Position in the Supply Chain:
Any strong industry requires a strong industrial chain for its survival. Huawei is recognized globally as the leading providers of ICT solutions. Looking at the supply chain and the overall supply chain management, Huawei has revenue of twenty eight billion as per the year 2010, and a foot print spanning of one hundred and forty countries across the world. In the chain supply, they ensure that they manage a self sustaining supply foundation that is entirely rooted in innovative, proactive, and innate commitment to sustainability but they do not base driving compliance via audit (Zhang & Guanjing, 2000).
The approach of the Huawei Technologies Company Limited in China can be group into three distinctive segments. These segments are the risk management segment, the business innovation segment, and the efficiency management segment. All the three segments work together with their foundation as the risk control servicing. By doing this, they are able to place efficient improvement in their systems as their main goal and at the same time allow business innovation to offer the required direction.
In the supply chain management of the Huawei Company Limited, the risk management plays the roles of legal monitoring and compliance of the company’s logistics in the supply chain scheme; they identify and mitigate existing risks, minimize the available disruptions in the business supply chain, and protect the brand reputation and image. The second part of the supply chain management is the efficiency management which plays the following duties; it supplies ownership and capability building, it reduces the wastes and costs of the company, it increases the level of labor productivity in the supply chain, and enhances efficiency on the supply chain (Zhang & Guanjing, 2000) The third part is the business innovation in the supply chain where the promotion of operations and sustainable products is done. Creation of new markets through different innovation systems is done, the optimization of the value chain, and the building of corporate reputation and trusted brand is also done within this level of management.
In the supply Chain, Huawei Company Limited is considered as the world’s leading provider of ICT solutions. It has a significant carrier network, device business, enterprise business, and key stake holders that help it provide cutting-edge and next generation in the world of communication, information and technology. The company began its operations in India in the year 1999. Currently, with the partnership of several telecom service providers and the presence of Pan-India, it has contributed widely to the industry of ICT in India. The company employs over six thousands managers and engineers in the country, forming one of the builders of the economic status of India.
The company maintained a number one ranking for the third quarter of the Chinese equipment manufacturer of 2013. This was achieved by having a share of 28.1 percent. This was a three point down fall from the second quarter of 2013 where the company recorded 3.8 percent according to a research done by the ABI. Looking at the general trend of the supply chain and the RAN market, the Huawei Company Limited has maintained its steady position and a number one position in the RAN market up to date. Other competitors in the market such as Alcatel-Lucent have also played a major role in the RAN market by increasing its revenue by 20.1 percent, but have not been able to hit the score of the Huawei Company.
Relationship with the buyers and suppliers:
The Huawei Company has a wide range of buyers and suppliers who ensure the flow of the company. The suppliers and the buyers of the company are handled basing on certain responsibility rules and responsibilities. These factors include the supplier performance management, the supplier sourcing, the supplier relationship management, and the supply guaranty.
The supplier sourcing works according to the requirements of purchase needs in order to find competitive suppliers in order to provide good services and products. The supplier sourcing helps to achieve the cost management target from the suppliers, and do a good finishing to the logistics involved with the suppliers including the signature and contract negotiation (Ahrens & Nathaniel, 2013). The special needs of buyers are also identified in the company through special interaction with clients like consistent questionnaire forms filled after very purchase done, and make follow up calls to customers to ensure the progress of their devices.
The supplier performance management also forms a good medium for developing good interaction with the suppliers of the company. They do a quarterly and monthly base in order to evaluate the supplier’s performance and review their overall results to determine whether they are a liability or asset to the company (Ahrens & Nathaniel, 2013). The supplier performance management unit also develops improvement action plans that could be initiated to improve the supply process and amicably resolves with their respective suppliers.
Finally, the supplier relationship management organizes routine management meetings with their supplier in order to figure out valuable business opportunities, strengthening cooperation, and solving the general cooperation plans between the suppliers and the company.
CONCLUSION
The Huawei Company Limited has generated greater revenue for the Chinese economy, and its services and products have been deployed to over one hundred and forty countries. It serves forty five world’s largest telecom operators.
Works cited
Ahrens, Nathaniel. China's Competitiveness: Myth, Reality, and Lessons for the United States and Japan : Case Study : Huawei. N.p., 2013. Print.
Huawei Technologies Co. Ltd. New York, NY: Datamonitor, 2000. Print.
Zhang, Guanjing. Providing Global It Solutions from China: The Huawei Story. N.p., 2013. Print.
