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Harvard Case - Supply Chain Restructuring at Portugal Telecom-A

"Supply Chain Restructuring at Portugal Telecom-A" Harvard business case study is written by Machado Jose Alves, Dierickx Ingemar, Almeida Costa Luis. It deals with the challenges in the field of General Management. The case study is 19 page(s) long and it was first published on : Apr 30, 2009

At Fern Fort University, we recommend Portugal Telecom (PT) implement a comprehensive supply chain restructuring strategy focused on digital transformation, outsourcing, and strategic partnerships to enhance efficiency, reduce costs, and improve customer service. This strategy will leverage technology and analytics to optimize operations, improve supply chain visibility, and enable data-driven decision-making.

2. Background

This case study focuses on Portugal Telecom (PT), a telecommunications giant facing significant challenges in its supply chain. PT's legacy systems, fragmented processes, and lack of integration across its supply chain were leading to high costs, delays, and poor customer satisfaction. The case study highlights the company's efforts to address these issues under the leadership of the new CEO, Miguel Almeida.

The main protagonists in this case study are:

  • Miguel Almeida: The newly appointed CEO of PT, tasked with driving change and improving the company's performance.
  • The Supply Chain Team: Responsible for developing and implementing the restructuring strategy.
  • PT's Suppliers: Key stakeholders in the supply chain who need to be engaged in the transformation process.
  • PT's Customers: The ultimate beneficiaries of the improved supply chain, who will experience better service and value.

3. Analysis of the Case Study

Strategic Framework:

We will use a combination of frameworks to analyze the case study:

  • Porter's Five Forces: To assess the competitive landscape and identify opportunities for PT to gain a competitive advantage.
  • SWOT Analysis: To identify PT's strengths, weaknesses, opportunities, and threats in the context of its supply chain.
  • Value Chain Analysis: To understand the key activities within PT's supply chain and identify areas for improvement.

Analysis:

  • Porter's Five Forces: The telecommunications industry is characterized by high competition, with several established players and emerging technologies. PT faces threats from new entrants, substitute products, and bargaining power of suppliers.
  • SWOT Analysis:
    • Strengths: Strong brand recognition, existing customer base, and a skilled workforce.
    • Weaknesses: Inefficient supply chain, outdated technology, and lack of integration.
    • Opportunities: Digital transformation, outsourcing, and strategic partnerships.
    • Threats: Competition from new entrants, technological disruption, and economic downturn.
  • Value Chain Analysis: PT's supply chain is complex and involves multiple stages, including procurement, manufacturing, distribution, and customer service. The analysis reveals inefficiencies in each stage, leading to delays, high costs, and poor customer satisfaction.

Key Findings:

  • PT's supply chain is a major source of inefficiency and cost.
  • The company lacks a clear strategy for supply chain management.
  • There is a need for greater integration and collaboration across the supply chain.
  • Technology and analytics play a crucial role in optimizing the supply chain.

4. Recommendations

1. Digital Transformation:

  • Implement a cloud-based ERP system: To improve visibility, streamline processes, and enable real-time data analysis.
  • Invest in advanced analytics: To predict demand, optimize inventory levels, and improve logistics planning.
  • Adopt automation technologies: To automate repetitive tasks, reduce errors, and improve efficiency.

2. Outsourcing:

  • Outsource non-core activities: Such as logistics, warehousing, and customer service, to specialized providers.
  • Establish a global network of suppliers: To leverage economies of scale and access specialized expertise.
  • Develop clear contracts and service level agreements: To ensure quality, performance, and cost control.

3. Strategic Partnerships:

  • Form alliances with technology providers: To gain access to cutting-edge solutions and expertise.
  • Collaborate with other telecommunications companies: To share best practices, reduce costs, and expand market reach.
  • Engage with suppliers to improve collaboration and innovation: To jointly develop new products and services.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations align with PT's mission to provide innovative and reliable telecommunications services while enhancing operational efficiency and customer satisfaction.
  • External customers and internal clients: The recommendations address the needs of PT's customers by improving service quality, delivery time, and cost. They also benefit internal clients by streamlining processes, reducing workload, and providing better tools and resources.
  • Competitors: The recommendations will help PT stay ahead of the competition by leveraging technology, optimizing costs, and improving customer service.
  • Attractiveness ' quantitative measures: The recommendations are expected to lead to significant cost savings, increased efficiency, and improved customer satisfaction, resulting in higher revenue and profitability.

6. Conclusion

By implementing these recommendations, PT can transform its supply chain into a strategic asset that drives growth, efficiency, and customer satisfaction. The digital transformation, outsourcing, and strategic partnerships will enable PT to adapt to the evolving telecommunications landscape, compete effectively, and achieve sustainable success.

7. Discussion

Alternatives not selected:

  • Internal restructuring: While internal restructuring can be effective, it may be time-consuming and costly, especially for a company with a large and complex supply chain like PT.
  • Acquisitions: Acquiring other companies can be a strategic option, but it can be risky and expensive, and may not address the underlying issues in PT's supply chain.

Risks and key assumptions:

  • Technology adoption: The success of the digital transformation strategy depends on the successful adoption and integration of new technologies.
  • Supplier relationships: Building strong relationships with suppliers is crucial to ensure quality, reliability, and cost control.
  • Talent acquisition: PT needs to attract and retain skilled professionals to implement and manage the new supply chain strategy.

8. Next Steps

  • Develop a detailed implementation plan: This plan should outline the specific steps, timelines, and resources required for each recommendation.
  • Establish a dedicated project team: This team should be responsible for overseeing the implementation and monitoring progress.
  • Communicate the strategy to stakeholders: This includes employees, suppliers, and customers, to ensure buy-in and support.
  • Continuously monitor and evaluate performance: This will allow PT to identify areas for improvement and make adjustments as needed.

By taking these steps, PT can successfully restructure its supply chain and position itself for future growth and success in the competitive telecommunications market.

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Case Description

Part 1 of the case provides a detailed description of the situation before the start of the project at PT. It enables students to diagnose problems, identify opportunities, propose solutions, and support those proposals by referring to the relevant theory from economics, strategy and negotiation analysis. Part 2 describes the actions taken by PT, their impact on a number of operational measures (cost, time to market, etc.) as well as the rationale that supports those steps. The teaching note provides a teaching plan and draws the links with the relevant theoretical material from the fields of Economics, Strategy and Negotiation Analysis.

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