|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 routerís 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 Ciscoís 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.
Available for purchase from The Case Centre and Harvard Business Publishing, link provided below.
|Title:||Cisco Systems, Inc.: Collaborating on New Product Introduction|
|Author(s):||Hau L. Lee; Maria Shao|
|Keywords:||Manufacturing, Globalization, Product introduction, vertical integration, collaboration, Product development, International Operations, outsourcing, supply chain management|
|Paper Copy Available:||You may purchase this case from Harvard Business Publishing|
|Electronic Copy Available:||
GSB Faculty, Students and Staff only may view PDF document, authorization required.|