| Case No: |
GS66 |
| Title: |
Cisco Systems, Inc.: Collaborating on New Product Introduction |
| Publication Year: |
2009 |
| Author(s): |
Hau L. Lee;
Maria Shao
|
| Abstract Text: |
In November 2007, a global, cross-functional team at Cisco Systems, Inc. was seeking management approval to start manufacturing a new router, code-named Viking. The team faced a host of challenges in launching the low-cost but powerful router for telecommunications service providers. After overhauling the project to sharply increase the router’s planned speed and capacity, the company had just one year to launch the product, an unusually fast schedule. In addition, Cisco wanted to debut China as a low-cost manufacturing base for the high-end product. It planned to use contract manufacturer Foxconn Technology Group to produce the machine, even though Foxconn had never made such a complex product for Cisco. Could Foxconn handle the technical complexity? Could Cisco work closely with Foxconn to mitigate the project risks? Could Cisco’s methodology for new product introduction rise to the necessary level of sophistication?
The case highlights the challenges and complexities of developing and manufacturing a sophisticated technology product for a worldwide market. Students will consider what it takes to achieve success in new product introduction, or NPI. The case also offers an opportunity to evaluate supply chain issues in a company that outsources manufacturing globally. |
| Keywords: |
collaboration, Globalization, International Operations, Manufacturing, outsourcing, Product development, Product introduction, supply chain management, vertical integration |
| Paper Copy Available: |
Contact case_requests@gsb.stanford.edu for availability.
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| Electronic Copy Available: |
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