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Case
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Reference no. 602-038-1
Published by: INSEAD
Originally published in: 2002
Version: 04.2015
Revision date: 09-Mar-2016
Length: 12 pages
Data source: Field research

Abstract

The case is a follow-up to two companion cases, 'Jaguar comes to Halewood: The Story of a Turnaround' and 'Supply Chain Design at Jaguar: Bringing 'Nirvana' to Halewood'. It reviews the magnitude of the change programme (involving a new work culture, workforce, processes, suppliers, and supply chain architecture) implemented by the newly appointed management team at Halewood prior to the launch of a new Jaguar model, the X-Type. It illustrates the challenges faced by the company during ramp-up to full volume in a brand new, redesigned, revamped, and transformed plant catering to a premium market. The case can be used to discuss the importance of the 'virtual factory network' in the context of a new product launch in a tiered-structured industry that applies the lean manufacturing concept. The case can be utilised as a supply chain management or new product launch case in MBA or executive courses on process and operations management.
Location:
Industry:
Size:
3,000 employees
Other setting(s):
2001

About

Abstract

The case is a follow-up to two companion cases, 'Jaguar comes to Halewood: The Story of a Turnaround' and 'Supply Chain Design at Jaguar: Bringing 'Nirvana' to Halewood'. It reviews the magnitude of the change programme (involving a new work culture, workforce, processes, suppliers, and supply chain architecture) implemented by the newly appointed management team at Halewood prior to the launch of a new Jaguar model, the X-Type. It illustrates the challenges faced by the company during ramp-up to full volume in a brand new, redesigned, revamped, and transformed plant catering to a premium market. The case can be used to discuss the importance of the 'virtual factory network' in the context of a new product launch in a tiered-structured industry that applies the lean manufacturing concept. The case can be utilised as a supply chain management or new product launch case in MBA or executive courses on process and operations management.

Settings

Location:
Industry:
Size:
3,000 employees
Other setting(s):
2001

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