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时间:2021-09-16 00:53 来源: Essay代写

摘要:摘要:本研究的主要目标是全球业务在美泰玩具公司的战略分析供应链。其供应链将评估面临的风险/安全威胁和将提......

美泰全球业务的战略分析

Strategic Analysis of Mattels Global Operations

 

研究的主要目标是全球业务在美泰玩具公司的战略分析供应链。其供应链将评估面临的风险/安全威胁和将提交给管理这些风险的框架

随着产品/服务的复杂性日益加深,随着外包和全球化的发展,供应网络也变得越来越复杂。这影响了风险,不断改变它。风险通常可以称为受伤的概率,风险,损害或任何其他意外的结果。英国皇家学会定义了一个更加系统的解释风险:“特定的不利事件发生的概率在规定的时间内,从一个特别的挑战或结果。”

在这项研究中,我们将提出为未来的供应链风险管理的框架观点在2007年美泰召回。这回忆留下了媒体报道,公开批判的痕迹,调查和巨大的教训。

 

1.1美泰玩具公司

 

美泰玩具公司是一个全球领先的设计,制造和销售的玩具和家庭产品。它包含的畅销品牌,如芭比娃娃,费雪品牌等等。美泰被公认为美国公司被《福布斯》杂志100年最值得信赖的。(来源:维基百科)。

在2007年,它经历了一个序列的连续报警产品召回约二千一百万玩具从出售。玩具是否有缺陷的设计中失去小磁铁,如果消费可能伤害孩子,或含有铅涂料的玩具来自他们不道德的中国供应商无关紧要的情况下受到高媒体批评,强调质量管理不善和多样的物流实践外包供应商。 

The main objective of this study is to do a strategic analysis of the global operations of supply chain within Mattel Toys Inc. Here its supply chain will be evaluated along with the risks/ security threats it faced and a framework will be presented to manage these risks.

With growing product/service complexity, supply networks are also becoming increasingly complex in the wake of outsourcing and globalization. This has affected risk, changing it continuously. Risk can generally be termed as a probability of injury, hazard, damage or any other unwanted outcomes." The Royal Society (1992) defined a more systematic explanation of risk: ''the probability that a particular adverse event occurs during a stated period of time, or results from a particular challenge."

In this study, we will suggest a framework for future supply chain risk management in the view of Mattel's recall in 2007. This recall left a trail of media reports, public critique, investigations and huge lessons learnt.

 

1.1美泰玩具公司——1.1 Mattel Toys Inc.

 

Mattel Toys Inc. is a global leader in the design, manufacture and marketing of toys and family products. It comprises of top-selling brands such as Barbie, Fisher-Price brands etc. Mattel is recognized as the 100 Most Trustworthy U.S. Companies by Forbes Magazine. (Source: Wikipedia).

In 2007, it experienced a sequence of continuous alarming product recalls in which around twenty one million toys were pulled out from sale. Whether the toys were defective in design to lose small magnets, which if consumed could harm kids, or they were toys contaminated with lead paint coming from unethical Chinese vendors was irrelevant as the case was subjected to high media critique and got highlighted for quality mismanagement and varied logistic practices in outsourced vendors. (Biggemann 2008)

Industry experts suggest that Mattel is locked in a relationship with China having five factories and manufacturing there for nearly 25 years. It outsources its production up to 50 percent to third-party manufacturers and almost 65 percent of its toys are produced in China.

"In spite of quality control efforts, Mattel has had 36 recalls since 1998 and two formal Consumer Product Safety Commission (CPSC) admonishments. It's most controversial recall, up until 2007, involved 10 million Power Wheels toy vehicles." (Biggemann 2008)

Below is a timeline depicting the key events that took place during the course of this recall,

The result of this recall was catastrophic for Mattel and it lost more than 45% of shares in market value(figure-3)

Mattel was fined $2.3 million by Consumer product safety commission (CPSC) in civil penalties for violating a federal lead paint ban that resulted in the recall of millions of toys(Source: CNNMoney). Although sales at international markets helped it gain some profit for that interval (Casey, 2008), yet these had very little impact on their annual figures as compared to its loss.

The response of Mattel can be studied at the following two levels

External Communication: Mattel with CPSC, implemented the CPSC's "fast track" program to communicate with parents and retailers using a mix of print, electronic and new media.(Fig.4)

Internal Organization: After the recall Mattel internal environment of the organisation was changed in following ways:

 

Creation of Corporate Responsibility division

Announcement of product integrity policy and audit by senior management.

Three-point safety check system was also instituted.

The question now raised was "How did Mattel end up in such a tricky situation?" Is it a case of heavy neglect or something worse? It is argued that this was the result of Mattel's flawed sourcing strategy.

 

文献综述——Literature Review

 

Toy industry is one of the oldest industries for creativity and extremely volatile in nature. In the United States alone there are approximately 3 billion toys sold per year (Source: Toy Asoociation). Toy sales estimate are nearly 22 billion USD (Richtel et al,2008). Figure 5 estimates the annual toy sales from July 06 - June 07 which marked a rise up to 22.5 billion USD.

Erratic and changing demands in this industry create a layer of volatility due to undersized and customized selling-openings and rapid product lifecycles. Toy demand and toy retailers' needs are very volatile and expect toy manufactures to be very market responsive; but most toy manufacturers respond with conventional mass-production strategy which is very minimal in response and very mismatched to their strategy. Supply networks of such industries are growing into complex and dynamic mesh of varying relationships (Harland et al., 1999). Risk is escalating and its focal point is ever changing within the dynamism of supply networks all due to outsourcing of supply operations overseas and also due to growing complexity of product/service life-cycle.

Of late research has explored strategies to minimize risk in toy supply chains and networks. One of the main assets of toy manufacturers is their network position and the relationships and policies that come with these (Turnbull et al., 1996). To asses and manage risks, network positioning plays an important role especially in resource sharing, reputation management and terms of contract (Henders, 1992).

To begin the research, a literature search was undertaken with the intention of locating articles related to supply chain security and risk. The search included all journals known to publish articles related to security, risk, and/or supply chain management. Examination of the literature reveals four core premises that are consistently mentioned as vital for firms seeking to maintain effective levels of security and in minimizing and/or managing supply chain risk.

 

(1) Preparation and planning initiatives.

 

Business and supply chain continuity planning has been the focal point of the supply chain security/risk literature. A four-step business continuity plan, which comprise of creation of awareness, prevention, remediation, and information management is needed to protect from external risks (Zsidisin et al.,2005a).

 

(2) Security-related partnerships.

 

Formation and maintenance of security related partnership is strongly advocated in the security literature. Sheffi (2001) conceives that maintaining relationships with suppliers and governmental authorities is mandatory to facilitate supply chain continuity, thus ensuring against asset and product damage.

 

(3) Organizational adaptation.

 

Recent research presents an emergent focus dealing with organizational adaptability to manage response to probable or recognized supply chain risks and crises. The literature advocates the adoption of steps towards securing supply chain assets and curtailing risk exposure.  

本文标签: Strategic An供应链

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