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MGMT 659 SFSU The Tao of Timbuk2 Case Study

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Management

School

San Francisco State University

Type

Case Study

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CASE STUDIES (75 points total)
The Tao of Timbuk2 (25 points)
Please read The Tao of Timbuk2 on page 40 in the text. Thoroughly answer the following
questions:
1. Consider the two categories of products that Timbuk2 makes and sells. For the custom
messenger bag, what are the key competitive dimensions that are driving sales? Are its
competitive priorities different for the new laptop bags sourced in China?
The competitive dimensions driving sales of the custom messenger bag are:
- High Quality
- Quick delivery speed
- High Delivery Reliability
- High Flexibility
There is a difference in the competitive priorities of the messenger back compared to
the new laptop bags sourced from China. While it took into account all of the above
mentioned, it had an additional competitive dimension of pricing.
2. Compare the assembly line in China to that in San Francisco along the following
dimensions: (1) volume or rate of production; (2) required skill of the workers; (3) level
of automation; and (4) amount of raw materials and finished goods inventory.
San Francisco
China
Volume
Low
High
Skill
High
Medium
Automation
Low
Medium
Inventory
Medium/low
Medium/low
3. Draw two diagrams, one depicting the supply chain for those products sourced in China
and the other depicting the bags produced in San Francisco. Show all major steps,
including raw material, manufacturing, finished goods, distribution inventory, and
transportation. Other than manufacturing cost, what other costs should Timbuk2
consider when making the sourcing decision?
San Francisco: Raw materialsManufacturingFinished Goodsstored inventortransported
to customer
China: Raw MaterialsManufacturingFinished GoodsShipped to warehousestored
inventorytransported to customer
Timbuk2 should look at cost but should also look into manufacturing timeline to determine the
best place to source the bags from.

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Coat
1 machine
0.5 min per
part
Expose
5 machines
5 employees
15 setup min
1.72 min a part
Unload
1 machine
1 employee
0.33 min a part
Bake
1 machine
0.33 min a
part
Inspect
2 machines
2 employees
0.5 min a part
Unload
1 machine
1 employee
0.33 min a part
Drilling
6 machines
3 employees
15 min setup
1.5 min a part
Copper Plate
1 machine
2 employees
5 min setup
0.2 min a part
Final Test
6 Machines
6 employees
15 min setup
2.69 min a part
Circuit Board Fabricators, Inc. (25 points)
Please read “Circuit Board Fabricators, Inc.” on pages 163-164 in the text. Thoroughly answer the
following questions:
1. What type of process flow structure is CBF using?
Circuit Board Fabricators, Inc. uses a workcenter process flow, sometimes referred to
as a job-shop. This type of flow has great flexibility to produce a variety of products,
typically at lower volume levels.
2. Diagram the process in a manner similar to Exhibit 7.7.
Order
Acceptance
Check
Suitability
NC Machine
Programming
CAD info
10 Step Board
Fabrication
Load
1-Machine
1-Employee
5 min setup
0.33min a part
Clean
1 machine
0.5 min per
part
Finished
Product
Shipping

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CASE STUDIES (75 points total) The Tao of Timbuk2 (25 points) Please read “The Tao of Timbuk2” on page 40 in the text. Thoroughly answer the following questions: 1. Consider the two categories of products that Timbuk2 makes and sells. For the custom messenger bag, what are the key competitive dimensions that are driving sales? Are its competitive priorities different for the new laptop bags sourced in China? The competitive dimensions driving sales of the custom messenger bag are: - High Quality - Quick delivery speed - High Delivery Reliability - High Flexibility There is a difference in the competitive priorities of the messenger back compared to the new laptop bags sourced from China. While it took into account all of the above mentioned, it had an additional competitive dimension of pricing. 2. Compare the assembly line in China to that in San Francisco along the following dimensions: (1) volume or rate of production; (2) required skill of the workers; (3) level of automation; and (4) amount of raw materials and finished goods inventory. San Francisco China Volume Low High Skill High Medium Automation Low Medium Inventory Medium/low Medium/low 3. Draw two diagrams, one ...
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