@nimantha.d: I totally agree with you, until now it was a sector snubbed especially by young people, because the "bubble" has deluded them to be "manager" - " product manager, marketing manager, slideware manager...", but what does manager mean if you are making customers upset without providing right service's level?
These sort of factors do happen becasue we do not provide after sales service in a propoer manner. That is the major fault we do. After sales is the most important factor in the business and if we ignore it then the customer will never come back. We should know how to retain a customer which will ultimately bring loads of business to the company.
@p_d: that's right p_d, definitely, in an ideal market it should be a very good and profitable model to implement; I was thinking that current financial crisis, maybe, obliges suppliers in accepting some constraints more against leaving their business/deals. I am not sure it is a correct thought.
Its very simple idea for any supplier to not depend on a single customer. But manier times it may not practical to expand your services to multiple customers in multiple disciplines. Some time you may get the blow.
It is a universally followed method that all the Buyers never depend upon one supplier to supply all their requirements. They adopt a share of business strategy whereby for each part to be bought , there will be more than one supplier and that information is embedded in the BOM. The computerized systems automatically distribute the purchase requirements to those suppliers as per their share of business.
In my opinion the Suppliers should also follow the same strategy. Don't be a 100% supplier to just one company. Spread your business across multiple companies and across multiple product lines.
@Himanshugupta: it is good point to outline; diversification could be a strategy in order to avoid tremendous impact due to major customer's colapse, but is it really feasible? Usually a major vendor really want a given supplier works only for him and subscribes closed contracts for limiting interactions with competitors, for example.
As for Celestica, diversification into new business ends such as the "industrial, aerospace and defense, healthcare, green technology, semiconductor capital equipment and other end markets,"
Celestica and everyone else will be looking for expansion in these areas. Defense isn't a growth area either right now. I think competition will be pretty stiff.
As and when a company becomes successful with the host of successful products, it creates an ecosytem around the product lines. The financial ill health of the company directly effect its suppliers. To minimize the exposure, what strategy should the suppliers implement? Diversification, passing the risk further down to supply chain, outsourcing etc. are easy to identify but can steps like innovation, M&A, collaboration etc be of any help (as suppliers are mainly dependent on product's development).
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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