An empirical study of the imperatives for a supply chain implementation project in Seagate Technology International

Boon K. Bay, Nelson K.H. Tang, David Bennett

Research output: Contribution to journalArticle

Abstract

Singapore's electronics manufacturers are facing many questions. In the computer hard-drive industry, where the problem of obsolescence is common and where a product's lifecycle may be only six months, manufacturers are anxious to know what the next order-winning criteria will be. Since low labour costs are no longer a key factor, many organisations are developing their competencies in research and development, sales and marketing, logistics and supply chain management in order to maintain competitiveness. This paper illustrates how Seagate has envisaged a climate of cooperation and collaboration to better serve its customers in the areas of technology, cost and delivery. The paper is based on observations and findings following a longitudinal case study approach at the Seagate Storage Product Group (SPG) in Singapore. The seven-stage implementation framework adopted by Seagate in their SCM project is discussed, together with the process of how Seagate has created a paradigm shift towards a new culture of teamwork-based collaboration.

Original languageEnglish
Pages (from-to)331-340
Number of pages10
JournalSupply Chain Management
Volume9
Issue number4
DOIs
Publication statusPublished - 9 Dec 2004

Fingerprint

Supply chain
Singapore
Empirical study
Costs
Labour costs
Industry
Product lifecycle
And supply chain management
Team work
Longitudinal case study
Paradigm shift
Obsolescence
Marketing
Factors
Competency
Climate
Logistics
Competitiveness

Keywords

  • distribution management
  • manufacturing systems
  • Singapore
  • strategic planning
  • supply chain management

Cite this

@article{c92b7a51c40545a3bc750f70e46ed6aa,
title = "An empirical study of the imperatives for a supply chain implementation project in Seagate Technology International",
abstract = "Singapore's electronics manufacturers are facing many questions. In the computer hard-drive industry, where the problem of obsolescence is common and where a product's lifecycle may be only six months, manufacturers are anxious to know what the next order-winning criteria will be. Since low labour costs are no longer a key factor, many organisations are developing their competencies in research and development, sales and marketing, logistics and supply chain management in order to maintain competitiveness. This paper illustrates how Seagate has envisaged a climate of cooperation and collaboration to better serve its customers in the areas of technology, cost and delivery. The paper is based on observations and findings following a longitudinal case study approach at the Seagate Storage Product Group (SPG) in Singapore. The seven-stage implementation framework adopted by Seagate in their SCM project is discussed, together with the process of how Seagate has created a paradigm shift towards a new culture of teamwork-based collaboration.",
keywords = "distribution management, manufacturing systems, Singapore, strategic planning, supply chain management",
author = "Bay, {Boon K.} and Tang, {Nelson K.H.} and David Bennett",
year = "2004",
month = "12",
day = "9",
doi = "10.1108/13598540410550082",
language = "English",
volume = "9",
pages = "331--340",
journal = "Supply Chain Management",
issn = "1359-8546",
publisher = "Emerald Group Publishing Ltd.",
number = "4",

}

An empirical study of the imperatives for a supply chain implementation project in Seagate Technology International. / Bay, Boon K.; Tang, Nelson K.H.; Bennett, David.

In: Supply Chain Management, Vol. 9, No. 4, 09.12.2004, p. 331-340.

Research output: Contribution to journalArticle

TY - JOUR

T1 - An empirical study of the imperatives for a supply chain implementation project in Seagate Technology International

AU - Bay, Boon K.

AU - Tang, Nelson K.H.

AU - Bennett, David

PY - 2004/12/9

Y1 - 2004/12/9

N2 - Singapore's electronics manufacturers are facing many questions. In the computer hard-drive industry, where the problem of obsolescence is common and where a product's lifecycle may be only six months, manufacturers are anxious to know what the next order-winning criteria will be. Since low labour costs are no longer a key factor, many organisations are developing their competencies in research and development, sales and marketing, logistics and supply chain management in order to maintain competitiveness. This paper illustrates how Seagate has envisaged a climate of cooperation and collaboration to better serve its customers in the areas of technology, cost and delivery. The paper is based on observations and findings following a longitudinal case study approach at the Seagate Storage Product Group (SPG) in Singapore. The seven-stage implementation framework adopted by Seagate in their SCM project is discussed, together with the process of how Seagate has created a paradigm shift towards a new culture of teamwork-based collaboration.

AB - Singapore's electronics manufacturers are facing many questions. In the computer hard-drive industry, where the problem of obsolescence is common and where a product's lifecycle may be only six months, manufacturers are anxious to know what the next order-winning criteria will be. Since low labour costs are no longer a key factor, many organisations are developing their competencies in research and development, sales and marketing, logistics and supply chain management in order to maintain competitiveness. This paper illustrates how Seagate has envisaged a climate of cooperation and collaboration to better serve its customers in the areas of technology, cost and delivery. The paper is based on observations and findings following a longitudinal case study approach at the Seagate Storage Product Group (SPG) in Singapore. The seven-stage implementation framework adopted by Seagate in their SCM project is discussed, together with the process of how Seagate has created a paradigm shift towards a new culture of teamwork-based collaboration.

KW - distribution management

KW - manufacturing systems

KW - Singapore

KW - strategic planning

KW - supply chain management

UR - http://www.scopus.com/inward/record.url?scp=9444239142&partnerID=8YFLogxK

UR - http://www.emeraldinsight.com/journals.htm?articleid=858343&show=html

U2 - 10.1108/13598540410550082

DO - 10.1108/13598540410550082

M3 - Article

VL - 9

SP - 331

EP - 340

JO - Supply Chain Management

JF - Supply Chain Management

SN - 1359-8546

IS - 4

ER -