Ecco Case Essays

Ecco Case Essays Ecco Case Essay Ecco Case Essay They priorities quality and reliability; the supply chain is configured to produce in accordance with specification and without error. ECHO has a very atypical operations strategy compared with their industry peers. Unlike their branded marketer competitors they produce their own materials and manufacture 80% of their own products in factories around the world. Owning and controlling the entire value chain gives them huge flexibility and allows them to maintain the highest levels of quality. Leone et al. 990) state that operation strategy consists of the key decision areas concerned with the structure and infrastructure of operations: 1. 1 Structure Capacity: The majority of the manufacturing capacity is located in Asia due to the low rates of labor. However these facilities have long lead times and make the supply susceptible to changes in customer demand. There are no manufacturing plants in USA, which is one of Cocos major markets. Process technology: This is a key asset to the co mpany and the core of Cocos product strategy was shoes based on direct injection. Competitors tried to copy the erect injection technique, however, ECHO performed many small tasks differently throughout the process, which improved quality and made it hard to imitate. Its products in-house. The remaining 20%, mostly shoes with very thin soles, are outsourced, as they do not benefit from Cocos core technology. Facilities: An independent configuration of global facilities with tanneries and fullest manufacturing facilities in Europe and Asia. Distribution centers are located in the major markets of Europe and United States. The decision to open facilities in China is to access cheap labor and to serve the growing Chinese domestic demand. Research and development is primarily carried out in Denmark. Cost base: Due to the labor intensive nature of show manufacturing ECHO locate their production facilities in cheap labor countries. However there is then a trade- off in lead times and more stock must be held in local distribution centers, which increases working capital. See Appendix 1 for a full break down of supply chain facilities in each country. Page 3 of 13 1. Infrastructure Planning and control: Cocos downstream retail shops ensure full access to customer demand data. This allowed them to plan and react to changes in demand and control he amount of inventory in distribution channels. Manufacturing control is achieved through benchmarking production and by having multiple production facilities so best practice could be shared between them. Quality: Quality is key to the company strategy quality. Quali ty management is maintained by having full control of the supply chain which allows ECHO to set quality standards much higher than they could expect from external suppliers. Human resources: ECHO invests heavily in continuous training and education of its employees providing vocational training, career development and expatriation. Cosmologies, are carried out in Denmark, where they experiment with new materials, processes and technologies. Operational RD is carried out in the foreign production sites where they streamline processes and optimism the use of materials. Procurement: Compared to their competitors this is a very minor part of Cocos operations. They purchase raw hides for the tanneries and they outsource 20% of their shoes (those mainly with thin soles). We assume that ECHO maintain a number of suppliers to increase competition and to mitigate redundancy issues. 1. 3 Global vertical integration A global value chain is strengthened by the fact that shoes are relatively light compared to their value, have few local differences, are not complex to produce and have a long lifestyle. Operating a vertical value chain has advantages: 1 . Owning retail stores ensures access to consumer demand forecasts 2. Direct interface with customers helps with new product development. 3. Full control over the level of quality 4. Maintains shoe knowledge within company But also has challenges; 1 . Synergy advantage is only realizes if each discipline is performed better than competitors 2. The wide span of competencies required can dilute the focus of the company 3. Requires high investment and working capital levels 4. Increased costs of transporting materials around the world 5. A complex interlinked logistical process Page 4 of 13 A weakness of vertical integration is that it reduces the number of suppliers you can choose from (I. E. O must choose a company owned supplier), this lack of competition can lead to and increase in inefficiency. ECHO cleverly utilities multiple factories and tanneries to encourage internal competition and to keep quality high. 1. 4 Further operational execution examples . 4. 1 Manufacturing facilities Manufacturing in Asia provides low cost labor and the Slovakian facility serves the European market. ECHO made the Portuguese unit more hi gh-tech and this seems to deviate from the low cost labor strategy as its very capital intensive, this facility could be merged with the Danish facility. . 4. 2 Training centers The establishment of an education centre, research centre and the ECHO business that 80% of the companys leader should be recruited internally. 1. 4. 3 Faster lead times ECHO required faster lead times to serve the promising Russian market and the 3-4 eek transportation time from Asia was not acceptable. So a production facility was opened in Slovakia close to this new market, which also served to create extra capacity, and reduced the risk of delays from Thailand. 1. 4. Production cycle The speed of production is dependent on the flexibility and adaptability of the production system and the availability of the raw materials. Cocos tanneries in Europe and two adjacent to manufacturing facilities in Indonesia and Thailand enable ECHO to control: Efficient leather processing The quality of the leather produced Faster production of the leather Cocos global supply chain ECHO fully integrated value chain from cow to shoe means managing global operations . 2 Tanneries, manufacturing and distribution functions are owned, managed and run by ECHO. Page 5 of 13 Rawhides Germany France Denmark Finland Netherlands Thailand Indonesia Portugal Slovakia China United States Outsourcing Thin soled products 2. 1 Tanneries Cocos rationale for owning tanneries are their high demands on quality and lead times; they operate one tannery in the Netherlands and another two adjacent to manufacturing facilities in Asia. Locating tanneries close to manufacturing facilities means materials have less distance to travel and demand can be closely matched to supply. However the majority of the rawhides originate from Europe so have the additional cost to be shipped to the Asian manufacturing sites, which means ECHO are vulnerable to changes in transportation costs and it also increases the length of the working capital cycle. 2. 2 Manufacturing ECHO operate worldwide manufacturing facilities to achieving labor cost savings and to spread risk. Each production site specialties in a core competency (such as reduction of shoes or uppers), which allows for workers become expert at a particular part of the production process, which increases efficiency and lower the costs of production. The technology and knowledge intensive manufacturing functions (such as RD) are located in Europe whereas the labor intensive manufacturing is located in lower cost Asian countries. The downside to this configuration is that it may be harder to find high quality employees that match Cocos European values in Asia and also co-ordination the flow of information, materials, and people is much more difficult as the distance from corporate quarters increases. Locating manufacturing far away from retail markets increases lead times due to the inventory traveling time but also because of increased inspections and compliance at border crossings. ECHO had two main distribution centers one in the USA and one in Denmark, which feeds 26 sales subsidiaries. The majority of inventory travels through the distribution centre in Denmark, however only 6-9% of production is sold in Denmark so it then has to be shipped to the local distribution centers, some as far away as Japan. This extra travel increases lead times and costs and introduces a trade-off in terms of ERM of the cost and speed of transport methods; sea and road shipping is much more cost effective but slower and air transportation is very costly and should only be used for emergency shipments. Cocos global manufacturing facilities do not always match the retail markets it serves. In 2004 Cocos main retail markets were USA, Germany and Japan yet the majority of the production and distribution took place outside of these geographies. While we expect the Page 6 of 13 majority of manufacturing to be completed in low cost countries, in order to react to large changes in demand some manufacturing should take place close to large, important markets. 2. 4 Drivers and trends in the industry There are two main trends in the industry: 1 . Shoe brands are moving towards an outsourcing manufacturing model 2. The speed of consumer market trends is increasing Cocos competitors mainly outsource their production to manufacturing experts and use their extra resources to develop specialized sales and marketing competencies. In contrast ECHO need to develop a broader range of competencies that encompass manufacturing, materials, distribution and sales, which mean that they will not have the marketing strength of their competitors. Branding is important in consumer markets and global brands are created by large marketing budgets. Cocos integrated value chain requires large capital investments in manufacturing facilities, which means less capital to spend on marketing. As a brand it has huge awareness in Denmark (99. 4% brand recognition) but internationally this is much lower. Other benefits of outsourcing production include lower costs, a larger choice of suppliers and cheaper redundancy by having a network of suppliers. However their competitors also face downsides such as the substantial resources required to scrutinize the supplier network, monitor quality and maintain supplier relations. It can also make companies more vulnerable to the price increase in raw materials. In todays trend-driven consumer markets certain categories of shoes (such as trainers) are seen as fashion items, so the number of styles and new styles per year are more important than quality. 3 Therefore the higher levels of quality that ECHO provide are an extra cost that is not valued by the customer and provides no competitive advantage. 3 Supply chain risks and mitigation strategies We have focused on risks with the highest priority index and then discuss some dictation strategies that try to balance the risk reduction/reward trade-offs. Key Probability Cost of Mitigation High Medium Balancing capacity and inventory Impact Ezra only manufacture their clothes to worn 10 to 1 5 times, as they believe that after this the item will be out of fashion. The focus is on variety of their clothing lines and a reduction in quality. 4 The priority index is the severity x probability of occurrence x probabil ity of early detect

Think You Know What to Do Youve Already Lost the Game.

Think You Know What to Do Youve Already Lost the Game. My salsa partner raises his left hand. I wonder, what does it mean? Does he want me to do a right turn? Or turn in another direction? Will he drop his hand over my head for a neck drop? Is there some other option I haven’t thought of? As soon as I start asking these questions, I’ve pretty much lost the game. The game is to feel what there is to do. As one of my teachers coached, â€Å"Where I feel, I go.† If only it were so easy. My brain thinks it knows what my partner is going to do. When I first started dancing, a raised hand always meant a right turn. But now there are more options, and my brain’s predictions get me into trouble. My job is to stop anticipating and go with what is happening in the moment. Predicting the future can get us into trouble in our careers and in business as well. Especially because we’re often wrong. Example #1: Annual Reviews (or Where Our Brains Take Us) I have a friend with a past history of getting fired from several jobs. He has now been with the same organization for six years and has gotten bonuses and raises at most of his annual reviews. Nevertheless, this year, when his annual review came up, his â€Å"stinking thinking† told him that some challenging dynamics with his new supervisor would lead to his getting fired. There really was no possibility of his losing his job. But thoughts of getting fired are his brain’s right turn. He goes to those thoughts even when he has not been led there. We all have these â€Å"go-to† thoughts, and they are probably the hardest thing to control, especially after we have trained ourselves so well to think them! But changing these thoughts is probably the most impactful move we can make on the career â€Å"dance floor.† If we can wait for real information and direction before defaulting to our patterned thinking, we can avoid a lot of internal, and external, struggle. Example #2: Client Request I had a client (I’ll call him Tom) sent to me by a larger organization. A representative of that organization (I’ll call her Liz) called to say that Tom wanted a different format and tone in his resume. This was one of our early projects for the organization, before we had hit our stride and started consistently producing the type of executive resumes their clients love. My first instinct was to train the initial writer who worked with Tom on the formats and style that the client wants. But I did not know whether Tom would be open to that. The â€Å"lead’s† hand was raised – but was this a signal to turn? I asked Liz to connect with Tom and got further information that indicated we needed to change direction. A new writer was able to deliver exactly what Tom wanted. I took Liz’s direction and created a win for everyone involved. Example #3: Automation and Innovation It used to be that when you had to fill an order, you got a human to find the item and put it in a box. It used to be that when you wanted to get a shipment delivered, you had an employee get in a truck and drive it there. These things are changing. The companies that resist the true direction that things are going are not going to survive. Just because you’ve always done something the way you knew to do it doesn’t mean it’s going to keep working, or that the market wants you to do it that way, this time. And just because there’s an option to automate something does not mean it will be the most efficient or the best way. The lead’s hand is raised†¦ but wait before you turn. What if You’re the Boss? As a supervisor or business owner, our job is to do the best we can to provide clear direction so that those who follow us don’t get the wrong idea – and so that they feel like we are partnering with them fully. It helps to remember that we are followers too – of our clients and customers. If we can all manage ourselves in our respective roles, we can truly wow people on the dance floor! How do you see these principles of â€Å"lead† and â€Å"follow† playing out in your career or business? Please share below! Save Save