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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
The CEO of General Electric on Sparking an American Manufacturing Renewal
內容大綱
About 30 years ago, as its appliances business became less profitable, GE began moving manufacturing to low-cost countries in a combination of joint ventures and outsourcing. But competitors soon emerged in developing markets; shipping and materials costs rose; wages increased in China and elsewhere; and GE didn't control the supply chain. Finally, core competency was an issue: the company's most innovative appliance-design work is done in the United States, and at a time when speed to market is everything, separating design and development from manufacturing no longer made sense. Around 2008 GE came to the conclusion that outsourcing was outdated as a business model for its appliances business. It set about to build in-house innovation capability, lean manufacturing, and a new approach to labor relations in that business and others, creating thousands of jobs and investing billions of dollars.