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the CEO of GT Advanced Technologies called Apple with bad news: GT, which was to supply Apple with superhard sapphire screens for its new iPhones, had just filed for bankruptcy. The filing surprised Apple. Only one year earlier, Apple and GT had hailed a $1 billion plan to build an Arizona factory that would produce 30 times as much sapphire as any other plant in the world. Instead, the alliance turned into a rare-and public-misstep for Apple, whose strict management of its global supply chain has helped it become one of the world's biggest companies."From the making of the first iPhone in 2007, Apple repeatedly has pushed its suppliers to achieve the improbable, while driving hard bargains on price and time to market," writes The Wall Street Journal (Nov. 20, 2014). GT's meltdown underscores the promise and peril for Apple suppliers. An Apple deal can generate billions in revenue. But it also means adapting to huge fluctuations in demand, at razor-thin profit margins and little room for error. "This is not easy money," said one longtime Apple supplier in Asia. GT's COO told the bankruptcy court that Apple had turned his company into a captive supplier, "bearing all of the risk and all of the cost. GT couldn't make a profit at Apple's dictated pricing." Apple turned to GT while seeking to solve a big problem with iPhones: scratched or broken screens. Sapphire is one of the hardest materials on earth, now typically produced synthetically, in furnaces that reach more than 3,600 degrees. It also is expensive-more than 5 times the cost of glass. Apple consumes 1/4 of the world's supply of sapphire to cover the iPhone's camera lens and fingerprint reader. Early last year, the company began looking for a much larger supply, to cover the iPhone's screen. Producing sapphire proved to be the biggest problem. It takes 30 days and costs $20,000 to make a single ingot. Apple claimed more than half the GT ingots were unusable. 1. Why did the venture between Apple and GT fail? 2. What issues face companies that supply one major customer?
The sensitivity analysis is a simple way to access risk. In our text the author states that a common approach is to estimate NPV based upon an optimistic.
In each of the three cases discussed here, which organizational constraints were factors in the decisions made?
Sample No. of Incorrect Bills 1 6 2 5 3 11 4 4 5 0 6 5 7 3 8 4 9 7 10 2 a) Determine the value of p-bar, the mean factor defective. Then determine the control limits for the p-chart using a 99.73% confidence level.
Assuming that within 0.2 ms there is an increase of 0.5μ C of charge stored in the capacitor. What is the average value of the charging current within this 0.2ms?
emove the data related to the out-of-control points you observed from the original data also re compute a new X-Bar-Bar, R-Bar also associated control limits. Elucidate how the two sets of Control Charts are different. Illustrate what has changed.
lionel tucker has been asked to lead a virtual team on a project with a tight time schedule. while allocating the
Define both strategic plan and operational plan in terms of "breadth,""time frame," and "specificity." What level of management is more apt to do each type of plan?
At what volume of demand would the manager be indifferent between each of the two cities? What is the range over which each city provides the lowest cost?
Provide information about what the company sells, and describe both tangible and intangible elements of the product. Be sure you can distinguish the "core" product the company really sells as well as "facilitating" and "support" products.
At its largest manufacturing facility, in Jakarta, the company produces subcomponents at a rate of 300 per day, and it uses these subcomponets at a rate of 12,500 per year (of 250 working days). Holding costs are $2 per item per year, and ordering..
Describe the purpose of a training needs analysis. How can a training needs analysis help a business become more of a "learning" organization?
Describe what types of quality management processes might be found in each of the organizational structures.
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