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• Case | HBS Case Collection | August 2017 (Revised March 2020)

  Fuyao Glass America: Sourcing Decision

  Willy Shih

  In today's global economy, what are the factors that go into production location choice? This case is set in the world's second largest automotive glass producer as it expands from China into the United States. To meet a very aggressive cost target, management is faced with the alternatives of fulfilling the contract from its new Ohio factory, which can only produce above the target cost because it is still on a learning curve, or it can fulfill from its Tianjin, China, factory, which can produce below the cost target but will incur extensive shipping costs and require a far greater amount of inventory holding. This case examines a core question facing managers who want to produce physical products for world markets.

  Keywords: supply chains; globalization of supply chain; manufacturing footprint; manufacturing; Manufacturing strategy; Global Strategy; Supply Chain; Globalization; Supply Chain Management; Production; Logistics; Strategy; Auto Industry; Manufacturing Industry; United States; China;

  Citation:

  Shih, Willy. "Fuyao Glass America: Sourcing Decision." Harvard Business School Case 618-007, August 2017. (Revised March 2020.)  View Details

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• Case | HBS Case Collection | March 2020

  ZEISS Group: Organize by Customer Culture?

  Willy C. Shih

  How should ZEISS, the German manufacturer of precision optical and optoelectronic systems manage two historic businesses that operated fairly autonomously? The Industrial Quality Solutions (IQS) business sold measurement equipment to manufacturing companies in sectors like automotive and aerospace. The Research Microscopy Solutions (RMS) business sold into scientific research laboratories and industrial materials laboratories. The two units had many similar characteristics. Both served demanding customers in complex and competitive market segments, and the use of RMS microscopy products in materials research meant an increasing amount of cross-selling into IQS customers. Yet there were many differences in the sales processes, product development processes, and approaches to product and market planning. RMS and IQS had very different ways of working, and most team members would say that the organizational cultures and the customers were very different as well.

  Keywords: Organizational Structure; Organizational Culture; Manufacturing Industry; Europe; Germany;

  Citation:

  Shih, Willy C. "ZEISS Group: Organize by Customer Culture?" Harvard Business School Case 620-103, March 2020.  View Details

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• Case | HBS Case Collection | September 2019 (Revised January 2020)

  Port Competition in the Pearl River Delta

  Willy Shih

  This case examines the competition between ports and port operators in the Pearl River Delta over the last four decades. The cities surrounding the Pearl River estuary are the "workshop of the world," and the development of manufacturing in the region was heavily dependent on efficient container shipping. As China has opened up and drawn more direct trade traffic to Shenzhen and Guangzhou ports, the operators in Hong Kong have had to adapt. More change is afoot, and Hong Kong may have to reinvent itself again.

  Keywords: trade links; global business; Globalization; Trade; Supply Chain; Logistics; Transportation Industry; Asia; Hong Kong; China;

  Citation:

  Shih, Willy. "Port Competition in the Pearl River Delta." Harvard Business School Case 620-038, September 2019. (Revised January 2020.)  View Details

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