Danfoss - Global Manufacturing Footprint
商品編號：9B11M049
出版日期：2011/06/22
再版日期：
商品來源：Ivey
商品主題：General Management/Strategy; International Business; Operations Management
商品類型：Case (Field)
涵蓋議題：Family Business;Supply Chain Management;Organizational Design;Manufacturing Strategy;Manufacturing;Internationalization;Corporate Strategy
難易度：4 - Undergraduate/MBA
內容長度：19 頁
地域：Denmark; International
產業：
事件年度：2004
The case examines the supply chain, managerial, and organizational challenges facing a large European industrial company competing in a mature industry with strong price pressure. Established in the 1930s in Southern Jutland, Denmark, Danfoss initially produced automatic valves for refrigeration plants. The company has since grown into a major industrial group. Until the mid-1990s, Danfoss was very Europe-focused, having the majority of its sales and production there. This changed, however, with the arrival of the founder's son, Jorgen Mads Clausen, as the new CEO of the company. He initiated a process to change the company into a global player within all of its main business areas. Following this process of internationalization, the company was facing various challenges. There were three main issues which top management was concerned about: namely, Danfoss's manufacturing network; its continued global growth; and its highly engineering-based culture. The first issue came from the fact that Danfoss had followed a strategy of one product, one plant. This meant that all of its plants were set up to focus on the production of one product. This had created a situation with a lot of very specialized product lines and very few common features between them. On the other hand, the internationalization strategy had so far been quite successful for Danfoss in both Eastern Europe and China. In the United States, however, the company was still experiencing difficulties despite heavy investments in its manufacturing capacity in Mexico. In China, the company had experienced success and wanted to secure long-term growth in the market. The third issue was the very engineering-based culture of the company, which among other things was manifested in the fact that Danfoss previously developed products at the expense of consumer demand and preferences.
教學手冊：8B11M049
補充材料：