of
the new product development process
Q.2 Are there tradeoffs in terms of the number of
suppliers to integrate? If so, what are the tradeoffs?
CONSIDERATION WHILE SUPPLIER SELECTION
INTERFACE BETWEEN SUPPLIER AND FIRM

Source
purchase price Competitive
advantages
Negotiate

Buy

Design collaboration quality, price and

value-added
features
Supply collaboration
The tradeoffs

The independent third-party

contractor also produces its own No direct control of the design
line of same product, so there Market demand uncertainty and manufacturing of this
will be little opportunity to gain potential lucrative product
in the same market niche.

Supplier could control the

No significant benefits over
number of units produced on a
competing products and product
particular time ignoring Implied
features, cost considerations.
Demand Uncertainty
Supplier integration
Managers must decide on the number of suppliers they will have for a particular
activity. They must then identify the criteria along which suppliers will be
evaluated and how they will be selected.

Single sourcing guarantees the supplier sufficient business when the supplier must
make a significant buyer-specific investment

Supplier selection should be based on the total cost of using a supplier

Q.3 Are there tradeoffs among the identified criteria? Can
you tell? What do you
need to know to better answer this question?

Yes there tradeoffs among the identified criteria.

Regain direct control of the product’s design and manufacturing alternative Generation.

Based on valid databases, decide a more reasonable goal about short run, middle run and long run, get
more elastic with the target time

Classify the primary and secondary of four areas goals about order-winning criteria at different period of
produce progress

Identify, select and justify suppliers to integrate with each phase of produce skid-steer loader; also
specify the principles, techniques and practices to enhance integration of each phase supplier.
Q.3 Are there tradeoffs among the identified criteria? Can
you tell? What do you
need to know to better answer this question?

International standards have to be kept, as Deere is indeed an

international company and wants to compete with a product

The suppliers could make sure that they will be informed of any decision
by Deere to purchase.

Suppliers with long experience with the skid steere machine parts will be
considered
Q4.Would you mandate weekly meetings as an inter-
organizational policy to structure the interactions? If not,
how can you facilitate communication?

weekly meetings are good but not

exactly necessary

The information is needed to be

shared immediately

Time consuming process.

Q4.Would you mandate weekly meetings as an inter-
organizational policy to structure the interactions? If
not, how can you facilitate communication?
Using IT based system

Easier & efficient system

Time saving

Recorded for further use

Proper supply chain communication

Q.5 What role can IT play or should play in structuring
these interactions? What concerns do you have with the
suggested IT role?

IT should able calculate the

IT helps drastically in delivering production time of the
just-in-time insights, swift machineries so that Deere &
visibility, and seamless innovation Company will gather an idea
about the efficiency.

IT moderates the effects of

organizational characteristics on
outcomes through its ability to IT promotes efficiency
generate information efficiencies
and information synergies.
Q.5 What role can IT play or should play in structuring
these interactions? What concerns do you have with the
suggested IT role?

Will they able to perform during the production?

If any emergency occur will they able to run a secondary plan

Will it be efficient or not.
Q.6 Suppose the criteria you developed suggest that you integrate supplier X
into the product development process for the skid-steer loader, what reasons
might lead you to choose to not do so or to reduce the convenience of doing
so?

If the company unable to link between organizational characteristics and organizational outcomes then
I might rethink to integrate supplier X into the product development process for the skid-steer loader.

I will consider Company X after ensuring how the company moderates the effects of organizational
structure, size, learning, culture and plans for the goals we have set for Deere & Company which is o
reach overall sales of $1.2 billion or approximately 60,000 units by year 2000–2001
Q7. What hurdles do you think need to be overcome at
Deere in order to integrate suppliers into the early phases
of the product development process?

Need a great Research required Need a long- Maintain the

amount of trial & for identifying the lasting feedback process
error appropriate relationship with for reuse
system supplier supplier for
fulfilling the
changing demand
Thank You