For the case BOSSARD AG : ENABLING INDUSTRY 4.0 LOGISTICS , critically analyze following (a) What are
Fantastic news! We've Found the answer you've been seeking!
Question:
For the case BOSSARD AG : ENABLING INDUSTRY 4.0 LOGISTICS , critically analyze following
(a) What are the key elements of Bossard’s business model?
(b) What are the key benefits and drawbacks of adopting the Bossard logistics system?
(c) What are the challenges with transferring Bossard’s business model from Switzerland to other parts of the world?
Transcribed Image Text:
Bossard AG (Bossard) based in Zug, Switzerland, was a leading supply chain service provider helping manufacturing businesses take advantage of new opportunities arising in the digital economy, a trend popularly known as "Industry 4.0." Bossard purchased large volumes of basic components-screws, nuts, and bolts from a variety of suppliers, conducted extensive quality control, branded and repackaged the items for its customers, and delivered them just in time and on short notice to manufacturing sites worldwide. Bossard integrated the delivery of products with logistics solutions, advising customers on product selection, and participating in customers' product development. Bossard's blue "SmartBins" had become a common sight in factories across Europe, and increasingly also in North America and in Asia. Bossard enabled manufacturers to enhance the productivity of their operations through real time data collection and analytics. In Switzerland, the high cost of manual labour had, for several decades, put pressure on manufacturers to reduce the use of low-skilled labour and enhance operational efficiency. Bossard's logistics solutions were thus in high demand, first in Switzerland and later throughout Europe, North America, and some parts of Asia. However, the business model had to be adjusted to fit local client needs, especially in emerging economies. Specifically, Bossard was looking for more ways to participate in upgrading Chinese manufacturing. FROM FAMILY STORE TO GLOBAL CHAMPION Bossard was founded in 1831 as a hardware store. Since the 1950s, it had grown due to rising industrial demand for high quality screws, nuts, and bolts also known as "fasteners"-in the manufacturing industry. From the 1970s onward, Bossard spread beyond Switzerland to serve clients across Europe and later in North America and in Asia, often following existing customers that established factories abroad. Turnover reached CHF 695 million in 2016, up from CHF 485 million in 2012, with solid profitability of EBITDA margins between 12 and 14 per cent in recent years. Bossard employed over 2,000 employees around the world (see Exhibits 1 and 2). Bossard AG (Bossard) based in Zug, Switzerland, was a leading supply chain service provider helping manufacturing businesses take advantage of new opportunities arising in the digital economy, a trend popularly known as "Industry 4.0." Bossard purchased large volumes of basic components-screws, nuts, and bolts from a variety of suppliers, conducted extensive quality control, branded and repackaged the items for its customers, and delivered them just in time and on short notice to manufacturing sites worldwide. Bossard integrated the delivery of products with logistics solutions, advising customers on product selection, and participating in customers' product development. Bossard's blue "SmartBins" had become a common sight in factories across Europe, and increasingly also in North America and in Asia. Bossard enabled manufacturers to enhance the productivity of their operations through real time data collection and analytics. In Switzerland, the high cost of manual labour had, for several decades, put pressure on manufacturers to reduce the use of low-skilled labour and enhance operational efficiency. Bossard's logistics solutions were thus in high demand, first in Switzerland and later throughout Europe, North America, and some parts of Asia. However, the business model had to be adjusted to fit local client needs, especially in emerging economies. Specifically, Bossard was looking for more ways to participate in upgrading Chinese manufacturing. FROM FAMILY STORE TO GLOBAL CHAMPION Bossard was founded in 1831 as a hardware store. Since the 1950s, it had grown due to rising industrial demand for high quality screws, nuts, and bolts also known as "fasteners"-in the manufacturing industry. From the 1970s onward, Bossard spread beyond Switzerland to serve clients across Europe and later in North America and in Asia, often following existing customers that established factories abroad. Turnover reached CHF 695 million in 2016, up from CHF 485 million in 2012, with solid profitability of EBITDA margins between 12 and 14 per cent in recent years. Bossard employed over 2,000 employees around the world (see Exhibits 1 and 2).
Expert Answer:
Related Book For
Launching New Ventures An Entrepreneurial Approach
ISBN: 978-0547014562
5th Edition
Authors: Kathleen R. Allen
Posted Date:
Students also viewed these general management questions
-
Read the case study and answer the question below with a one page response. What does a SWOT analysis reveal about the overall attractiveness of Under Armours situation? Founded in 1996 by former...
-
Planning is one of the most important management functions in any business. A front office managers first step in planning should involve determine the departments goals. Planning also includes...
-
Colors and More is considering replacing the equipment it uses to produce crayons. The equipment would cost $1.37 million, have a 12-year life, and lower manufacturing costs by an estimated $304,000...
-
The price of a stock has gone up from $24 to $35 in one year. It also paid a year-end dividend of $1.20. What is the stock's (a) Income yield, (b) Capital gains yield, (c) Total return?
-
The Silverton Symphony Orchestra Hall is a well-established not-for-profit organization exempt under IRC Sec. 501(c)(3) that owns a debt-financed facility that is home to the local symphony...
-
What are the four phases of decision making?
-
Moreno Company publishes a monthly sports magazine, Fishing Preview. Subscriptions to the magazine cost $20 per year. During November 2014, Moreno sells 15,000 subscriptions beginning with the...
-
As part of her year-end responsibilities, Sharon prepared the company's variable costing income statement as follows. Sales Variable expenses: $418,700 COGS $142,200 Operating expenses 23,700 165,900...
-
Territory and Product Profitability Analysis Pipeline Surfboards Inc. manufactures and sells two styles of surfboards, Atlantic Wave and Pacific Pounder. These surfboards are sold in two regions,...
-
A square beam 2 0 mmx 2 0 mm in section and 2 m long is supported at the ends. The beam fails when a point load of 4 0 0 N is applied at the centre of the beam. What uniformly distributed load per...
-
If a mass on a spring moving horizontally were taken to the moon, how would its frequency change? What about a mass on a spring moving vertically? A pendulum?
-
Using implicit personality theory, explain how physical attractiveness influences job-related outcomes in employment interviews and performance appraisals.
-
Hippos spend much of their lives in water, but amazingly, they dont swim. They have, like manatees, very little body fat. The density of a hippos body is approximately 1030 kg/m 3 , so it sinks to...
-
A study of small business failures found that owners generally cited factors such as economic depression or strong competition as causes. However, creditors of these failed businesses were much more...
-
Provide examples of a. blocking interprocess communication; b. nonblocking interprocess communication.
-
10. Given the polynomial function of the figure: Express your answer in volume. X cm (24-2x) cm 1 (30 - 2x) cm
-
Describe a group you belong or have belonged discuss the stages of group development and suggest how to improve the group effectiveness by using the group development model.
-
What were the internal strengths and external opportunities for A-1 Lanes? What were the internal weaknesses and external threats?
-
What is the role of angels as a source of new venture funding?
-
What is the purpose of the imaginary tour of the business?
-
What are the key differences between financing entrepreneurial and established companies?
-
What is the purpose of staged financing?
-
What are the main types of investors that fund entrepreneurial ventures?
Study smarter with the SolutionInn App