Nokero is a born-global social enterprise that markets solar light bulbs to over 120 countries. The organization was started by Steve Katsaros, an inventor and entrepreneur. Upon receiving a patent for his bulb technology, he received start-up capital from investors in Hong Kong and China. The company maintains the goal of delivering environmentally friendly solar products that are affordable to those most in need. The product was designed to reduce the use of kerosene and diesel in regions that have shortages of electricity. Nokero has engaged corporations, governments, international agencies, and NGOs on collaborative social programs related to environmental sustainability, renewable energy, poverty alleviation, and disaster and relief projects. The company has benefited from dozens of favorable stories in print media, TV networks, and social media around the world. Consequently, demand for the product has increased significantly. The organizational headquarters are located in Denver, Colorado, but the sole supplier of the company’s product is located in China. Sales are driven through direct, Web-based sales and through licensed distributors around the world. Katsaros understands that the success of Nokero’s business hinges on its ability to address critical supply-chain issues and some operational issues related to supply-chain management.

dispersed.

QUESTIONS

1. What manufacturing strategy should Nokero pursue? Should it continue to supply all of its light bulb orders from a single factory location in China? What impact could uncontrollable issues such as COVID-19 have on Nokero’s sourcing strategy?

2. In terms of distribution networks, should Nokero maintain fulfillment warehouses in Africa, Asia, and Latin America? How should Nokero address the last mile issue of accessing people in the most remote locations?