4. CASE 8.1EC ApplicationGLOBAL SUPPLY CHAIN SYNCHRONIZATIONAT CORNING, INC.Corning Inc., a glass manufacturer headquartered in upstateNew York, makes optical fiber, cables and photonic compo-nents, LCD glass for flat panel displays and other products, aswell as the glassware and cookware that were the company'soriginal products. The company has multiple businesses andresearch, production, and distribution sites in 34 countries.Although they share the direction and global focus ofthe organization, the company's 12 business units have beenmanaging independently, since 1995, their own planning,order management, production, and other supply chainoperations. Such decentralization empowers the units, butthe company has experienced problems ranging from deliverydelays to excessive inventory costs along its long and unsyn-chronized supply chains.To ease these problems, Corning looked for solutionsthat would enable it to create and optimize truly global sup-ply chains within its businesses. The Supply ChainTechnology Strategy group, along with the process owners(the Corning managers who are responsible for the variousprocesses), did wide-ranging analyses of each business unit.The group planned improvements in the supply chain processand tried to find the best SCM solutions to help carry out theimprovements. Corning chose PeopleSoft as its ERP vendor.Using PeopleSoft technology, Corning was able to integratethe relevant activities of its manufacturers, suppliers, cus-tomer service organizations, sales organizations, and tech-nology innovators.To enable an optimized, real-time "virtual factory" envi-ronment, Corning Specialty Materials Group (manufacturer ofsemiconductors, photonics, and technical materials) com-bines PeopleSoft manufacturing, customer fulfillment man-agement, and supply chain planning solutions to improve col-laboration among the 14 factories and sales and researchsites worldwide.Rick Beers, Director of Supply Chain Technology atCorning, explains, "High performance at Corning meansagility. We need to react quickly to opportunities or problemsin our supply chains-to see snags coming and plan accord-ingly, or adjust production levels in response to demand.That requires real-time data and interoperability amongapplications. It all comes down to having the right informa-tion at the right place at the right time" (peoplesoft.com2002).The improved infrastructure, specifically a commondatabase shared throughout Corning's organization, has madepossible the flexibility to increase yield, decrease cycle time,and maintain low levels of inventory based on sales fore-casts. The new process has transformed the supply chain byincreasing or improving collaboration, workflow, planning,strategic analysis, and e-business initiatives. Corning isnow experiencing significantly fewer problems along its sup-ply chain.Sources: Compiled from Springer (2002), corning.com (press releases2002), and peoplesoft.com/go/pt_scm (2002).Questions1. What were the problems of Corning's old system?2. What was the logic behind decentralizing operations?3. How is integration of information done in the decen-tralized environment?4. How is flexibility provided by the new system?

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Questions 1. What were the problems of Corning's old system? 2. What was the logic behind decentralizing operations? 3. How is integration of information done in the decen- tralized environment? 4. How is flexibility provided by the new system?