case study:

LaptopCo is a large organisation in China which sells laptop configurations to business customers. LaptopCo sells to two types of customers or buyer behaviour segments. LaptopCo sells only to these two buyer behaviour segments, and does not sell direct to consumers (i.e. individuals).

The first segment LaptopCo sells to are multinational corporations (MNCs) which buy few (5) laptop configurations (e.g. one for gaming) without configuration, in large quantities each month (1,000 to 5,000 for each configuration) in a single order for all stores. Demand for each configuration is thus stable and certain, but MNCs can negotiate promotions with agreed quantities. LaptopCo is willing to accept inventory costs of components and laptops because it knows all configurations will sell, and because new laptop configurations are only released every 2-3 years. The order winner for MNCs is low price, and order qualifier is on-time delivery. MNC demand time is 2 months to distribution centres in each country. MNCs want manuals and packaging to be country (language) specific, and demand for country specific packaging is not predictable. LaptopCo takes one month to manufacture and package an MNC order ready for transport. Online consumers (i.e. clients of the MNCs) want home delivery in 1 business day after they have made their online order with an MNC, and often order other items with the laptop including monitors, a mouse, etc which are sold by the MNCs but not by LaptopCo.

The second segment LaptopCo sells to are computer stores. Computer stores let their online consumers design LaptopCos laptops via its website. Online consumers send orders of 1 to 2 units for 1 laptop configuration to a computer store, and store staff enter each consumers order into LaptopCos website. The order winner for online consumers of computer stores is customised laptops, and the order qualifier is recent components. LaptopCo selects which recent components can be ordered for its laptops. It does not store components in its warehouse because it cannot predict the components that will be ordered, and because it needs flexibility to change the components that computer stores (and their online consumers) can select. LaptopCo can receive components from suppliers, assemble laptops and package ready for delivery in 3 days after it receives an order from a computer store. Online consumer demand for configurations is unique/unpredictable, so LaptopCo and computer stores keep no stock. Online consumers expect 1 week delivery after making an online order with a computer store, and are prepared to pay a premium. These online consumers only buy a laptop, but not other items (e.g. monitors, a mouse, etc) because they have these already or buy separately.

You can assume overseas sea freight is 6 weeks, overseas air freight from LaptopCo is 3 business days, and national (or local) freight is 1 business day.

Justify the postponement model that best matches LaptopCos first buyer behaviour segment. Explain briefly how [specified digital transformation] can support the model. (MAKE)

Justify briefly which delivery model best matches LaptopCos second buyer behaviour segment to handle deliveries to online consumers. Explain briefly how [specified digital transformation] can support the model. (DELIVER)

Justify an extended producer responsible (EPR) approach LaptopCo could use, including what third-party organisation type(s) LaptopCo could collaborate with, and how they can help. Explain how LaptopCo could use [specified digital transformation] to handle the EPR approach you have recommended. (RETURNS)