首页 > CLGO亮点 > 正文

CLGO07学员思科供应链实习

发布者:CLGO   2012-07-12 10:48:05

Going Green at Cisco’s Value Chain Operations

By Anne Tseng, Independent Consultant and MIT Sloan School of Management MBA‘01
March 22, 2010

SHANGHAI, CHINA – A member of the 2010 graduating class of Shanghai Jiao Tong University’s China Leaders for Global Operations (CLGO) program, Wang Gaoke recently spent six months at Cisco’s Shanghai office as a supply chain intern.

With 2009 fiscal year global revenues of USD 36.1 billion and a presence in over 165 countries, Cisco Systems, Inc. is a worldwide leader in networking, developing routing, switching and other network-based technologies. The company maintains R&D in-house and outsources manufacturing to contract manufacturing partners, focusing on its value chain and product innovation to drive growth. With the global focus on reusability and environmentally friendly initiatives, one of the top priorities of Cisco has been on environmental sustainability.

Having been exposed to green issues in his previous job as project purchasing manager, Wang felt the opportunity at Cisco would be a good chance for him to learn about value chain management and one of its impending concerns, environmental sustainability. During his internship, Wang worked with a Cisco global team to rate Cisco’s green initiatives, identify opportunities for Cisco to improve its green program and recommend program solutions to increase green optimization of its value chain. He also assessed the feasibility of and then pilot-tested a proposed green packaging implementation.

According to Wang, the concept of green value or supply chain management was first introduced by Michigan State University in 1996. Green value chain management focuses on minimizing waste in every step of the process— from material sourcing to finished product—from both a cost-saving and environmental impact perspective. Although traditional supply chain management is concerned with minimizing waste and maximizing profit, it only reduces operational cost or environmental impact caused during production, but does not take into account other environmental impacts in the whole product life cycle. When implementing green value chain management, firms need to take all the environmental impact caused in the whole life cycle into consideration.

Since the Chinese enactment of regulations governing Restriction of Hazardous Substances (RoHS) and Waste from Electrical and Electronic Equipment (WEEE), the use of hazardous material has been of paramount concern in the electronics industry. Cisco has undertaken many initiatives to meet RoHS and China RoHS regulations before their implementation, and their goal in this internship project was to identify additional “green” improvement opportunities.

In order to prepare for his internship, Wang proactively met with his internship supervisor and was able to establish objectives and a timeline for himself before the internship began. Explained Wang, “I read up on relevant papers and consulted with experts within the company as well as faculty advisors to get up to speed and was able to complete some things that were expected of me for the internship before my internship started.”

Wang was first asked to analyze the green approaches that Cisco’s competitors were undertaking and rank which approaches had been successful. Then he made several recommendations based on his research.

Wang was then asked to lead the green packaging implementation project in Asia-Pacific in tandem with the Cisco team in San Jose and the contract manufacturer’s global team. Wang first assessed the feasibility of replacing hazardous packaging material with reusable packaging and then conducted a pilot test. He found that while they could save on packaging costs, shipping of the packing material back and forth introduced additional, unexpected costs. After revisiting the design of the packaging, they were ready to pilot test the results.

The project necessitated close cooperation with Cisco’s partner companies over a period of several months, where Wang found maintaining partner buy-in to be a crucial challenge. “Because we had high level support at Cisco, it was relatively easy to gain acceptance of our objectives from the partner companies; however, over time, I had to make sure our partner continued to be interested in our efforts and convince them that the changes they were making were for their benefit as well as Cisco’s.” Wang explained. Through perseverance and teamwork he was able to convince many of the stakeholders to implement his suggested green improvements into their processes. Wang felt that being in the same country and same time zone had its advantages. “I could be more effective in my job as I was on-the-ground and could talk to the vendor in the same language,” he explained.

Wang was offered employment at Cisco and now works as a value chain program manager in materials management. His advice to his fellow CLGO classmates: “Be proactive and take the initiative to approach the company.” He adds, “Put yourself in the company’s shoes and endeavor to add value to their business. Don’t be afraid to ask your colleagues for help when you need it.”

On the benefit of the six-month internship to his CLGO education, Wang is clear, “The internship was the most important part of my training. Before, all I had learned was the theory, but I really didn’t know how to prioritize what knowledge would be useful in practice. The internship really made that clear to me.”

[收藏] - [打印] - [关闭]
叶剑青 2013届毕业生 上海天略新材料有限公司 总经理

选择CLGO学习主要是为了结识管理人才和亲身体会所接受管理教育的经历,同时也融入一个有别于一般MBA且相对特殊的同学人脉圈子。当亲身经历后,发现并确定超预期的收获有很多,接受了MIT课程的严格锻炼并从中获得了诸多思维习惯上的收获,当然也伙同了几个同学相互成为彼此事业上的PARTNER,等等……。对于我个人,CLGO经历从计划参与开始就不仅仅是一个学业阶段,同时也是事业的一部分。

项目链接

MIT LGO 机械与动力工程学院 CLGO微博 电子信息与电气工程学院