Can you Redesign the serial-chain robot arm by ffollowing the rubrics to compete in the ‘Rebuild from Rubble’ challenge. Analyze the performance, capabilities, and limitations of the existing robot and of the redesigned robot. you can fake the calculation and numbers.
In 1996 Li & Fung adopted a “three-year plan” system, one which William described as having been adopted directly from the economic planning system of the Chinese Communist Party, that “allows the company to look ahead, but not too far ahead.” William elaborated: We thought that the Chinese had a neat system. They have five-year plans, fixed; we have three-year plans, fixed. We don’t want moving goalposts, we want set goals. At the beginning of every three-year plan we sit down and look at the business from its fundamentals. We use backwards planning, we recognize where we want to be in three years time, identify the gaps between that and where we are now, and see what we have to do to get there. During its first three-year plan (FY1993-1995), entitled “Filling in the Mosaic,” Li & Fung focused on filling in the gaps in its network of offices to cover new sourcing markets. The second three-year plan (FY1996-1998), “Margin Expansion,” was launched immediately after the Inchcape acquisition to increase its profitability. A third three-year plan “Doubling Profits” (FY1999-2001), established the goals of doubling profits every three years and achieving $3 billion in annual sales. Investors liked the results: Li & Fung outperformed the Hang Seng Index by over 75 percent in 2000. The reward was inclusion in the Morgan Stanley Country Index for Hong Kong in May 2000, subsequent inclusion in the HSI in August 2000 and on the FTSE World Index Hong Kong Section in September 2000. With a market capitalization of $6.6 billion, by mid-2000 Li & Fung was the nineteenth largest Hong Kong stock trading with a company record price to earnings (P/E) ratio of nearly 60_. A local newspaper declared: It is difficult to find a bad word [about Li & Fung]. It could be a poster-child for shareholder value, with a return-on-equity of 60.2 percent at the end of last year. The firm is well positioned to benefit from the opening of the mainland market and Beijing’s accession to the World Trade Organization, with 40 percent of sourcing on the mainland and Hong Kong.9 Acquisitions Li & Fung’s acquisition strategy was based on buying rival sourcing companies, thereby gaining new client accounts, integrating their operations, and eventually bringing the operating margins of these acquired units up to Li & Fung levels. In 1995 Li & Fung acquired Inchcape Buying Services, a 100-year-old company roughly the same size as Li & Fung and its closest competitor. The Dodwell acquisition brought access to sourcing markets on the Indian subcontinent and European export markets. This acquisition took nearly three years to be fully absorbed into Li & Fung’s operations. Within three years, Dodwell’s operating margins increased from 0.8 percent to 3 percent, primarily through the provision of Li & Fung value-added services to Dodwell customers. In December 1999, Li & Fung acquired the export trading operations of the Swire Group, Swire & Maclaine and Camberley, which were Li & Fung’s next two largest Hong Kong-based competitors, and in the process became the only listed supply chain management company in Hong Kong. Like Li & Fung, Camberley did not own its factories. Instead, it provided “virtual manufacturing” in the form of in-house design, pattern and sample making, and raw material sourcing. Manufacturing was subcontracted to factories in China. Through Camberley, Li & Fung gained access to the design process- another link in the value chain-as well as access to new clients such as the Asia buying offices of Laura Ashley and Ann Taylor. As it had with Inchcape, Li & Fung expected to bolster its own bottom line by raising the operating margins of these two companies. With a robust cash flow and the solid financial performance of past acquisitions, Li & Fung was in position to continue growing its business by further acquisitions. By August 2000, Li & Fung was nearly five times the size of its two closest local competitors, William E. Connor and Associates and Colby International, which had twice postponed the IPO of its B2B portal in 2000. See Appendix A for more details on the intranet and extranet.>