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dc.contributor.authorSlagmulder, Regine
dc.contributor.authorGrottoli, D.
dc.contributor.authorVan Wassenhove, L.
dc.date.accessioned2017-12-02T14:24:43Z
dc.date.available2017-12-02T14:24:43Z
dc.date.issued2004
dc.identifier.urihttp://hdl.handle.net/20.500.12127/2676
dc.description.abstractThis is a condensed version. In a maturing market, Hewlett-Packard's (HP) attention moved from Return on Sales to Return on Net Assets. Mismatches between demand and supply, aggrevated by a long supply chain, were a burden on profit. HP realised that conventional logistics costs (warehousing, inventories, transport) were only the tip of the iceberg. Hidden underneath were large costs due to price protection, material devaluation, returns and obsoletes (Inventory Driven Costs). Uncovering all true demand/supply mismatch costs allowed HP to redress the situation and restore competitiveness. The case aims to illustrate the strategic impact of supply chain management and the increasing cost of supply/demand mismatches. To enable sound decision making (eg in prioritising supply chain improvement projects), a clear link needs to be established between supply chain performance indicators and bottom-line impact.
dc.language.isoen
dc.subjectManagement Accounting & Control
dc.titleHewlett-Packard: Performance Measurement in the Supply Chain
dc.identifier.tcc604-036-1
vlerick.casepublishertcc
vlerick.knowledgedomainAccounting & Finance
vlerick.knowledgedomainOperations & Supply Chain Management
vlerick.typecaseCase
vlerick.vlerickdepartmentA&F
dc.identifier.vperid140694
dc.identifier.vperid39319
dc.identifier.vperid141274
dc.identifier.vpubid2992


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