Do you think Loretta Wilson’s team achieved its objective? State your reasons for your conclusion. when problems need to be addressed and then to proceed to do something about it. The job ofgetting the deliveries made on time fell on the shoulders of HP's Distribution and LogisticsManager, Loretta Wilson who reports to the head of HP. For the execution of the project,Wilson needed a team that is dedicated solely to the project, away from their substantive dutieswho are ready to move at the drop of the hat, work long hours per day and willing to relocate forthe sole purpose of the project.Wilson started brainstorming the team she needed to resolve the problem. She briefly spokewith the Directors of Operations, Planning, Communication and PR, who were subject matterexperts. They quickly assessed the situation and established their goals. In essence, the teamwanted to "find smarter and simpler ways to handle parts, at several times in the distributionchannel to meet delivery guarantee period." They concluded that a new, high tech facility wasneeded – one in which the distribution process could maximise efficiencies, within a four hourturn around band.The team designed a 405,000 square foot facility hub and specified the precise equipment andlayout of the operation and staff. For example, the distribution facility now hasconveyor belts that run constantly. New sorting machines are capable of sorting over 45 pieces aminute enabling the company to process over 60,000 products each day. Inventory is stockedwithin minutes after being received in the warehouse, rather than the nearly eight days itpreviously took. Packing and creating are done with the assistance of robotics. Work stations foremployees have been redesigned to reduce product handling.equipped so that shipments can be held and their weight determined right up to the moment thatFederal Express backs up to the dock. The cargo is then immediately placed into the trucks andthe drivers are sent to the airport. Then, as the FedEx drivers head to the airport, they call in thecargo's weight on their cell phones and drive to a waiting aircraft and send the cargo off to thecustomer. In addition, 6 warehouse locations across US serving all 52 statesvermile ofA special shipping dock is Case Study on Distribution at Hewlett PackardEven well-managed organizations do not always work as efficiently and effectively asmanagement would like. At Hewlett-Packard (HP), billions of dollars of product are beingshipped - from computers and diagnostic devices to toner cartridges each year. Customer orderscome in 24 hours a day, 365 days a year.Nearly 16,000 different products are requested daily and have to be shipped from six differentwarehouses which are located 30 or more miles apart. It often takes weeks to get the productsinto the customer's hand. This is a serious problem if customers have contracts with HP statingdeliveries are to be made in three (3) business days, or less. That means that from the time acustomer calls the HP customer service line, they will have their replacement part and be back inoperation within 72 hours or less, no matter where that customer is located. On average, deliveryto customers 6+ days. It is imperative that HP guarantee for delivery of products and servicesare followed to protect their image, secure its position in the market place, increase itscompetitive advantage and its customers engagement.One of the characteristics that distinguishes an outstanding organisation is the ability to know

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Do you think Loretta Wilson’s team achieved its objective? State your reasons for your conclusion

Understanding Business

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ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Question

Do you think Loretta Wilson’s team achieved its objective? State your reasons for your conclusion.

when problems need to be addressed and then to proceed to do something about it. The job of
getting the deliveries made on time fell on the shoulders of HP's Distribution and Logistics
Manager, Loretta Wilson who reports to the head of HP. For the execution of the project,
Wilson needed a team that is dedicated solely to the project, away from their substantive duties
who are ready to move at the drop of the hat, work long hours per day and willing to relocate for
the sole purpose of the project.
Wilson started brainstorming the team she needed to resolve the problem. She briefly spoke
with the Directors of Operations, Planning, Communication and PR, who were subject matter
experts. They quickly assessed the situation and established their goals. In essence, the team
wanted to "find smarter and simpler ways to handle parts, at several times in the distribution
channel to meet delivery guarantee period." They concluded that a new, high tech facility was
needed – one in which the distribution process could maximise efficiencies, within a four hour
turn around band.
The team designed a 405,000 square foot facility hub and specified the precise equipment and
layout of the operation and staff. For example, the distribution facility now has
conveyor belts that run constantly. New sorting machines are capable of sorting over 45 pieces a
minute enabling the company to process over 60,000 products each day. Inventory is stocked
within minutes after being received in the warehouse, rather than the nearly eight days it
previously took. Packing and creating are done with the assistance of robotics. Work stations for
employees have been redesigned to reduce product handling.
equipped so that shipments can be held and their weight determined right up to the moment that
Federal Express backs up to the dock. The cargo is then immediately placed into the trucks and
the drivers are sent to the airport. Then, as the FedEx drivers head to the airport, they call in the
cargo's weight on their cell phones and drive to a waiting aircraft and send the cargo off to the
customer. In addition, 6 warehouse locations across US serving all 52 states
ver
mile of
A special shipping dock is

Case Study on Distribution at Hewlett Packard
Even well-managed organizations do not always work as efficiently and effectively as
management would like. At Hewlett-Packard (HP), billions of dollars of product are being
shipped - from computers and diagnostic devices to toner cartridges each year. Customer orders
come in 24 hours a day, 365 days a year.
Nearly 16,000 different products are requested daily and have to be shipped from six different
warehouses which are located 30 or more miles apart. It often takes weeks to get the products
into the customer's hand. This is a serious problem if customers have contracts with HP stating
deliveries are to be made in three (3) business days, or less. That means that from the time a
customer calls the HP customer service line, they will have their replacement part and be back in
operation within 72 hours or less, no matter where that customer is located. On average, delivery
to customers 6+ days. It is imperative that HP guarantee for delivery of products and services
are followed to protect their image, secure its position in the market place, increase its
competitive advantage and its customers engagement.
One of the characteristics that distinguishes an outstanding organisation is the ability to know

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Case Study on Distribution at Hewlett Packard Even well-managed organizations do not always work as efficiently and effectively as management would like. At Hewlett-Packard (HP), billions of dollars of product are being shipped from computers and diagnostic devices to toner cartridges each year. Customer orders come in 24 hours a day, 365 days a year. Nearly 16,000 products are requested daily and have to be shipped from six different warehouses which are located 30 or more miles apart. It is often takes weeks to get the products into the customer's hand. This is serious problem if customers have contracts with HP staying deliveries are to be made in three business days or less. That means that from the time a customer calls the HP customer service line, they will have their replacement part and be back in operation within 72 hours or less, no matter where that customer is located. On average, delivery to customers 6+ days. It is imperative that HP guarantee for delivery of…
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