The project contains the analysis of Nokia's Supply Chain Management published by Kellogg Institute of Management. The project includes solutions as well as recommendations for Philips, Ericsson and Nokia/
The project is based on the case study with similar title published by the Kellogg Institution and Management. The project provides a detailed analysis of the case along with the recommendations and suggestions for Philips, Ericsson and Nokia
Case study analysis of philips and NokiaPankaj Saini
On March 17, 2000, lightning hit a power line in Albuquerque, New Mexico, and caused a fire at the Philips (Philips Electronics, NV of the Netherlands) radio frequency chip manufacturing plant. Although the fire was extinguished within ten minutes, millions of microchips were damaged, which triggered a far-reaching chain of consequences for two of Europe’s largest electronics companies: Nokia Corp. in Finland and Telefon AB L.M. Ericsson in Sweden. The damaged chips were crucial components in the mobile phones that both companies sold worldwide.
Both organizations were going to discharge new phones into the market and those minor chips were the key segment to their item's usefulness. In its underlying reports of flame to Ericsson and Nokia, Philips transferred that it would take around seven days before creation would return. Nokia's treatment of its production network interruption gives a sensational case of how an organization's vital hazard administration can lighten budgetary catastrophe and lay the basis for achievement later on. Irritations in store network administration are inescapable, and become increasingly hard to survey as the commercial center turns out to be more globalized.
In this presentation, how one of the biggest mobile manufacturing company that is Nokia fall down to the ground is been explained.
4 major reasons are there in the presentation, beautifully presented and explanation is in the notes section, and a short description about when Nokia is coming back.
The project is based on the case study with similar title published by the Kellogg Institution and Management. The project provides a detailed analysis of the case along with the recommendations and suggestions for Philips, Ericsson and Nokia
Case study analysis of philips and NokiaPankaj Saini
On March 17, 2000, lightning hit a power line in Albuquerque, New Mexico, and caused a fire at the Philips (Philips Electronics, NV of the Netherlands) radio frequency chip manufacturing plant. Although the fire was extinguished within ten minutes, millions of microchips were damaged, which triggered a far-reaching chain of consequences for two of Europe’s largest electronics companies: Nokia Corp. in Finland and Telefon AB L.M. Ericsson in Sweden. The damaged chips were crucial components in the mobile phones that both companies sold worldwide.
Both organizations were going to discharge new phones into the market and those minor chips were the key segment to their item's usefulness. In its underlying reports of flame to Ericsson and Nokia, Philips transferred that it would take around seven days before creation would return. Nokia's treatment of its production network interruption gives a sensational case of how an organization's vital hazard administration can lighten budgetary catastrophe and lay the basis for achievement later on. Irritations in store network administration are inescapable, and become increasingly hard to survey as the commercial center turns out to be more globalized.
In this presentation, how one of the biggest mobile manufacturing company that is Nokia fall down to the ground is been explained.
4 major reasons are there in the presentation, beautifully presented and explanation is in the notes section, and a short description about when Nokia is coming back.
Case study: The Rise and Fall of Nokia By by Juan Alcacer, Tarun Khanna and Christine Snively.
Nokia provides telecommunications network equipment and services.
It was world’s leading manufacturer of mobile telephone handsets.
BUT Had to sale it’s assets to the Microsoft for $7.2 billion.
The sale marked as “sad ending to Nokia”.
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
A Study under Prof. James Hogan for understanding Apple’s Supply Chain with focus on Apple iPhone, supplier selection and global supply chain management.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
In this paper, we have provided a critique for Nokia 2011 corporate strategy. In order to complete our strategy critique we have covered the following; the history of Nokia, its market share, the ecosystem and operating systems. Then stated the current strategy pillars, vision and mission, nokia and microsoft alliance and then we provided a brief about Nokia new CEO, Stephen Elop.
Then we gone through our strategy critique for the current strategy, microsoft alliance and we then concluded with our alternative suggested strategy.
Case study: The Rise and Fall of Nokia By by Juan Alcacer, Tarun Khanna and Christine Snively.
Nokia provides telecommunications network equipment and services.
It was world’s leading manufacturer of mobile telephone handsets.
BUT Had to sale it’s assets to the Microsoft for $7.2 billion.
The sale marked as “sad ending to Nokia”.
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
A Study under Prof. James Hogan for understanding Apple’s Supply Chain with focus on Apple iPhone, supplier selection and global supply chain management.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
In this paper, we have provided a critique for Nokia 2011 corporate strategy. In order to complete our strategy critique we have covered the following; the history of Nokia, its market share, the ecosystem and operating systems. Then stated the current strategy pillars, vision and mission, nokia and microsoft alliance and then we provided a brief about Nokia new CEO, Stephen Elop.
Then we gone through our strategy critique for the current strategy, microsoft alliance and we then concluded with our alternative suggested strategy.
Application of Electronic Enablers for Supply Chain Management- Case Study ...Pouria Ghatrenabi
The presentation describes how electronic enablers such as RFID tags help streamlining dairy industry to accomplish farm to fridge supply chain in only two days.
Case study on amazon.com's supply chain management practices | MBAtiousaneesh p
The case study provides an overview of Amazon.com's inventory management. Jeffrey Preston Bezos the founder of Amazon.com launched the company when he realized that Internet provided immense scope for online trading. Although the site was originally launched as an online bookstore it eventually offered several other products to keep abreast of the competition. The case study takes a look at the different products and features offered on the site. The case also discusses Amazon's value propositions and its criteria for choosing strategic partners.
In March 2000 a thunderstorm struck the Philips semiconduc.pdfadithiyaatextile
In March, 2000, a thunderstorm struck the Philips semiconductor plant at Albuquerque in New
Mexico, which made silicon chips for products like cellphones. Damage at first seemed minor, and
fire fighters soon left the premises. At first, Philips told major customers like Nokia and Ericsson
that the delay to production would only be one week. But damage to some of the clean areas in
the plant created by smoke and water was actually going to take months to remedy. Clean rooms
in semiconductor plants must be spotless, and particles of more than 0.5 are filtered out.
The one-week delay was quickly reported by Tapio Markki, Nokias chief component-purchasing
manager, to Pertti Korhonen, Nokias top troubleshooter. We encourage bad news to travel fast,
said Mr Korhonen. While Philips initially rejected offers of help from Nokia, it soon became
apparent that production delays would be much more than one week. Korhonen put together a
team to find solutions to supplying the five chips that were affected by the Philips fire. Three were
quickly re-sourced from Japanese and American suppliers, but the other two were only supplied
by Philips. This time Philips cooperated at the highest level. Nokias chairman and chief executive,
Mr Ollila, met with the Philips CEO Mr Boostra and the head of the Philips semiconductor division,
Mr van der Poel. Factories at Eindhoven and at Shanghai were rescheduled to supply the missing
chips, and engineers from both Nokia and Philips worked to accelerate the return of the
Albuquerque plant to full production. As a result of these intensive efforts, there were relatively
minor delays to Nokias cellphone shipments.
Executives at Ericsson in Sweden only learned of the problem several weeks after the fire.
Company culture was less proactive than at its Finnish rival. The bad news was withheld from
senior management long after it became clear that delays were becoming serious. By the time that
Ericsson realised the magnitude of the problem, it was too late to find alternative sources. Nokia
had seized remaining world capacity, and it took nine months for the situation to be rectified. The
disruption led to a 3 per cent loss of market share by Ericsson, and contributed in turn to its exit
from the phone handset market.
1 What are the key lessons from this case for dealing effectively with disruptions to the
supply chain?
2. What you can think about Pertti Korhonen position in this story?.
Report’s Key Features
• PDF with > 200 slides
• Excel file > 2,500 patents
• IP trends, including time-evolution of published patents, countries of patent filings, etc.
• Patent segmentation per application: Optoelectronics and Photonics, Power, RF, PV and Sensors
• Ranking of main patent assignees
• Key players’ IP position and relative strength of their patent portfolios
• Established players and new entrants
• IP profile of key players, their key patents and their recent IP activity
• Patents recently expired and patents near expiration date
• Excel database containing all patents analyzed in the report, including technology and application segmentations
If a picture is worth a thousand words, then how much more clear must a PPT file be? This will give a clearer view of my own philosophy on Lean, and what I try to teach my students.
Nokia- Connecting People or Disconnecting Customers (2012), A case study on N...Maneesh Garg
Case study was written solely to provide material for class discussion and publishing purposes. Areas covered in the case study are-
- Discussing the reasons of Nokia's decrease and Competitors increase in market share
- New market trends and changes in the Mobile Hardware industry
- Analysis of Nokia's efforts to come out of this disaster
Note- This case and its data was revised till September 2012. This does not cover newly launched Lumia series, Nokia's overtake by Microsoft and other activities and updates which happened in year 2013.
To get a copy of this presentation, share your views about the presentation with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new upload don't forget to press the "FOLLOW" and "LIKE" button
1. Annexure-V- Cover Page for Academic Tasks
Course Code: Course Title:
Course Instructor:
Academic Task No.: Academic Task Title:
Date of Allotment: Date of submission:
Student’s Roll no: Student’s Reg. no:
Evaluation Parameters: (Parameters on which student is to be evaluated- To be mentioned by students as
specified at the time of assigning the task by the instructor)
Learning Outcomes: (Student to write briefly about learnings obtained from the academic tasks)
Declaration:
I declare that this Assignment is my individual work. I have not copied it from any other student‟s work
or from any other source except where due acknowledgement is made explicitly in the text, nor has any
part been written for me by any other person.
Student’s
Signature:
Evaluator’scomments (For Instructor’s use only)
General Observations Suggestions for Improvement Best part of Assignment
Evaluator‟s Signature and Date:
Marks Obtained: Max. Marks: …………………………
2. Case Study on
Nokia’s Supply Chain Management
INDEX
1. INTRODUCTION
1.1 Philips…………………………………………………………………………………………………………… 1
1.2 Nokia……………………………………………………………………………………………………………. 1
1.3 Ericsson………………………………………………………………………………………………………… 2
1.4 Case Overview……………………………………..………………………………………………………. 2
2. PROBLEMS IDENTIFIED
2.1 Problems at Philip’s end: Supply Chain Interruption…………………………………….. 3
2.2 Problems at Ericsson’s end…………………………………………………………………………… 4
2.3 Telecom Industry Bubble Burst…………………………………………………………………….. 5
3. NOKIA’S ACTIONS TO STABILIZE SUPPLY CHAIN MANAGEMENT
3.1 Early speculations of possible crisis………………………………………………………………. 5
3.2 Preparedness against supply crisis………………………………………………………………… 5
3.3 Finding alternative source of chip supply………………………………………………………. 6
4. SOLTIONS AND RECOMMENDATIONS
4.1 Solutions to Philips………………………………………………………………………………………… 6
4.2 Recommendations to Ericsson………………………………………………………………………. 6
5. RFERENCES
3. 1. INTRODUCTION
1.1 PHILIPS
Royal Philips (commonly known as Philips) is a Dutch technology company headquartered in
Amsterdam, Netherlands with primary divisions focused in the areas of electronics, healthcare and
lighting. It was founded in Eindhovenin 1891 by Gerard Philips and his father Frederik. It is one of the
largest electronics companies in the world and employs around 105,000 people across more than 60
countries. Philips has a primary listing on the Euronext Amsterdam stock exchange.
In 2000 Philip’s semiconductor division was manufacturing about 80 million chips every day. Eighty
percent of the mobile phones sold worldwide used Philips chips. Other than mobile phones their chips
were being used in the other electronic devices, such as, new cars, digital cameras and mobile memory
devices. Owing to this increasing demand, their supply capacity was scarce.
The increasing demand of mobile phone in the market, consumer’s increased purchase capacity and
constant demand for fashionable model resulted in shortened product life cycle of the mobile phone
industry to an average of 18 months. Phillips increasingly relied on the replacement market, which meant
speed to market became a critical sales factor for them.
1.2 NOKIA
Nokia Corporation is a Finnish multinational communications and information technology company,
founded in 1865. Nokia is headquartered in Espoo, Uusimaa, in the greater Helsinki metropolitan area. In
2014, Nokia employed 61,656 people across 120 countries, conducts sales in more than 150 countries
and reported annual revenues of around €12.73 billion. Nokia is a public limited-liability company listed
on the Helsinki Stock Exchange and New York Stock Exchange. It is the world's 274th-largest company
measured by 2013 revenues according to the Fortune Global 500.
Nokia is a global leader in the technologies that connect people and things. They combine global
leadership in mobile and fixed network infrastructure, with the software, services, and advanced
technologies to transform how smart devices and sensors tap the power of connectivity. With state-of-
the-art software, hardware and services for any type of network, Nokia is uniquely positioned to help
communication service providers, governments, and large enterprises deliver on the promise of 5G, the
Cloud and the Internet of Things.
4. In 2000, Nokia was the world’s leader in cell phone sales and the largest corporation in Europe by market
capitalization.
1.3 ERICSSON
Ericsson is a Swedish multi-national corporation that provides communication technology and services.
The company was founded in 1876 by Lars Magnus Ericsson and is headquartered in Stockholm,
Sweden. The company employs around 110,000 people and operates in around 180 countries. Ericsson
holds over 37,000 granted patents as of May 2015, including many in wireless communications. The
company offers services, software and infrastructure in information and communications technology
(ICT) for telecommunications operators, traditional telecommunications and Internet Protocol (IP)
networking equipment etc. Ericsson had 35% market share in the 2G/3G/4G mobile network
infrastructure market in 2012.
1.4 CASE OVERVIEW
On March 17, 2000, a lightning bolt struck a high-voltage electricity line in New Mexico. As power
fluctuated across the state, a fire broke out in a fabrication line of the Royal Philips Electronics radio
frequency chip manufacturing plant in Albuquerque. The plant was a key supplier of semiconductor chips
used in cell phones for both Ericsson and Nokia Corporation: together they received 40 per cent of the
plant’s chip production. At that time, both companies were about to release new cell phones into the
market and those tiny chips were the key component to their product’s functionality. Plant personnel
reacted quickly and extinguished the fire within ten minutes. At first blush, it was clear that eight trays of
silicon wafers on that line were destroyed, but the extent of the damage to Philip’s “clean-rooms” was
unknown.
In its initial reports of fire to Ericsson and Nokia, Philips relayed that it would take around a week before
production would return. Philips soon realized it had underestimated how much damage the clean rooms
had sustained and reported to Ericsson and Nokia that the process to resume normal operations would
take six weeks.
5. At Nokia, word of the setback spread quickly up the chain of command. Nokia's team, which had a crisis
plan in place, sprang into action. With an aggressive, multipronged strategy, Nokia avoided any cell
phone production loss.
In contrast, the low-level technician who received the information at Ericsson did not notify his
supervisors about the fire until early April and had to scramble to locate new sources for the chips. This
search delayed production and proved a fatal blow to Ericsson's independent production of mobile
phones. By April 2001, Ericsson was done with independent manufacture of mobile phones and had
created a 50/50 venture with Sony that became Ericsson’s new production shop. In 2010, Ericsson was a
much smaller company, at 82,500 employees with plans for further reduction.
Nokia's handling of its supply chain disruption provides a dramatic example of how a company's strategic
risk management can alleviate financial disaster and lay the groundwork for success in the future.
Perturbations in supply chain management are inevitable, and grow harder and harder to assess as the
marketplace becomes more globalized.
2. PROBLEMS IDENTIFIED
2.1 Problems at Philip’s end: Supply Chain Interruption
Fire breakout in Philip’s clean-rooms:
At the Philip’s semiconductor chip factory, production takes place in “clean-room” conditions. Since
Philips was a major chip supplier to Nokia and Ericsson, both expecting a new product launch in their
near future at that time, the sudden fire outbreak was a huge setback for all the three companies.
Inability to determine the exact damage to clean-rooms:
The clean-rooms are such facilities which have no more than one speck of dust per cubic foot, and therein
lay the problem. Fire produces smoke and triggers sprinklers. Fire and smoke take lives, and sprinklers
save them, but all—fire, smoke, and water—wreak havoc on property. As they dug deeper, plant
personnel found that smoke and water had contaminated millions of chips that had been stored for
shipment.
Inability to determine their ‘time for normal production resuming’
Immediately after the fire outbreak at their clean rooms, Philips informed Nokia and Ericsson of 1 week
maintenance time before they resume their operations, on the basis of assumptions and without proper
6. analysis of their damage. Philips soon realized it had underestimated the extent of damage to its clean
rooms and had to re-inform Ericsson and Nokia that their process to resume normal operations would
take six weeks.
Lack of emergency preparations
Philips production plant in New Mexico lacked in the pre-planned management in case of uncertainties.
They had no backup planned to resume their supply chain once the clean room production stalled after
fire outbreak. This resulted into their strong criticism in the market, and loss of business partners and
faith too.
2.2 Problems at Ericsson’s end:
Weak crisis judgement:
Until they were informed by Philips about the damage to existing chips and upcoming shortage of chip
supply, Ericsson’s planners and managers had not sensed any discrepancy in Philips’ performance. As
such, its management had no reason to disbelieve Philips’ explanations. They certainly did not perceive a
need for concern or stepped-up action or inform higher authorities. This resulted into their second
problem listed below.
Failure to take prompt actions in time
Since, managers and officials were unable to identify the gravity of the problem upcoming from the lack
of chip supply from Philips, they did not take any measures to create action plan and waited for Philips
production to recover after a week. Later, when Philips announced about its further delay in production
process, Ericsson had no alternatives preplanned and eventually had to face huge setbacks in their new
mobile phone launch. Components shortage at Ericson helped delayed to launch the product and
company officials estimated $400millions direct revenue losses.
Single supplier reliability
Ericsson had previously moved to streamline its supply chain by making Philips its sole provider of
semiconductor chips. It was three weeks post fire that anyone on the executive team knew about the
complete issue and as Ericsson announced the loss to the market, their shares fell more than 11 percent.
7. 2.3 Telecom Industry Bubble Burst
During 2000, the telecom industry experienced bankruptcies, fraud, and destruction of shareholder value
on a massive scale, in part because investments were based on incorrect predictions about the growth of
the Internet and accompanying goods and services. However, cell phones at that time were chunky, had
small screens, and failed to utilize the Internet in an appealing way. The bubble showed up in Ericsson in
early 2001, when company laid off its workforce and outsourced its cell phone production.
3. NOKIA’S ACTIONS TO STABILIZE SUPPLY CHAIN
MANAGEMENT
3.1 Early speculations of possible crisis
A production planner at Nokia followed a well-articulated process for managing chip inflows from
Philips and failed to get a routine input he needed from Philips. He identified small defects in the chips
and informed the possible problem to his manager unlike the worker at Ericsson.
3.2 Preparedness against supply crisis
Nokia’s production planner adopted a monitoring process, developed in Nokia over the prior five years,
to frequently monitor the parts made in his plant.
3.3 Finding alternative source of chip supply
Nokia estimated the chip supply shortage from Philips to effect the production of their four million
handsets. The team identified alternative suppliers to temporarily meet the crisis created due to shortage
of supply from Philips.
4. SOLTIONS AND RECOMMENDATIONS
4.1 Solutions to Philips:
Recognizing that Philips’ problem could affect the production of several million mobile phones, Nokia
took three key steps:
8. One team of executives and engineers focused on Philips, seeking a major role in developing
alternative plans. Guided by Mr. Korhonen and assisted by CEO Jorma Ollila, it pressed Nokia’s case
with Philips executives, including its CEO, Cor Boonstra. Philips responded by rearranging its plans
in factories as far away as Eindhoven and Shanghai.
A second cross-continental team redesigned some chips so that they could be produced in other
Philips and non-Philips plants. Where appropriate, it consulted with Philips to assess the possible
impact of its actions.
A third group worked to find alternative manufacturers to reduce pressure on Philips. Two current
suppliers responded within five days.
4.2 Recommendations to Ericsson
Due to negligence and non-recognition of major crisis, Ericsson had to face heavy losses from where it
was never able to rise up again in the market. It could have avoided the catastrophe by:
Promptly responding to the availing chi crisis rather than waiting for the supply from Philips to
resume.
Devising an emergency production recovery strategy in advance for handling sudden supply chain
crisis.
Identifying alternative source of semiconductor chips immediately, to cope up with the deficit
created du to stalled production at Philips.
REFERENCES
1. Walker, R., (n.d.), “Nokia’s Supply Chain Management”, Kellog School of Management, KEL673.
2. Mukherjee, A.S., (2003), “The Fire That Changed an Industry: A Case Study on Thriving in a
Networked World”, The Spider’s Strategy: Creating Networks to Avert Crisis, Change, and Really
Get Ahead, 3-5(3).
3. Fourtane, S., (2014), “Supply Chain Agility: Nokia's Supply Chain Management Success”, Retrieved
from: http://www.ebnonline.com/author.asp?section_id=1364 &doc_id=273562